Leadership For Success Updated

Copyright 2009 SilverQuest Copyright 2009 SilverQuest Consulting GroupConsulting Group

LEADERSHIP FOR LEADERSHIP FOR SUCCESSSUCCESS

Region 14 Leadership ConferenceRegion 14 Leadership Conference

American Society for QualityAmerican Society for Quality

Austin, TexasAustin, Texas

Donald McLachlanDonald McLachlan

SilverQuest Consulting GroupSilverQuest Consulting Group


ICEBREAKERICEBREAKER

• NameName

• HometownHometown

• Position with ASQPosition with ASQ

• Position at WorkPosition at Work

• Favorite MovieFavorite Movie

• Expectations for Expectations for

this conferencethis conference


HEADLINES FROM HEADLINES FROM The OnionThe Onion

• ShapeShape magazine declares July “Let Yourself Go” month magazine declares July “Let Yourself Go” month

• Ghost of Christmas Future Taunts Children with Images of Ghost of Christmas Future Taunts Children with Images of Playstation 5Playstation 5

• Every time Local Man Drops By, Friend is Watching Every time Local Man Drops By, Friend is Watching “The Big “The Big Lebowski”Lebowski”

• Senate Carpool "Forgets" To Pick up Feingold AgainSenate Carpool "Forgets" To Pick up Feingold Again

• Man Accidentally Ends Business Call With “I Love You”Man Accidentally Ends Business Call With “I Love You”

• Gazebo in Backyard Under-utilized Gazebo in Backyard Under-utilized

• Local Man Can Finally Take “Buy Socks” Off To-Do ListLocal Man Can Finally Take “Buy Socks” Off To-Do List

• Research Grant Blown Wooing Cute Research AssistantResearch Grant Blown Wooing Cute Research Assistant

• Love Letter Made Longer by Increasing MarginsLove Letter Made Longer by Increasing Margins

• Area Fifth-Grader Won't Shut Up About RaccoonsArea Fifth-Grader Won't Shut Up About Raccoons


WHAT IS LEADERSHIP WHAT IS LEADERSHIP SUCCESS?SUCCESS?

Organizing workOrganizing work

and and motivating motivating

peoplepeople to to achieve achieve

a taska task that fulfills that fulfills

the the missionmission of the of the

team or team or

organizationorganization


1—ORGANIZE THE WORK1—ORGANIZE THE WORK

Get a Clear Vision and MissionGet a Clear Vision and Mission

Create a Structure that WorksCreate a Structure that Works

Manage Productive MeetingsManage Productive Meetings


GET A CLEAR VISION AND MISSIONGET A CLEAR VISION AND MISSIONDefine Your Customers and Define Your Customers and

Determine Their Requirements Determine Their Requirements

• CUSTOMER GROUPCUSTOMER GROUP——people who expect people who expect something from the something from the organizationorganization

• REQUIREMENTSREQUIREMENTS—what —what constitutes positive constitutes positive results for this group?results for this group?

• PRIORITIZE DUTY TO PRIORITIZE DUTY TO CUSTOMER GROUPS—CUSTOMER GROUPS—what is our highest duty?what is our highest duty?


GET A CLEAR VISION AND MISSIONGET A CLEAR VISION AND MISSIONArticulate the Duty and the DreamArticulate the Duty and the Dream

MISSION is MISSION is what we dowhat we do

• Mission flows from our Mission flows from our dutyduty to the customers to the customers

• Mission is based on:Mission is based on:

CommitmentCommitment—the purpose—the purpose

Customer—Customer—the people the people

CompetenceCompetence—the task—the task

• Create strategies for Create strategies for each customer group each customer group based on their based on their requirementsrequirements

VISION is VISION is what we can bewhat we can be

• Vision is the Vision is the dreamdream that that inspires our members to inspires our members to accomplish the missionaccomplish the mission

• Vision asks the questions:Vision asks the questions:

Where are we going?Where are we going?

What is our potential?What is our potential?

What does perfect look like?What does perfect look like?

What is the dream for each What is the dream for each customer?customer?


