Transcript No Slide Title

Opportunities ...
for Leadership and Management ...
and Greater Success
A Tool Kit for Teamwork
Outcome Management Consultants ...
Management Coaches
June 2001
1
Opportunities ...
International Association of Jesuit
Business Schools
 University of Detroit Mercy
 June 25, 2001
June 2001
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“Opportunities”
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A combination of circumstances
favorable to the purpose ...
Fitting to the time, well timed ...
Good chance or occasion …
High probability for success.
June 2001
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“Opportunities”
A Tool Kit for Teamwork
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2
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4
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Thoughts
Leadership
Teamwork
Avoid the Activity Trap
Balanced Performance
Effective
Communications
7 Effective Meetings
June 2001
8 The Written Plan
9 Visualization as a part
of Leadership
10 Achievement Thinking
11 What works best
12 eManagement
13 Me & My Thinking
4
Opportunity 1 - Thoughts
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“If you understand what’s really happening, you’ll
know what to do.” Fortune Magazine
“If I tell you how I’ll measure success, I’ll change
your behavior.” Gordon Bethune, CEO, Continental
Airlines
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“The team with the written plan always wins!” IBM
“Words alone provide the least effective
opportunity to communicate.” Leadership differs from
Management, Jan Kantor
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“Avoid the Activity Trap.” George Odiorne, PhD
June 2001
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We are what we think ...
Think effectively!
June 2001
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Opportunity 2 - Leadership
Leadership Differs from Management
Thanks to Jan Kantor, Success Systems, Naples, FL, 1999
June 2001
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Traits of a True Leader
They Give Others Vision ...
They Draw Others to Them ...
Creating charts and Graphs and
Posting Progress is one way to let
Others See how their Efforts Sharpen
Teamwork and Help Reach Goals.
June 2001
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Traits of a True Leader
 They Communicate Meaning and
Understanding ...
 Leaders have the Ability to Communicate
Meaning through Models and Examples.
 They Breathe Tangible Life into Ideas.
June 2001
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Traits of a True Leader
 They Instill Trust ...
 Leaders are Consistent ...
 People want to Know where their
Leaders Stand … and what they
Stand for!
June 2001
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Traits of a True Leader
 They Understand Themselves.
 Leaders Know the Extent of their Skills
and they must be Able to Apply them
Effectively.
June 2001
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Leader Communications
If You Can’t Explain Your Mission, Goals,
and Vision in less than 120 Seconds ...
You’re Not a Leader …
You’re Just a Talker.
June 2001
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The Value of a True Leader
“Our lives have gotten steadily better
because something (and perhaps
someone) makes humans work
together and strive to make things
better!”
June 2001
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Leadership Works Fast!
Leadership is Clear and
Uncomplicated
For a Real Life Example …
Fastest Growing Companies
June 2001
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Secrets of Fortune’s Fastest Growing Companies
1. They’re never late –
“Better late than never doesn’t wash”
2. They don’t over promise –
“Don’t get ahead of yourself”
3. They sweat the small stuff –
“Everything makes a difference”
4. They build a fortress –
“Build a wall around your market”
June 2001
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Secrets of Fortune’s Fastest Growing
Companies
5. They create a culture –
“What are you? How do you look and act?”
6. They learn from their mistakes –
“Your data will tell you what’s working”
7. They shape their story –
“Make your message true and clear”
Fortune Magazine Secrets of Fortune’s Fastest Growing
Companies (Page 72) Nelson D. Schwartz, Sept. 6, 1999
June 2001
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Opportunity 3 - Teamwork
Team Leadership and Assured Success
1.
2.
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4.
5.
6.
7.
Set the Goals or Targets ...
Ask your Team for Help ...
Build a Written Plan ...
Measure Performance ...
Provide Frequent Visual Feedback ...
Tell People How Important They are ...
You’ll All Succeed!
June 2001
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Opportunity 3 - Teamwork
“If You don’t Treat your Own People
Well, They won’t Treat other People
Well.”
“We are in the enviable position
of employing extremely talented people
who love what they do”.
