Transcript Leadership

Leadership
Feb 21, 2012
HW for Feb 28
• Write an expense plan for the first 3 years. How
much money will you need to start the company?
50%
• Latest marketing results primary and secondary
30%
• How will your company be managed? Show org
chart including hires 20%
Great Leaders- Examples
• Science: oppenheimer, millikan, viturbi, jj
Thompsom, feynman, baltimore
• Politics: lincoln, mlk, ghandhi, churchill, hitler,
mao,
• Military: patton, eisenhower, napolean, sherman,
• Business: steve jobs, walton, buffet, gross, ford,
rockefeller,
• Cultural:lennon, lady gaga, michael jackson,
• Chrismatic, rlate to people, strong personalities,
make changes, follow through, had a dream
Great Leaders- What are their
Characteristics in common?
Great Leaders- What are their
Characteristics in common?
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Communication and Consistency of message
Integrity
Psychological connection with people
Understands people’s motivation and how to
harness them
Manage complexity
Command respect (or fear)
Confident & Assertive
Form a good team
Consider
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Intelligence
Vision
Communication
Confidence
Competence
Intelligence
Characterizing Features
Broad knowledge or recognition of
weaknesses
Ability to learn something new quickly
Combine info
Intelligence
Characterizing Features:
• Reading other people (emotional IQ)
• Can be made to understand the essence of a
specialists work
Vision
• Characterizing Features:
Vision
• Characterizing Features:
– Knows where the world is going, can see
around corners
– Able to adjust to changes
Communication
• Characterizing Features
– Positive bias in communicating
– See problems as opportunities
– Motivate others by example
Confidence
• Characterizing Features
Confidence
• Characterizing Features
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I can do it and you can do it
If we execute, we’re going to win
Overcome objects why it wouldn’t work
Right decision: make a decision (many
decisions are made too late)
– Sometimes you can make a better decision with
less information
– Hire people smarter than you are
Competence
• Characterizing features
Competence
• Characterizing features
– Can judge people and hire a great Team
– Knows what’s going on
– Can do what they say they are going to do
• Ken Lay (example of “incompetence”)
– Are leaders generalists? Zero odds that you are
really good at everything.
– Know what you don’t know and know who is good
in your areas of weakness.
– Don’t be afraid to ask a “stupid” question.
Emotional Intelligence (beyond IQ)
Daniel Goleman (HBR November-December
1998)
• Outstanding Performance driven by
– Technical skills (e.g. accounting,
engineering, etc.)
– Cognitive skills ( analytic reasoning)
– Emotional Intelligence
What is Emotional Intelligence?
• Self awareness
– Recognize your own emotions and their effect on
others (self-confidence, realistic self-assessment)
• Self Regulation
– Control disruptive impulses and moods (comfort with
ambiguity, integrity)- shoot from the hip
• Motivation
– A passion to work that goes beyond money and status
(optimism even in the face of failure)
Emotional Intelligence (cont.)
• Empathy
– Understanding the emotional drives of others
(expertise in building and retaining talent)
• Social Skill
– ability to find common ground and build rapport
(effectiveness in leading change)
Other considerations
• What about Toughness?
– Do you need to be tough to be a Leader?
– How about ruthless?
• How about optimistic?
• How about “energy level”
• How about being an introvert (or
extrovert)
Jack Welch- an example of
leadership
• Took over GE in 1980. Retired in 2000
• Succeeded a person totally different from
himself
• Started to make immediate, drastic changes
Jack Welch
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GE was not broken when Jack Welch took over
His Mantra:
1. Be #1 or #2? Why?
2. Three circles of businesses. Why?
3. Fix, Sell or Close? Why?
Applications of this for start-ups?
Neutron Jack
He eliminating 122,000
positions! Isn’t this the height of cruelty!
His Method of Leading
• Candor- See the world the way it is rather than the way
you want it to be
• Simplicity – Needless complexity obscures the real issues
• Self confidence – To be clear and concise about
objectives. To hire people “smarter” than you are. To
lead, not manage
• Two-way communication- To relentlessly communicate
the message but to gather unfiltered feedback
• Evaluation and Reward – To make sure that people are
judged on the basis of these criteria
Jack Welch for a start-up
company
• Workout- Town meetings where anyone can
question the chief. Is there an equivalent for
small companies?
• Can small companies use “Best Practices?”
• Developing Leaders- How do you develop
anything when you are in start-up mode?
• Stretch Goals
• Focus on Quality. What are the benefits?
Another take
http://www.nwlink.com/~donclark/leader/leadcon.html
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Be technically proficient - As a leader, you must know your job and have a solid
familiarity with your employees' tasks.
Seek responsibility and take responsibility for your actions - Search for ways to
guide your organization to new heights. And when things go wrong, they always do
sooner or later -- do not blame others. Analyze the situation, take corrective action, and
move on to the next challenge.
Make sound and timely decisions - Use good problem solving, decision making, and
planning tools.
Set the example - Be a good role model for your employees. They must not only hear
what they are expected to do, but also see. We must become the change we want to see Mahatma Gandhi
Know your people and look out for their well-being - Know human nature and the
importance of sincerely caring for your workers.
Keep your workers informed - Know how to communicate with not only them, but
also seniors and other key people.
Develop a sense of responsibility in your workers - Help to develop good character
traits that will help them carry out their professional responsibilities.
Ensure that tasks are understood, supervised, and accomplished - Communication is
the key to this responsibility.
Train as a team - Although many so called leaders call their organization, department,
section, etc. a team; they are not really teams...they are just a group of people doing their
jobs.
Use the full capabilities of your organization - By developing a team spirit, you will
be able to employ your organization, department, section, etc. to its fullest capabilities
Nature vs Nurture
• Are Leaders made or born?
– While leaders appear to be born, hybrid model
seems most valid
– Is ambition genetic?
Nature vs Nurture
• Are Leaders made or born?
Nice exercise- what do I do about it?
• How do you develop these characteristics- if
you don’t have them all- or even if you do?
– Let’s begin by everybody rating themselves
(1-5 on each, 5 high)
• Do a “360”i.e., ask people around you.
– What are your biggest challenges?
– What are you working on now that an
improved behavior could favorably effect?
– Create improvement model
• Take from personal observations of leaders you admire,
biographical readings, introspection
• Create some specific goals to move yourself in the right
direction for some improvement area e.g.,
– Improve relationship with someone with whom problems
now exist
– Achieve a leadership position within a group
– Create and execute an aggressive, candid, repetitious
multifaceted communication plan
– Evaluate what turns you on in a job- peel the onion to
improve motivation
– Get feedback from Coach (Could be a friend, mentor, spouse)
– Listen!
– Track progress
• Iterate