GET A CLEAR VISION AND MISSIONGET A CLEAR VISION AND MISSIONConcentrate on the few major areas where Concentrate on the few major areas where

superior performance producessuperior performance produces outstanding outstanding resultsresults

• Opportunities will always exceed resourcesOpportunities will always exceed resources

• Decide priorities and also decide what not to doDecide priorities and also decide what not to do

• Concentrate on one or two tasksConcentrate on one or two tasks——diversification diversification destroys the performance capacity of an organizationdestroys the performance capacity of an organization

• Set priorities based on impact, urgency, trendSet priorities based on impact, urgency, trend

• Put best resources on the highest prioritiesPut best resources on the highest priorities


KEY SUCCESS FACTORKEY SUCCESS FACTORThe People in Your OrganizationThe People in Your Organization

• Are we attracting Are we attracting

the right people?the right people?

• Are we holding Are we holding

them?them?

• Are we Are we

developing them?developing them?


SMALL GROUP BREAKOUT #1SMALL GROUP BREAKOUT #1Your Leadership ChallengesYour Leadership Challenges

• What leadership challenges have you What leadership challenges have you

encountered?encountered?

• How did you resolve the challenge?How did you resolve the challenge?

• What did you learn from the What did you learn from the

experience?experience?

• What do you wish you knew about What do you wish you knew about

leadership?leadership?


CREATE A STRUCTURE THAT CREATE A STRUCTURE THAT WORKSWORKS

Structure Follows Strategy and ASQ SOAStructure Follows Strategy and ASQ SOA

• ASQ Game is ASQ Game is baseballbaseball

Fixed roles that cover Fixed roles that cover specific territoryspecific territory

• McLachlan Game is McLachlan Game is basketball basketball

Primary role with Primary role with flexibility to play flexibility to play other roles within other roles within planplan



How do you organize an ASQ Basketball How do you organize an ASQ Basketball game?game?

Proposed Structure:Proposed Structure:

• Small BoardSmall Board of 7-9 for of 7-9 for planning and planning and management (SLC)management (SLC)

• Process TeamProcess Team for for Major (in scope) Major (in scope) FunctionsFunctions

• Point PersonsPoint Persons for for irregular or minor irregular or minor functionsfunctions

Sample ProcessesSample Processes::• Recruit new membersRecruit new members

• Develop existing Develop existing membersmembers

• Develop leadersDevelop leaders

• Conduct a conferenceConduct a conference

Point Persons:Point Persons:

Finances, Historian, Finances, Historian, ASQ Liaison, ASQ Liaison, Certificator Certificator



What is the role of the Board?What is the role of the Board?

ROLES OF BOARD:ROLES OF BOARD:

• Set vision and missionSet vision and mission

• Select leadershipSelect leadership

• Manage mission Manage mission

• Make decisionsMake decisions

• Evaluate performanceEvaluate performance



Consider Membership a ContinuumConsider Membership a ContinuumCreate Strategy and Metrics for Each GroupCreate Strategy and Metrics for Each Group

R EGULARATTEN DER

PR O SPECT

ATTEN DER

MEMBER LEADER



Create Role Clarity and AccountabilityCreate Role Clarity and Accountability• Always give assignments Always give assignments in in

personperson and in and in writing writing (not an (not an email)—use a form: job title, job email)—use a form: job title, job duties prioritized with duties prioritized with timetable, outcome of duties timetable, outcome of duties connected to strategy, length of connected to strategy, length of service, accountability/reporting service, accountability/reporting people, resources needed and people, resources needed and provided, signatures agreeing provided, signatures agreeing to positionto position

• Call and check on their progressCall and check on their progress• Recognize and involve people in Recognize and involve people in

meetingsmeetings


MANAGE PRODUCTIVE MEETINGSMANAGE PRODUCTIVE MEETINGSHold Meetings that Make People Love YouHold Meetings that Make People Love You

• A A lean, flat structurelean, flat structure can reduce meetings—small can reduce meetings—small board, process teams (2 or more), point personsboard, process teams (2 or more), point persons

• Explore Explore alternativesalternatives to meeting—phone call or email to meeting—phone call or email• Define Define outcomeoutcome of meeting (inform, plan, coordinate, of meeting (inform, plan, coordinate,

analyze) and distribute agenda in advanceanalyze) and distribute agenda in advance• Use strategy, action plans, metrics as agenda Use strategy, action plans, metrics as agenda

templatetemplate• Time limit meeting and agenda—Time limit meeting and agenda—Parkinson’s LawParkinson’s Law• Stick to Stick to agendaagenda and control interruptions and control interruptions• RestateRestate conclusions and assignments at end of conclusions and assignments at end of

meetingmeeting• Email Email written summarywritten summary of meeting’s conclusions of meeting’s conclusions

and assignments within three days of meetingand assignments within three days of meeting


