Transcript Situational Leadership - Webster University China

LEADERSHIP:
week #4
Dr. Fred Heismeyer
Adjunct Professor
Webster University
Shanghai, China
[email protected]
QUESTIONS FROM
PREVIOUS WEEKS?
Remember,
this is your time to
ask questions.
World-Class Performers:
The text refers to WCP as:
“People who are performing at
the pinnacle of their
professions.”
World-Class Performers:
GROUP DISCUSSION
What measures does your
group feel are important for
WCP and why?
Please rank the top five
measures.
Newburg’s Resonance model
E
N
E
R
G
Y
Dream
Revisit the
Dream
RESONANCE
C
Y
C
L
E
Preparation
Setbacks, Obstacles, Successes
RESONANCE
 Feeling of wholeness
 Comes to people from different
sources
 Resonant experiences are
transferable
 Experiencing resonance is a fleeting
thing that comes and goes and
cannot be recreated
RESONANCE
“Resonance is the sense of seamless
harmony with one’s surroundings so
that internal experience and external
experience are one, the fulfillment of
performing at your best without
strain.”
By James Clawson
Level Three Leadership (2e)
PURPOSE OF LIFE




To
To
To
To
find your resonance
invest in your resonance
enjoy your resonance
help other find their resonance
RESONANCE:
When have you
experience this
feeling of
resonance?
RESONANCE:
How will you
help others find
their resonance
in your current
job/situation?
THE 12 QUALITIES OF
LEADERSHIP
Another way of stating
leadership is:
World-Class Performers
QUALITIES OF LEADERSHIP
HAS A MISSION
THAT MATTERS
Quality
1
QUALITIES OF LEADERSHIP
IS A BIG THINKER
Quality
2
QUALITIES OF LEADERSHIP
HAS HIGH ETHICS
Quality
3
QUALITIES OF LEADERSHIP
MASTERS CHANGE
Quality
4
QUALITIES OF LEADERSHIP
IS SENSITIVE
Quality
5
QUALITIES OF LEADERSHIP
IS A RISK TAKER
Quality
6
QUALITIES OF LEADERSHIP
IS A DECISION
MAKER
Quality
7
QUALITIES OF LEADERSHIP
USES POWER
WISELY
Quality
8
QUALITIES OF LEADERSHIP
COMMUNICATES
EFFECTIVELY
Quality
9
QUALITIES OF LEADERSHIP
IS A TEAM
BUILDER
Quality
10
QUALITIES OF LEADERSHIP
IS COURAGEOUS
Quality
11
QUALITIES OF LEADERSHIP
IS COMMITTED
Quality
12
Leadership and Communication
Communication Blunders
Letters to the Welfare Department
“I want money as quick as I can get it. I have been in bed with the
doctor for two weeks and he doesn’t do me no good. If things don’t
improve, I will have to send for another doctor.”
“I am glad to report that my husband who was reported missing is now
dead.”
“This is my eighth child, what are you going to do about it?”
“You have changed my little boy to a girl. Will this make a difference?”
Great Country Western Lines
“When the phone don’t ring, you’ll know it’s me.”
“I’ll even tell you I love you, if you want me to.”
“You’re the reason our kids are ugly.”
A Little Story
This is a story about four people named Everybody,
Somebody, Anybody, and Nobody. There was an important
job to be done and Everybody was sure that Somebody
would do it. Anybody could have done it, but Nobody did it.
Somebody got angry about that, because it was
Everybody’s job. Everybody thought Anybody would do it,
but Nobody realized that Everybody wouldn’t do it. It
ended up that Everybody blamed Somebody when Nobody
did what Anybody could have done!
(Sound Familiar?)
Sam Walton Rules for Building a Business
Rule 4: Communicate everything you possibly
can to your partners. The more they know,
the more they will understand. The more
they understand, the more they will care.
Communication is a Leader’s Role
Communication Basics
Communication is a process by which people transmit
information about ideas and feelings to one another for the
purpose of accomplishing a task or relating a message.
Communication has three elements: a sender, a message,
and a receiver.
Dr. Stephen Covey states that communication is the most
important skill in life. However, it is often under
appreciated and under utilized.
Communication is both verbal and nonverbal.
30 to 35 percent of communication is verbal and the
remaining 65 to 70 percent is nonverbal. Example: eye
contact.
Leadership-Communication Link
Leadership is enacted through
communication.
Communication allows a leader to be
effective through the sharing of goals, ideas,
and visions.
Communication builds trust between
leaders and followers.