June 2001
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Opportunity 3 - Teamwork
“Our Employees can and regularly do
identify with the goals of both the team
and our clients, we are dedicated to be
the best!”
“Ego must always take a back seat.
It is always the foundation for failure.”
June 2001
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Opportunity 3 - Teamwork
“These Days - There are Partnerships
and there are Sinking Ships!
Take your choice!”
June 2001
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Teamwork Performance Criteria
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Honesty and Trust
Respect and Relationships
Cooperation and Mutual Help
Team Courage and Innovation
Self Direction and Synergy
Decisive and Supportive
Teamwork model for the entire Organization
1. How good a “Teamworker” am I personally?
2. How well are we “Team-working”?
A Client Model, A School
June 2001
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Who Does What?
RACI - A Teamwork Tool
 Responsibility
for Resources
 Accountability for the Outcome (One Person)
 Cooperate for Success
 Informed of Progress
June 2001
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RACI Analysis
Responsibility
Tom
Sue
X
X
Accountability
Cooperation
Informed
June 2001
Bob
Anne Mark Betty
Matt
X
X
X
X
X
X
X
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The DNA Of Corporate Innovation
• Change, ideas, passion and trends - Innovation
drivers, the stimuli to move on.
• Challenge - The bigger the challenge, the more
the energy and innovation
• Customer focus - Focus on Customer value,
interact with them.
• Creativity - The more possibilities, the more
ideas. Teach creativity.
• Communication - Open up and simplify.
June 2001
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The DNA Of Corporate Innovation
• Collaboration - Innovation is a teamwork
process. Teach and reward teamwork.
• Completion - When innovations are completed,
they should be celebrated.
• Contemplation - Document and assess
innovation projects. Build a “wisdom” base.
• Culture - Honor ideas, tolerate risk, provide
stimulation, free flow of information.
Thanks to Innovation Network, Business Finance, Nov. 1999
June 2001
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Opportunity 4 - Avoid the “Activity Trap”
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People tend to become so engrossed in activity
that they lose sight of its purpose.
People caught in the activity trap diminish in
capability.
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The activity trap originates at the top of the
organization and extends to the lower level.
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The activity trap kills motivation.
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After Managers have decided on an activity, they
resist new facts that might change their Minds.
June 2001
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Opportunity 4 - Avoid the “Activity Trap”
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In activity-centered organizations most problems
don’t get solved and many get worse.
In activity-centered organizations, facts often go into
hiding.
In successful organizations, more people are clear
as to their objectives.
When people are committed to a purpose, they grow
rather than diminish.
Management and the Activity Trap, 1973, George Odiorne, PhD
June 2001
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Opportunity 4 - Avoid the “Activity Trap”
“In Successful Organizations ...
More People are Clear as to Their Objectives.
When People are Committed to a Purpose ...
They Grow Rather than Diminish.”
George Odiorne
June 2001
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Opportunity 5 - Balanced Performance
Every Job now has Two Equal Components:
 Individual Job Performance: Quality and Cost
 Teamwork: Cooperation and Innovation
You Must Excel in Both to Succeed!
They don’t average out …
Overall Contribution is only as good as the least
effective component.
June 2001
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The Team Worker … The Only Kind!
Individual
Performance
Higher Quality
Faster Service
Lower Cost
Quick
Innovation
50%
June 2001
Team Member
Performance
Cooperation
Relationships
Self Direction
Mutual Help
Team Innovation
50%
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Balanced Performance
Performance
Overall
Individual
Teamwork Contribution*
Weight
50%
50%
100%
Member View
Leader View
Final View
* Overall Contribution = Lowest Performance Evaluation
(For example A + A = A and A + D = D)
June 2001
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Opportunity 6 - Effective Communications
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“There is a Declining Market for Words ...
The World only Believes in Behavior.”
“If You Want to Communicate … Talk Less!
 Words Just Won’t Work.
 Use Charts, Show Results ...
only Visuals Will Work!”
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“You Can’t Explain the Future …
Demonstrate it or Use a Model.
Words Alone Just Won’t Work.”
June 2001
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Communications (and Teamwork)
Warning Signs!