2—MOTIVATE THE 2—MOTIVATE THE PEOPLEPEOPLE

Create the Right CultureCreate the Right Culture

Build on Strengths of PeopleBuild on Strengths of People

Build a High Performing TeamBuild a High Performing Team


CREATE THE RIGHT CULTURECREATE THE RIGHT CULTUREEstablish a Set of Values to Guide Establish a Set of Values to Guide

OrganizationOrganization

Values Values are a sense of are a sense of identity and guidance that identity and guidance that create a bridge between create a bridge between structure and strategystructure and strategy

Structure Structure = how we = how we make decisionsmake decisions

Strategy Strategy = how we = how we achieve our missionachieve our mission

ValuesValues = how we relate = how we relate to each otherto each other


CREATE THE RIGHT CULTURECREATE THE RIGHT CULTUREThink Geese ValuesThink Geese Values

• SynergySynergy—71% greater —71% greater flying range togetherflying range together

• Shared leadershipShared leadership——

head goose rotates head goose rotates back when tiredback when tired

• SupportSupport—geese honk —geese honk from behind to from behind to encourage those up encourage those up frontfront

• SympathySympathy—two geese —two geese help wounded goosehelp wounded goose


CREATE THE RIGHT CULTURECREATE THE RIGHT CULTUREInspire Leadership Team with Vision and Inspire Leadership Team with Vision and

ValuesValues

• The gap between The gap between leaders and followers is leaders and followers is a constant. a constant. Inspire the Inspire the leadersleaders and the and the followers will move up followers will move up with them.with them.

• A compelling vision and A compelling vision and shared values moves shared values moves people to act—the key people to act—the key to inspiration is to inspiration is your your own enthusiasm own enthusiasm


CREATE THE RIGHT CULTURECREATE THE RIGHT CULTUREThink and Say “We” not “I”Think and Say “We” not “I”

• PioneersPioneers—go where no one has gone before—go where no one has gone before

• ScoutsScouts—go if pioneers come back alive—go if pioneers come back alive

• HomesteadersHomesteaders—go if scouts will take them there—go if scouts will take them there

• City DwellersCity Dwellers—go if you use dynamite—go if you use dynamite


SMALL GROUP BREAKOUT #2SMALL GROUP BREAKOUT #2Your People ChallengesYour People Challenges

• What is your biggest people What is your biggest people

challenge?challenge?

• How do you deal with it?How do you deal with it?

• What motivates people in your What motivates people in your

organization?organization?


BUILD ON STRENGTHS OF PEOPLEBUILD ON STRENGTHS OF PEOPLEStrengths are Opportunities in WaitingStrengths are Opportunities in Waiting

• Discover strengths through Discover strengths through personality testing personality testing and and performanceperformance

• Neutralize weaknessesNeutralize weaknesses• Assign responsibilities Assign responsibilities

based on strengthsbased on strengths• Accept the concept of Accept the concept of Position VacancyPosition Vacancy• Meyers-BriggsMeyers-Briggs–-go to –-go to www.personalitypathways.com

http://www.personalitypathways.com/

http://www.personalitypathways.com/


MEYERS BRIGGS PERSONALITY MEYERS BRIGGS PERSONALITY TYPESTYPES

EXTRAVERTEXTRAVERTPeople EnergyPeople Energy

INTROVERTINTROVERTProject EnergyProject Energy

SENSORSENSORConcrete and Concrete and

SpecificSpecific

INTUITIVEINTUITIVEPatterns and MeaningPatterns and Meaning

THINKERTHINKERLogic and AnalysisLogic and Analysis

FEELERFEELERHarmony and ValuesHarmony and Values

JUDGERJUDGERStructure and Structure and

ControlControl

PERCEIVERPERCEIVERFlexibility and OptionsFlexibility and Options


PERSONALITY STRENGTHSPERSONALITY STRENGTHSMeyers-Briggs Four Basic CategoriesMeyers-Briggs Four Basic Categories