Leadership-Communication Stats
80% of a leader’s time is spent on
communication or roughly 2,000 hour per
year.
University of Minnesota study indicates that
60% of mistakes are due to poor listening.
This can be very costly to companies.
Communication MUST be a priority.
Three Components of Effective Communication
Talking-Use “I” Messages.
Frequent approach: “You are late completing your report and that
stinks! You are a terrible employee!”
Instead try: “I am disappointed that the report was not completed on
time. When this happens, the team suffers and we all fail in our
obligations. I would appreciate you correcting this problem.”
Listening
Understanding
Leaders are in positions of power and can influence
situations greatly with their responses.
“Seek first to understand, then to be understood.”
Dr. Stephen Covey
Communication Builds Trust
When a leader utilizes talking, listening, and
understanding, trust develops.
The most effective leader is the leaders who gets
personal with followers by inquiring about goals,
needs, desires, or ambitions and learns to
appreciate the whole person.
A leader’s role is to serve followers and to
promote their potential.
A leader can avoid “losing touch” through effective
communication.
Avoid buzzwords like downsizing, resizing, etc.
Communication Myths
1)
2)
3)
4)
5)
Words Contain Meaning
Communication and Information are not the
same. Dissemination of information is NOT
communication.
Effective communication does not require much
effort.
Communication is a product on an assembly line.
The post a poster theory.
Good speakers are good communicators.
Summary
Communication is the single most important tool a
leader can employ to be effective.
Leadership is enacted through communication.
A leader can be only as effective as the individual
mastery of the art and ability to communicate.
Communication skills can be taught and improved
upon by all.
Developing Leaders
The Asian Way
“Although internal and external training
were found to be the primary methods by
which companies in Asia Pacific chose to
develop leaders across the board, a
somewhat different strategy was applied to
developing high-potential leaders. In the
case of high-potential leaders,
developmental assignments are much
more popular.”
Source: HQ Volume 3, Issue 1
Developing Leaders
The Asian Way
“The top 10 companies not only have better
leadership practices, they also implement
them more effectively.”
Source: HQ Volume 3, Issue 1
Developing Leaders
The Asian Way
“We can start by translating business
strategy into leadership strategy,” writes
(Marc) Effron (co-editor of Human
Resources in the 21st Century), “detailing
the competencies critical for business
success and better defining how to select,
develop, align, and reward our leadership
talent with the needs of the business.”
Source: HQ Volume 3, Issue 1)
THIS WEEK’S TEXT
HIGHLIGHTS
STRATEGIC THINKING
“Leadership is nothing without
strategy. If there is no strategic
thinking, leaders have nowhere to go,
nowhere to point. Effective leaders,
by definition, have a strategic view
and direction.”
Source: Level Three Leadership
STRATEGIC THINKING
DEFINITION
“A strategic issue is any issue
that affects one’s ability to
develop and maintain
a competitive advantage.”
Source: Level Three Leadership
STRATEGIC THINKING
QUOTE
“Strategic challenges and
issues occur in three
immediately relevant domains:
the organization, the work
group, and the individual.”
Source: Level Three Leadership
STRATEGIC THINKING
Three Components of
Competitive Advantage
1) Superior value added
2) Difficulty in imitation
3) Enhanced flexibility
Source: Level Three Leadership
STRATEGIC THINKING
Five Basic Elements
of Strategic Competition
1) Ability to understand the interaction
dynamics of competitors in an area
2) Ability to predict how action will
affect those dynamics
Source: Level Three Leadership
STRATEGIC THINKING
Five Basic Elements
of Strategic Competition
3) Ability to commit resources to
future outcomes
4) Ability to predict risk and return on
those commitments
Source: Level Three Leadership
STRATEGIC THINKING
Five Basic Elements
of Strategic Competition
5) Courage to act
Source: Level Three Leadership
STRATEGIC THINKING
SWOT model