EGO
BLAME
BS
June 2001
FEAR
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Summary of Accomplishments
Communicating Accomplishments
(Weekly or Monthly)
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Report the data on Key Goals and Results
Significant Results Accomplishments, I’m proud of ...
Planned Efforts Completed, follow the Plan
Significant Plan Efforts for next few months
Barriers, need expert help to meet Goals
Report of “Heroics” by Team Members
One page, one side, 20 minutes to compile
Mostly for you, helpful for the entire Team
Each Team Member also prepares an SOA
June 2001
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Opportunity 7 - Effective Meetings
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Meet frequently and briefly, daily or at least weekly
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Establish an agenda, follow it precisely.
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Focus on results first.
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Use only visual presentations for results. No words or “print
outs”.
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Have the right people there.
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Everyone is equal, someone is the Team leader. No fear!
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Stay on track.
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Minutes in outline form that matches the agenda. Prepared
at the meeting.
Thanks to Roger Mosvick, Macalaster College, St. Paul, MN, 1999
June 2001
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Opportunity 7 - Effective Meetings
Why meetings are at least 50% ineffective:
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Getting off the subject, rambling, redundant, digressive talk.
Meetings are inconclusive, with no results, or decisions, or
follow up.
There are no goals, purpose or agenda.
Meetings are too long.
Ineffective leadership and teamwork, disorganized, little control.
They start late, and participants are tardy.
Poor, inadequate preparation by all.
Information overload.
Some individuals always monopolize the discussion.
Interruptions, from within and without.
Thanks to Roger Mosvick, Macalaster College, St. Paul, MN, 1999
June 2001
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Opportunity 8 - The Written Plan
“The team with the written plan always wins!” IBM
The Essential Components:
 Three parts
 Part 1 - Direction Mission, Goals, Resources
 Part 2 - Goal Plans A Team Plan for each Goal
 Part 3 - The Direction Center Teamwork
 Ring Binder Format Easy to revise
 Revise Frequently Quickly fix what isn’t working
June 2001
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Opportunity 8 - The Written Plan
“The team with the written plan always wins!” IBM
The major difference between successful and
unsuccessful Written Plans:
 Regular Team Meetings …
 Frequent Plan Revisions ...
 Use of the Teamwork Direction Center ...
 Use Visuals showing current targets and
results.
June 2001
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Opportunity 9 - Visualization
The way to teamwork and assured success!
Types of Visuals
Effective Direction Center Elements
Graphic Examples
June 2001
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Teamwork Direction Center Types of Visuals
 Maps, Floor Plans, and Layouts
 Plan Linkages (Organization Chart)
 Mission/Role, Expectations, and Goals
 Goal Plans, Goal Teams, Measurements and
Results
 Status of all Projects
 Budget Compliance, Costs, Cost Ratios, Work
Force
 Training and Development
 Teamwork Work Area
June 2001
 Heroics
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Effective Direction Center Elements
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Direction Center layout should match the plan
Visuals easy to read - Clean fonts, Large type font
Consistent use of colors
Results for each Goal and each Goal Component
Visuals must be self explanatory, accurate, timely
Don’t stop the feedback
Foundation for regular (frequent) Team Meeting
Don’t ignore human issues - Heroics and Wins
Don't let the Center become too cluttered or cute
June 2001
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Basic Bar Chart - Quarterly
(The Goal - have the Blue Bar below the Green Line)
Work Force (FTE)
Work Force (FTE) Status by Quarter
150
150
140
140
130
130
120
120
110
110
100
100
90
90
80
80
1Q
2Q
3Q
Actual
Target
4Q
Quarters 1998
June 2001
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Basic Bar Chart - Monthly
Work Force (FTE)
(The Goal - have the Blue Bar below the Green Line)
160
160
150
150
140
140
130
130
120
120
110
110
Actual
100
100
Target
90
90
80
80
70
70
60
60
50
50
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Months 1998
June 2001
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Showing Change and its Impact
160
150
140
Work Force (FTE)
160
Force
Reduction
150
Transfer
20 FTE In
140
130
130
120
120
110
110
Actual
100
100
Target
90
90
80
80
70
70
60
60
50
50
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Months 1998
June 2001
