Transcript Segway II (6/18) to III (6/25)

Segway II (6/18) to III (6/25)
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What does a well-run organization look like?
What would improve my organization?
Why do benchmarking?
How to drive continuous improvement?
Who are my stakeholders?
What do my stakeholders expect?
What is impact on bottom line? (Revenue growth,
profitability, competitive advantage)
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Session 3
• Recap
• Assignment Review
• Barometer (Purpose, Relevancy, Application)
• Guest Executive (Jerry Ennis, Vice President, Oscar J. Boldt
Construction)
• Making A Difference (Breakthrough Leadership)
– People
– Product
– Processes
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Course Structure
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Explore the Concept and Practice of Leadership
Review of Leadership Styles
Examples of Recognized Leaders
Examples of Emerging Leaders
Focus on Values and Alignment
Use of HBR Case Studies for Relevancy and Application
Presentations by Guest Executives
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Leadership Essays
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Peter Drucker, The Leader of The Future
Guest Lecture Series -
Jack Welch, Former CEO, GE
Jim Goodnight, President/CEO, SAS
Craig Weatherup, former CEO, Pepsi Cola
Harvard Business
Review Articles
Meeting The Challenge of Disruptive
Change
Moving Mountains
What Leaders Really Do
Leadership That Gets Results
Where Leadership Starts
Leading for Value
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Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Habit 1.
Habit 2.
Habit 3.
Habit 4.
Habit 5.
Habit 6.
Habit 7.
Be Proactive
Begin with the End in Mind
Put First Things First
Think Win/Win
Seek First to Understand, Then to Be Understood
Synergize
Sharpen the Saw
Steven Covey, “The 7 Habits of Highly Effective People.”
Engineering and Technology Management
Moving Mountains
(HBR Reprint R0301B, January 2003)
Start With the Truth
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Carly Fiorina, HP
Appeal to Greatness
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Christopher Bangle, BMW
Make Them Proud
- Chauncey Veatch, 2002 Teacher of the
Year
Stick to Your Values
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L. M. Baker, Wachovia
Be a Broken Record
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Robert Eckert, Mattel
Build Trust
- Susan Butcher, Iditarod Champion
Encourage Risk
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Ross Pillari, BP
Care for the Little Guy
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Herb Baum, Dial Corporation
Ground Without Grinding
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Mario Mazzola, Cisco Systems
Leap First, Ask Later
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Robert Ballard, Scientist/Leader
Set Different Incentive Levels
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Liu Chaunzhi, Legend Group
Work Quickly Through Pain
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Hank McKinnell, Pfizer
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
The Journey
Leadership
(Mission/Values)
Management
(Operating Principles)
Business Model
(Structure)
Culture for Excellence
(Energy/Innovation)
Right Metrics
(Stakeholder Value)
Sustained Success
(Performance Measures)
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Progression
• Thinking Strategically About Leadership
• Thinking Strategically About Management
• Philosophy of Leadership/Management
• Personalizing Leadership/Management
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Assignment Chart
1.
Profile
6/18/03
2.
Successful Leader (400 words)
7/07/03
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Overarching/Fundamental Question: What is Leadership?
Vision/Mission
<—>
(Strategy)
Values
<—>
(Principles)
Executing/Implementing
<—>
(Aligning)
Performance/Results
<—>
(Metrics)
Continuous Improvement
<—>
(Leveraging)
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Guest Executive
Jeremy E. (Jerry) Ennis
Vice President/General Manager – Southern Operations
Oscar J. Boldt Construction
COMPANY PROFILE
Oscar J. Boldt Construction is a 113 year old, 4th generation, family-owned
construction company. With its corporate offices located in Appleton,
Wisconsin, Boldt operates a network of 7 regional offices throughout the
United States with an annual sales volume in excess of $400 million.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Guest Executive (cont’d.)
ENNIS PROFILE
As Vice President/General Manager, Mr. Ennis is responsible for directing
Boldt’s Southern Operations with offices located in Oklahoma City,
Oklahoma, and Augusta, Georgia. Since Mr. Ennis established this division
in 1984, it has grown to chart revenues in excess of $45 million on an
annual basis with single projects currently exceeding $80 million.
Mr. Ennis has bid or negotiated, organized, staffed, coordinated and overseen
to successful completion hundreds of projects. He and his staff of project
managers have directed projects for many of the world’s largest
corporations. He has been instrumental in the professional development of
project management personnel, carefully selecting projects for their skill
levels and allowing them to mature within well defined areas of
responsibility.
Engineering and Technology Management
An Outsider’s View of Leadership
(Sara Meléndez from Drucker, “Leader of the Future”)
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Passion
Clarity of Goals
Perseverance
Kindness
Honesty and Integrity
Ongoing Renewal
Leaders as Teachers
A Sense of Humor
Self-Knowledge
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Mission Statements Revisited
ComfortCake™
The ComfortCake Company’s mission is to deliver the most flavorable, highest
quality Southern-style desserts to consumers worldwide. The ComfortCake
Company is dedicated to reaching the soul of consumers and providing
growth for its employees. The company will achieve these goals in a
dynamic, visionary and creative manner, and most importantly, have fun
while doing it!
Xilinx
(Wes Paterson)
Xilinx invented the programmable gate array. We grow profitably through
ongoing innovation that maintains our position of market leadership. We will
sustain a work environment that will allow us to attract, retain, motivate and
develop the best people. We must unfailingly meet commitments to our
customers for product capabilities, quality, delivery and cost.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Mission Statements Revisited (cont’d.)