Strengths
Weaknesses
Opportunities
Threats
Source: Level Three Leadership
STRATEGIC THINKING
Four new questions that guide
Strategic Choices
What new capabilities do we want to
develop?
How do we create new possibilities?
What do we need to learn to care
about?
How do we partner to build shared
experiences?
Source: Level Three Leadership
STRATEGIC THINKING
Value Chain
“A stream of activities that add
value to inputs and make them
desirable to others.”
Source: Level Three Leadership
STRATEGIC THINKING
Porter’s Generic Value Chain
nine basic elements
Primary five elements:
Inbound logistics
Operations
Outbound logistics
Marketing and sales
Services
Source: Level Three Leadership
STRATEGIC THINKING
Porter’s Generic Value Chain
nine basic elements
Secondary four elements:
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Source: Level Three Leadership
STRATEGIC THINKING
Three models of Strategic Thinking
1.GROWTH
2.INTENT
3.ECOLOGICAL
Source: Level Three Leadership
STRATEGIC THINKING
Hamel’s Rules for Designing
Revolutionary Organizations
1.
2.
3.
4.
5.
Set unreasonable expectations
Maintain an elastic business definition
Create a cause, not a business
Listen to revolutionary voices
Create an open market for ideas
Source: Level Three Leadership
STRATEGIC THINKING
Hamel’s Rules for Designing
Revolutionary Organizations
6. Create an open market for capital
7. Create an open market for talent
8. Encourage low-risk experiments
9. Grow by cellular division
10. Share the wealth
Source: Level Three Leadership
STRATEGIC THINKING
Five key elements of
Strategic Thinking by Jeanne Liedtka
I.
II.
III.
IV.
V.
a systems perspective
intent focus
intelligent opportunism
thinking in time
a hypothesis-driven basis
Source: Level Three Leadership
PERSONAL AND
ORGANIZATIONAL CHARTERS
PROVIDES
purpose
scope
range of authority
Source: Level Three Leadership
Organizational Charters
Six distinct and sequential parts:
•
•
•
•
•
A Mission Statement - WHY
A Vision Statement - WHAT
A Values Statement - PRINCIPLES
A Strategy - HOW
A Set of Operating Goals –SHORT TERM
MILESTONES
• Leadership that Defines The Above
Source: Level Three Leadership
Organizational Charters
MISSION STATEMENT
• A concise declaration of the reason
for the organization’s existence and
of the kind of activity the
organization will pursue.
Source: Level Three Leadership
Organizational Charters
VISION STATEMENT
• A view that we take of what the
organization can and should
become if it follows and succeeds
in that mission.
Source: Level Three Leadership
Organizational Charters
VALUES STATEMENT
• A values statement outlines which
ways or principles we will choose
and which we will not.
Source: Level Three Leadership
Organizational Charters
STRATEGY STATEMENT
• A strategy statement is a choice about
the broad approach an organization is
going to take toward executing its
mission statement and in so doing will
develop a competitive advantage.
Source: Level Three Leadership
Organizational Charters
OPERATIONAL GOAL STATEMENT
• Short and long-term goals. Long-term
goals begin to approach what constitutes a
vision statement. Short-term goals provide
milestones for the organization to move
toward the vision. Followers must see the
connection between goals and M/V/V/S
Source: Level Three Leadership
Organizational Charters
LEADERSHIP
• A leader is one who understands the
mission, sees and communicates
relentlessly a clear vision, stands on a
solid values foundation, and knows
how to initiate and effect changes that
will have long-lasting and productive
impact on the organization
Source: Level Three Leadership
Questions to ask
• What is your mission in life?
• Where do you believe you or your organization
ought to be in 10 (or 30) years?
• What do you and your company stand for in terms
of how you conduct your business?
• What path will you take toward implementing
your vision?
• What indicators will you use to signal progress
along your path toward your vision?
Source: Level Three Leadership
“DEVELOPING AN
ORGANIZATIONAL
CHARTER IS A POWERFUL
STEP TOWARD LEARNING
AND IMPLEMENTING
LEVEL THREE
LEADERSHIP”
Source: Level Three Leadership
Situational Leadership
A contingent theory of leadership
by
Hersey and Blanchard
Leadership
• Leadership, like love is difficult to define.
• Leadership is not only defined by what it is,
but by what it does.
Leadership
• Leadership is both action and being.
• Leadership empowers, motivates, and
organizes people to achieve a common
objective, and provides moral guidance.
What Leadership Is Not
• Leadership is not a position.
– Anyone can be elected , selected, anointed, self-appointed,
promoted, or succeeded.
• Leadership is not being indispensable.
– Effective leadership is being dispensable.
• Leadership is not about blaming others.
– Leadership is first and foremost being responsible for the
decisions you make or fail to make.
Situational Leadership
• Based on interplay among:
– (1) the amount of guidance and direction a
leader gives
– (2) the amount of socio-economic support a
leader provides
– (3) the readiness level that followers exhibit in
performing a specific task, function, or
objective
DIRECTING SKILLS
• Communication is mainly oneway - from leader to follower
• Instructions are simple and
direct
• Leader is actively involved in
the follower’s actions
• Follower typically asks direct
questions only
COACHING SKILLS
• Communication continues to be oneway - but the follower is more
engaged
• Instructions are more complicated
and follower has more autonomy
• Leader remains actively involved in
the follower’s task
• Follower begins to ask questions
about how their task relates to the
bigger outcome
SUPPORTING SKILLS
• Communication is two-way and is
primarily initiated by the follower
• Instructions are not given by the leader
unless the follower asks for assistance
• Follower is primarily responsible for the
completing the task without direct
supervision
• Follower gives updates to leader and
becomes autonomous in decisionmaking
DELEGATING SKILLS
• Communication is one-way follower to leader
• Instructions are typically not
needed
• Leader is not actively involved
in the follower’s task and the
leader serves as a resource
• Follower provides reports and
updates to the leader - follower
is self-directed
TRUST and COMPETENCE
Maturity of the Follower
• Trust between the leader
and follower
– How the leader and follower
communicate
– Does the follower do what
he/she says they will do
• Competencies of the
follower
– Are technical/job related skills at
a high enough level to do the job
well
Summary
• Leadership is vision, motivation,
organization and action.
• Leadership gives people a sense of
power.
• Leadership creates the future,
provides guidance, direction,
inspiration, and empowers people to
realize their leadership potential.
I challenge you to
accept the awesome
responsibilities of
leadership.
DECISION-MAKING
vs.
PROBLEM-SOLVING
Definition – Decision-Making
 Someone
has determined there is
a problem and defined that
problem.
 The
task is to make a decision
regarding the resolution of the
problem.
Definition – Problem-Solving
 There
are symptoms that indicate
there is a problem.
 The
task is to identify the problem
and solve it.
Four Styles of Decision-Making

