1

The Courage to Lead

I am a LeaderMy Team Plays to Win!

Joe BartoFounder and President

TMG, Inc.

2

Core Beliefs• Start with the end in mind! …take a Systems Approach

• Be in the business of making hard things easy…not easy things hard.

• People are good and want to do the right thing (The experience we create for our new people is a statement of our character.)

• It is the organization’s responsibility to create an environment for its people to be successful…and our people’s vote counts more than ours.

• If you believe the workers can only be as good as their leader then you also believe leaders can only be as good as their leaders!

• Every organization has an un-limited bandwidth for change

• Culture vs. Change and Leading

• Change Requires Trust

• Business is a Team Sport

• Turf, Ego, and $$$ and the end of the day it is about…

People Process Business Performance

LedLeaders Just Do Its

Rapid Imp

EventsProjects

Performance ImprovementTeam Engagement

Continuous ImprovementLean

Increased Team Engagement Increased Customer Satisfaction

Decrease Production Costs Increased First Pass Yield

Increased Employee Skills Proficiency

Decrease Cycle Times Increase Production Capacity

Decreased TurnoverIncrease Revenue

Decrease Cost Increase Profit

Alignment

Value Stream

Big Picture Thinking

3

Who Before What

“Leading is all about Changing Behaviors”

4

5

Team = Leaders and the Led

3 Teams (at least)

6

SS

OM

1S

MU

NE

GM

OM OM

SSSS

1S 1S

GT GT

NE

Organizational Scheme

GM: General ManagerOM: Operations ManagerSS: Shift Supervisor1S: 1st Line SupervisorMU: Make Up SupervisorGT: Go To EmployeeE: Employee NE: New Employee

Vertical Dyad Linkage

EE

Who is Your Heartbeat Leader?

7

How many hours of Value Added Activity do they get per day?

It’s the Lines

8

Heartbeat Leader

Holds the Heartbeat Leader

9

Organizational Goals– Cost– Schedule– Quality– Safety

Individual Goals– Compensation– Opportunities– Responsibility– Work

Environment– Recognition

Communication

Leader

AwarenessGoal Alignment

Led

Leader to Led Linkage

Can only occur when there is a conversation between the Leader and the Led about the Led!

Authentic Communication

Expectations• What do you expect from your team?

• What do you expect from your Leader?

• What can they expect from you?

10

“My Leaders are working harder than ever but we don’t seem to be

making much progress”

11

12

Value-Adding Activities….transform materials and

information into products the customer pays for

Non-Value-Adding Activities….consume resources, but don’t

directly contribute to the product and/or the customer

Non-Value-Adding but Required….consume resources, but are required

by government regulation or company policy

How We Spend Our Time

13

Measuring Team PerformanceWhat does Right Look Like?

Dream Teams

What does Wrong Look Like?

_____ Teams

14

1. Alignment: (SIPOC Alignment System)

– Organizational Scheme: Heartbeat Focus – Business 101– Roles and Responsibilities: Leader Lane Transparency– Conflict Resolution– Operating Focus– Overtime Management

($$, FTE, Headcount, Names)

15

2. Leader Behaviors:– Current Leaders – Current Responsibilities

(Leader Performance Improvement System)

• High Performing:• Developmental:• Dysfunctional:

– Benchstrength (Leader Identification, Selection, Training, and Competency System)

• Openings vs. Applications– Leader Churn

• Internal Churn• External Attrition

16

3. Team Engagement:(Engagement Improvement System)

• Engaged:• Disengaged:• Actively Disengaged:

– Leader to Led Goal Alignment – Workforce Churn

• Internal Churn• External Attrition• Absenteeism

17

4. Business Performance:– Team knows the Score and how to move the

needle– Near Perfect Situational Awareness and

focused problem solving

18

Team Performance Assessment

• Competing/Engaged: Playing to Win!– We Own the Business: Ownership– Maniacal Customer Focus– How good can we be?

• Participating/Disengaged: Playing– You Own the Business– Boss Focus; Customer Irrelevant– We are doing fine, “Why Change?”

• Blaming/Actively Disengaged: Watching others Play– I am Entitled to my pay check– Boss and Customer are the Enemy– You OWE me

19

Measuring Team Performance Exercise

 

Alignment:

1. Every teammate understands what we do and how we make money. (Business 101)

SD D A SA  2. We are an aligned, self-disciplining team from the Plant Management

to the 1st Line Supervisors where we know our responsibilities and the responsibilities of our teammates. (Roles and Responsibilities)

  SD D A SA

 

20

 

 Leadership:

3. What percentage of your current leadership structure fall in the following categories (Current Leaders – Current Responsibility Performance Improvement)

High Performing (Consistent Best Leaders) ____%

Developmental (Moving in the Right Direction) ____%

Dysfunctional (Should not be in the position) ____%

 4. . We have a solid “Bench” of future leaders who are ready to step into leadership

positions with minimal preparation and low risk to business performance? (Future Leader Identification, Training, and Development System)

SD D A SA21

 Team Engagement: 

5. The Engagement Distribution of our organization is: (Team Engagement Improvement System)

Engaged (Go To Teammates) ___%

Disengaged (Getting a paycheck) ___%

Actively Disengaged (Doing positive harm) ___%

 6. Does our Talent Acquisition and Retention System produce New Team who are

pre-disposed to become Engaged upon assignment to their 1st Lead.

SD D A SA

22

  

Business Performance:

(Return on Investment: Process or People)  6. How good can you be? If you ran a perfect process how much better could

you be in terms of increased productivity? 

____ %

23

24

Army Basketball Team 1975-1976

FEAR & READY TO PLAY!

25

Task Force 2-4 Cavalry Tactical Operations Center TeamFeb 21, 1991 - Northern Saudi Arabia

FEAR

FEAR

26

Leader Courage• Your people know you and understand your personal

commitment to get better and you need to see their commitment in their eyes and they yours.

• I have near perfect situational awareness• I know what the plan and goal is and how to measure progress• I know where the risk is and I will lead from that spot• I know what I am doing and what right looks like• I trust my leadership has a plan and knows what they are doing• I trust my team to do what I tell them to do• I know the difference between risk and gamble (worst/best vs.

acceptable/unacceptable• I know who will help me when I can’t solve the problem myself• My Leader is doing everything they can to help me Win!

27

28

Golden Rule of Leadership

Treat your subordinates how you would like to be treated.

…1 at a time!

they

29

The Organization Takes on the Personality of it’s Leader!

Character

30

Who is the Heartbeat of your Business?

Have we created an environment where they can Win?

What do we do everyday to help them Win?

Competing or Participating 31

32

I will always place the mission firstI will never accept defeatI will never quitI will never leave a fallen comrade

Not Today

33NOT TODAY!!

November 2011October 1975

Focus on WHO before WHAT

Blue Slip

Play Like a Champion!

Your Team Deserves It.

Joe Bartojbarto@tmgva.com

757-218-8444

35