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Color Communicates Meaning
Goal Target or “On Target’ or “On Schedule”
Concern or Caution - Changes or fine tuning needed
Goal Target at Risk - Fast action and change needed
Actual Result - This year (Day/Week/Month/Quarter)
Actual Result - Last year
June 2001
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Reporting Results Effectively
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Avoid too much detail
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Avoid overly complex measures
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Avoid conflicting reports from different Business Units
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Assure links between performance data and targets
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Avoid use of a paper-based system
More things to Avoid:
June 2001
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Reporting Results Effectively
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Avoid disparate sources of data
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Be sure to customize to the user
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Avoid too much reliance on IT people
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Avoid inconsistent data from managers
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Avoid confusing charts and graphs
Thanks to Business Finance, Dec. 1999, Ted Leaby
June 2001
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The Inviting City
Clean
 Safe
 Smart
 Healthy
 Courteous
 Working
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June 2001
Up-to-date
 Well Planned
 Well Managed
 Today
 Tomorrow
 Financially Strong
 Broadly Respected
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The Salvation Army - What we do
We help those in need - anyone in need.
How we help:
 Soup
 Soap
 Salvation
In that order!
June 2001
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“If I tell you how I’ll measure success,
I can change your behavior.”
Wall Street Journal, May 15, 1996 Gordon M. Bethune, CEO,
Continental Airlines
June 2001
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“If you understand what’s really
happening, you’ll know what to do!”
Fortune Magazine, September 1996
June 2001
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Opportunity 10 - Achievement Thinking
Achievement Thinking Checklist
Aim - Clarity of Aim, clearly defined, quantifiable, lofty, easily
understood
 Help - Abundant use of Expert Help
 Act - Do what will make a difference. Do less, achieve more
 Need - Deep personal desire to reach the goal, strong feeling
about success
 Hope of Success - The ability to imagine succeeding, to feel
the joy
 Fear of Failure - The ability to use the image of failure as a
positive drive
More

June 2001
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Opportunity 10 - Achievement Thinking
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World Obstacles - Blocks outside the person, standing in the
way of success
Personal Obstacles - Blocks within the person, standing in the
way of success
Recalling Success - Reliving strong feelings from past
successes
Remembering failure - Recalling the embarrassment of past
failures
The Achieving Society, David C. McClelland
(David Allen, Clarity Associates)
June 2001
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Opportunity 10 - Achievement Thinking
When High Achievers do something important, they
think, feel, and act with all ten Achievement Thinking
characteristics as important elements in their thinking
and approach.
They differ most from low achievers in these
characteristics:
1. Clarity of Aim
2. Abundant use of Expert Help
3. Nothing defeats them!
June 2001
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Opportunity 11 - What Works Best?
Differing Types of Management and Leadership Skills
Skills & Styles
Female Approach
Male Approach
Organization Style
Works well in teams
Prefers Hierarchies
Gaining Support
Uses Persuasion
Formal Commands
Communicates
Communicates Well
Communicates Poorly
Adaptability
Adapt Quickly
Resists Change
Management Today October 1999
James Traeger, Navigator Program
June 2001
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Opportunity 12 - eManagement
Seven Secrets of Fortune’s Fastest Growing Companies
They’re never late - “Better late than never doesn’t wash …”
 They don’t over-promise - “Don’t get ahead of yourself …”
 They sweat the small stuff - ”Everything makes a difference …”
 They build a fortress - “Build a wall around your market …”
 They create a culture - “What are you? How do you look and act?”
 They learn from their mistakes - “Your data will tell you what’s
working …”
 They shape their story - “Make your message true and clear …
Fortune Magazine Nelson D. Schwartz (Page 72) Sept. 6, 1999

June 2001
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eManagement
“It may not always be profitable at first to be on the Net,
But certainly it is going to be unprofitable not to be on it”
Internet from the Customers viewpoint …
 Get what you want ...
 Just the way you want it ...