Directive style

Analytic style

Conceptual style

Behavioral style
- Robbins and Coulter (2002)
Four Styles of Decision-Making
(continued)

Directive style

This person has a low tolerance for
ambiguity and is rational in her/his
way of thinking. The directive style
decision-maker is efficient and logical
and make fast decision and tends to
focus on the here and now or the short
term.
Four Styles of Decision-Making
(continued)

Analytic style

The analytic decision-maker has much
greater tolerance for ambiguity than
directive types. He/she wants more
information before making a decision and
will consider more alternatives. The
analytic style person is best characterized as
a careful decision-maker with the ability to
adapt or cope with unique situations.
Four Styles of Decision-Making
(continued)

Conceptual style

This person tends to be very broad in
her/his outlook and will look at many
alternatives. The conceptual decisionmaker will focus on the long run and
is very good at finding creative
solutions to problems.
Four Styles of Decision-Making
(continued)

Behavioral style

This person work well with others. He/she
is concerned about the achievements of
subordinates and is receptive to
suggestions from others. The behavioral
style decision-maker often uses meetings
to communicate, although he/she will try
to avoid conflict.
Conceptual
Directive
Behavioral
Low
High
Tolerance for
Ambiguity
Analytical
Rational
Ways of
Thinking
Intuitive
Six Ways of Making Decisions
1)
Habit
4) Spur
2)
Demands of
Others
5) Default
Escapism
6) Conscious
3)
of the
Moment
Decision
To Improve Decision-Making
 Set
priorities
 Get
needed information
 Proceed
methodically and
carefully
 Be
aware of biases
Effective Problem-Solving
1.
Think of yourself as creative
2.
Pay attention to your intuition
3.
Move away from your comfort zone
4.
Determine what you want to do
Effective Problem-Solving (continued)
5.
Look for ways to tackle the problem
6.
Look for ways to do things better
7.
Find several right answers
Effective Problem-Solving (continued)
8.
Believe in finding a workable solution
9.
Brainstorm with others
10. Turn
creative ideas into actions
BEST EMPLOYERS IN CHINA 2003
1.Portman-Ritz-Carlton Shanghai
2.UTStarcom (China)
3.Microsoft (China)
4.Yue-Sai Kan Cosmetics
5.Novozymes (China) Investment
6.Novo Nordisk (China) Pharmaceuticals
7.PPG Coatings (Tianjin)
8.Intel Products (Shanghai) Ltd/Intel (China)
9.Agilent Technologies (China)
10.Johnson and Johnson Medical (China)
Source: HQ Volume 2, Issue 4
(corrected in HQ Volume 3, Issue 1)