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Business Leadership
Mike Otis, CEBS, SPHR
Employee Benefits
3770 Beardshear Hall
Human Resource Services
Which individuals do you identify as great business leaders??
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So, what make a leader successful and why?
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1. Steve Jobs
2. Bill Gates
3. Richard Branson
4. Sam Walton
5. Warren Buffet
6. Sergey Brin
7. Jack Welch
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Source: Fortune Magazine
Know these leaders?
1. Wal-Mart Stores
2. Exxon Mobil
3. Chevron
4. General Motors
5. ConocoPhillips
6. General Electric
7. Ford Motor
8. Citigroup
9. Bank of America
10. AT&T
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Source: Fortune Magazine
America’s Largest Corporations
1. Wal-Mart Stores H Lee Scott
2. Exxon Mobil Rex Tillerson
3. Chevron David O’Reilly
4. General Motors Richard Wagoner
5. ConocoPhillips James Mulva
6. General Electric Jeffrey Immelt
7. Ford Motor Allan Mulally
8. Citigroup Vikram Pandit
9. Bank of America Kenneth Lewis
10. AT&T Randall Stephenson
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Source: Fortune Magazine
America’s Largest Corporations
1. John Deere Robert Lane
2. Meredith Publishing Steven Lacey
3. Principal Financial Larry Zimpleman
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Source: Fortune Magazine
How about these?
What make a leader successful?
Leadership Branding• Having a cause
• Communicating the cause•Rallying people around the cause
• Celebrating the cause
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Harley Davidson
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Bottom-up Approach to Leadership(Inverted Pyramid)
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Tell the truth Respect the Individual
Be Fair Keep Your Promises
Encourage Intellectual Curiosity
Bedrock
Organizational Fundamentals
Stakeholders
Quality Participation Productivity Flexibility Cash-flow
Employees Investors Customers Suppliers Government Society
Put Vision Into Action
“The key to success is to balance stakeholder interests through
empowered employees focusing on value-added activities.” (Richard Teerlink)
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All Change Involves Loss - Great Leaders are Resilient
Those who succeed in times of major change (chaos) manage to turn the situation inside out and find some
personal advantage in it.
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Leaders Live the Behavior to Sell the Message
“If a leader doesn’t change his/her behavior, they will get compliance. Compliance is
easy. It’s the commitment they won’t get.” (Richard Teerlink)
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Defining Business Leader of the Future
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Traditional Leader
• Makes all major decisions; solves team problems; acts as expert
• Controls work flow; responsible for work group’s results
Contemporary Leader
• Shares responsibility with team members; helps team solve problems
• Promotes self-management and responsibility as well as ownership of tasks/processes
Defining Business Leaders of the Future
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Traditional Leader
• Lays down the rules
• Avoids risk
Contemporary Leader
• Articulates and rallies troops around a vision and set of values
• Takes “calculated” risks
Defining Business Leaders of the Future
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Traditional Leader
• Seeks to eliminate conflict
• Reactive; resists change
Contemporary Leader
• Sees conflict as an opportunity for synergy and enriched decision-making
• Proactive; initiates change; embraces change as necessary for organizational survival
Defining Business Leaders of the Future
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Traditional Leader
• Focuses on tasks, products, technical skills
• Linear, analytical thinking
Contemporary Leader
• Focuses on processes, people
• Non-linear, holistic thinking
Defining Business Leaders of the Future
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Traditional Leader
• Seeks functional, specialized expertise
• Concerned only about own area of responsibility
Contemporary Leader
• Seeks cross-functional, cross-cultural expertise
• Concerned about total organization; tries to be good partner with other groups within company
Defining Business Leaders of the Future
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Traditional Leader
• Fiercely competitive
• Concerned primarily with domestic operations
Contemporary Leader
• Fiercely competitive, but must often partner with competitors, vendors, customers
• Prepared to think on larger, global scale
Defining Business Leaders of the Future
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Human Resource Services
Traditional Leader
• Thinks of people as interchangeable resources
• Puts organization’s needs before employee’s needs
Contemporary Leader
• Thinks of people as organization’s most valuable resource, knows they are difficult to replace
• Seeks a balance between organization’s and employees’ needs
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