 Faster! (Today, the competition is always faster!)
“Every business assumption you’ve made will be challenged.
Every competitive advantage you’ve enjoyed soon may be
obsolete.”
June 2001
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Opportunity 13 - Me
Fear nothing and fear no one, do what’s right.
 Criticism is rarely a condemnation, it is most
often a gift.
 Every strength taken to an extreme becomes
a weakness.
 Today, most experience becomes a
disadvantage.
 Decide quickly … Change easily.

June 2001
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Opportunity 13 - Me
Read broadly, read much, read for points and
for ideas. (Read Fortune, the $40 MBA)
 Listen well.
 It’s not who’s wrong, it’s what’s wrong.
 It never hurts to help!
 Do what’s right. Ethics and Integrity Count!

Outcome Management Consultants, 2001
June 2001
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IBD’s 10 Secrets to Success
Investor’s Business Daily has spent years analyzing
leaders and successful people in all walks of life. Most
have ten traits that, when combined, can turn dreams
into reality.
Investors Business Daily, October, 1999
June 2001
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IBD’s 10 Secrets to Success
1. How you think is everything: Always be positive.
Think success, not failure. Beware of a negative
environment.
2. Decide upon your true dreams and goals: Write
down your specific goals and develop a plan to reach
them.
3. Take action: Goals are nothing without action. Don’t
be afraid to get started now. Just do it!
4. Never stop learning: Go back to school or read
books. Get training and acquire skills.
5. Be persistent and work hard: Success is a
marathon, not a sprint. Never give up.
June 2001
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IBD’s 10 Secrets to Success
6. Learn to analyze details: Get all the facts, all the
input. Learn from your mistakes.
7. Focus your time and money: Don’t let other things
or people distract you.
8. Don’t be afraid to innovate: be different: Following
the herd is a sure way to mediocrity.
9. Deal and communicate with people effectively: No
person is an island. Learn to understand and
motivate others.
10. Be honest and dependable; take responsibility:
Otherwise, numbers 1-9 won’t matter.
June 2001
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Opportunity 13 - Me
Interpret Everything in the Most Favorable
Sense …
Look for Uncomplicated Solutions
Simplify
Clarify
Visualization Works, Words Alone do not!
June 2001
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Opportunity 13 - Me
Be Trusted!
Your Reputation is Your Only Real Asset …
“Spin” is a Liars Substitute for the Truth.
“Spin” is a Cowards Tool.
Always Choose the High Road …
All Others Go Nowhere!
June 2001
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Opportunity 13 - Me!
Anger is Most Often your Enemy.
Strong and Bitter Words Usually
Indicate a Weak Cause.
June 2001
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Opportunity 13 - Me
Attention is an Effective Solution
Don’t let Your Principles Keep You from
Doing what is Right.
If Your Job isn’t Fun, You’re Doing it Wrong.
(Or, You’re in the Wrong Job.)
June 2001
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Opportunity 13 - Me
Treat your People right …
They will treat your Customers right …
Your Customers will treat your Stockholders
right …
David Neeleman, CEO JetBlue Airlines, 2001
June 2001
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Opportunity 13 - Me
I’m a Leader, I Think like a Leader …
I’m a member of the Team ...
I focus on Results!
I know change begins with me!
You can rely on me, every time!
June 2001
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What Generates Success?
How you think ...
How you do things ...
Your ability as a Communicator …
Your ability as a Team Builder ...
Your reputation
June 2001
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Opportunities ...
for Leadership and Management ...
and Greater Success
Life is intended to be a Joy ...
Do your part!
June 2001
70
My Thanks to ...
Dean Gary Giamartino
Dr. Greg Ulferts
Honored IAJSB Guests
June 2001
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OMC Opportunities©
Outcome Management Consultants
E. Daniel Grady
441 Lake Shore Road
Grosse Pointe Farms, MI 48236
313 882 6116 Fax 313 882 6399
[email protected]
Winter Address
8171 Bay Colony Drive, Apt. 502
Naples, FL 34108
941 592 6694
Fax 941 592 6695
Version 619 6/19/2001
June 2001
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