Centagram Corporation
(Skip Cameron)
To pursue and realize excellence by meeting our
customers’ requirements with a unique team of
committed and responsive people enabling each other to
work together to achieve shared cooperative goals while
having fun and celebrating our successes.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
The IBM Way
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Respect the dignity and rights of the individual.
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Give the best possible service to the customer.
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Pursue excellence and superior performance in all
tasks.
F. G. “Buck” Rodgers, The IBM Way: Insights into the World’s Most Successful
Marketing Organization.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Lost Market Capitalization in Last Two Years ($’s B):
• Cisco
- $399
• Lucent
- $216
• AT&T
- $93
• Enron
- $70
• Global Crossing
- $40
Source: CNN News, 1/14/02
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Common Themes
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Values/Mission
Customer Focus
Energy
Team Goals
Teamwork
Passion for Excellence
Work Force
Integrity (Moral Clarity)
Performance Results
Constancy
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Leadership Characteristics
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Visionary (Thinking Strategically, Globally, Commercially)
Effective Communicator
Character (Honesty and Integrity)
Innovative and Bold
Tough
Smart
Able to Assess Risks
Ability to Build Relationships (Internal and External)
Ability to Process Diverse Information
Embraces Technology
Broad Understanding of the Business
Focuses on Sustainable Growth
Creates Esprit de Corps
Gets Results
Role Model Behavior
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Emotional Intelligence (EI)
• The duty of the leader is to prime positive feelings in
workers (motivating by inspiring rather than fear).
• Leadership can be learned but it takes knowing the
components and practice.
• Leadership requires tapping into our deepest sense
of meaning and developing our self-awareness.
• People can and will change when they find a good
reason to do so.
Primal Leadership: Realizing the Power of Emotional Intelligence by Daniel
Goleman, Richard Boyatzis and Annie McKee. Harvard Business School Press.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Ranking of Leadership Styles in Order of Positive Impact
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Authoritative (“come with me”
Affiliate (“people come first”)
Democratic (“what do you think?”)
Coaching (“try this”)
Pacesetting (“do as I do, now!”)
Coercive (“do what I tell you”)
Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business
Review, March 2000.
Engineering and Technology Management
Segway to Session III
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What does a well-run organization look like?
What would improve my organization?
Why do benchmarking?
How to drive continuous improvement?
Who are my stakeholders?
What do my stakeholders expect?
What is impact on bottom line? (Revenue growth,
profitability, competitive advantage)
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Leadership/Management Excellence
Performance Targets
• Revenue
• Profit/Gross Margin
• Return on Assets
• People Satisfaction/Job Security
• Customer Satisfaction
• Sustainability
• Winning!
Engineering and Technology Management
ETM 5110 - LEADERSHIP STRATEGIES
Vision Revisited
• Declaration of Independence
• Martin Luther King’s “I Have a Dream” Speech
• John F. Kennedy’s Vision To Land on the Moon
• Tom Peters’ Book “In Search of Excellence”
Engineering and Technology Management
If you want peace, prepare for war.
Vegetius, 379-395 A.D.
Roman Military Writer
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
What Wartime Leaders Do:
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Define the business of the business;
Create a winning strategy;
Communicate persuasively;
Behave with integrity;
Respect others;
Act.
Judith Bardwick, “Peacetime Management and Wartime Leadership.” (The
Leader of the Future, page 131-141.)
Engineering and Technology Management
Know what will make a difference…
Engineering and Technology Management
Highlights from Next Generation
Growth Conference
(Sponsored by Harvard Business School, October 2003, Cupertino, CA)
Keeping Your Company Afloat in Economic Slowdown
• New growth businesses
– identifying markets
– market-changing innovations
– improving existing products/services
• Leading a company
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sound analytical planning
ethical accountability
prudent risks
leaderly intuition
passion
• Best response to turbulence
– companywide alignment
– building customer loyalty
– profitability/sustainability
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Shared Values
• Clear
• Compelling
• Concise
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Getting Alignment
Organization:
– Is the organization’s mission/vision fully understood?
– Is the structure/infrastructure in place to implement the vision?
– Who owns the implementation/management process?
– Is there the right sense of urgency and passion?
Personal:
– Are expectations of me clear?
– Are my expectations of me in line with where I want to be?
– Have I given clear expectations to those I support?
– What expectations do I have of (a) my “boss” and (b) my organization?
– Do I demand excellence?
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Five Actions to Credibility
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Challenge the Process
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Inspired Shared Vision
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Empower People to Act
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Model the Way Thru Personal Behavior Successes
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Recognize Contributions and Celebrate Successes
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Reimer’s Rules for Leadership
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Do What’s Legally and Morally Right Every Time
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Be All You Can Be (U. S. Army Slogan)
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Treat Others As You Expect to Be Treated
Gen. Dennis Reimer (Ret. USA)
Executive Director, National Memorial Institute
for the Prevention of Terrorism (MIPT)
Engineering and Technology Management
ETM 5110 – LEADERSHIP
STRATEGIES
My Recruitment/Hiring Criteria
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Academic background/work experience
Fit “the” values
Team player
Self-starter
Capable of building relationships
Upside potential
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
From Individual Contributor to Leader/Manager
Ten-Step Process
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Positive, upbeat attitude
Can-do spirit
Commitment to continuous learning
Team player
Energize others/energized by others
Self-starter
Flexible/adaptable
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Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Leadership and Management
• Leadership vs. Management
• Theory vs. Reality
• Dynamic vs. Static
• Formal vs. Informal
• Proactive vs. Reactive
Engineering and Technology Management