ARTISANS (SP)—FOXARTISANS (SP)—FOX

CleverClever

OpportunisticOpportunistic

Find the HighwaysFind the Highways

GUARDIANS (SJ)—BEAVERGUARDIANS (SJ)—BEAVER

Work Hard for CommunityWork Hard for Community

Watch over GroupWatch over Group

Guard the Gateways Guard the Gateways

RATIONALS (NT)—OWL RATIONALS (NT)—OWL

Keen InsightKeen Insight

Focus on ResultsFocus on Results

Analyze the IntersectionsAnalyze the Intersections

IDEALISTS (NF)—DOLPHINIDEALISTS (NF)—DOLPHIN

Explain Life’s MeaningExplain Life’s Meaning

Cooperate and CommunicateCooperate and Communicate

Pursue the PathwaysPursue the Pathways


BUILD A HIGH PERFORMING TEAMBUILD A HIGH PERFORMING TEAMEveryone Moving in Right Direction with Everyone Moving in Right Direction with

MomentumMomentum

• Common PurposeCommon Purpose• Crystal Clear RolesCrystal Clear Roles• Accepted LeadershipAccepted Leadership• Effective ProcessesEffective Processes• Solid RelationshipsSolid Relationships• Effective Effective

CommunicationCommunication

The Performance FactorThe Performance Factor

Author: Pat McMillanAuthor: Pat McMillan


RESOLVE CONFLICT BASED ON RESOLVE CONFLICT BASED ON VALUESVALUES

Agree on Rules of EngagementAgree on Rules of Engagement• The environment for sharing facts and feelings will The environment for sharing facts and feelings will

be be safesafe—no judgments or personal attacks but —no judgments or personal attacks but listening and understandinglistening and understanding

• Everyone involved will have an Everyone involved will have an opportunity to opportunity to speak and give inputspeak and give input

• No decision will be made until No decision will be made until all the facts are all the facts are investigatedinvestigated

• The resolution of conflict will be based on a The resolution of conflict will be based on a fair, fair, consistent processconsistent process

• After the decision is made we will make a After the decision is made we will make a round round robin surveyrobin survey of all team members to gauge of all team members to gauge satisfactionsatisfaction


SUCCESSFUL OUTCOMESSUCCESSFUL OUTCOMESFOR CONFLICT RESOLUTIONFOR CONFLICT RESOLUTION

• Did you Did you identify the issuesidentify the issues which which required a decision?required a decision?

• Did you Did you make a decisionmake a decision??

• Did you Did you reduce tensionreduce tension in the team? in the team?

• Did you help team members Did you help team members develop develop skillsskills to manage conflict in the future? to manage conflict in the future?

• Did everyone involved have Did everyone involved have the chance the chance to speakto speak and give input? and give input?


LEARN COOPERATION LEARN COOPERATION FROM THE ANIMALSFROM THE ANIMALS

• Order Order

• CooperationCooperation

• EntrainmentEntrainment

• Human Brain networkHuman Brain network


BUILD HIGH PERFORMING TEAMBUILD HIGH PERFORMING TEAMDevelop a Succession Planning SystemDevelop a Succession Planning System

• Avoid the following:Avoid the following:

Carbon CopiesCarbon Copies

Faithful AssistantsFaithful Assistants

Crown PrincesCrown Princes

• Ask this question:Ask this question:

What is the biggest What is the biggest challenge we will challenge we will face next year?face next year?


3—ACHIEVE THE TASK3—ACHIEVE THE TASK

Make Effective DecisionsMake Effective Decisions

Take Action that Leads to Take Action that Leads to ResultsResults

Celebrate the Victories and Celebrate the Victories and Bury the DefeatsBury the Defeats


MAKE EFFECTIVE DECISIONSMAKE EFFECTIVE DECISIONSFocus on Opportunities not ProblemsFocus on Opportunities not Problems

• Problem solvingProblem solving does not does not produce resultsproduce results

• Exploiting opportunitiesExploiting opportunities produces resultsproduces results

• Put Put best peoplebest people on opportunities on opportunities• LookLook for opportunities: for opportunities: Unexpected success or failureUnexpected success or failure Gap between reality and Gap between reality and

possibilitypossibility Changes in demographicsChanges in demographics Changes in membership profileChanges in membership profile


MAKE EFFECTIVE DECISIONSMAKE EFFECTIVE DECISIONSFocus on results that make a differenceFocus on results that make a difference

• Ask these two questions frequently:Ask these two questions frequently:

What needs to be done now?What needs to be done now?

Which of the top two or three tasks am I Which of the top two or three tasks am I best suited to accomplish?best suited to accomplish?

• Evaluate Evaluate performance of organizationperformance of organization twice a year according to agreed metricstwice a year according to agreed metrics

• Burnout is many times another word for Burnout is many times another word for boredom—if a job bores you, you have boredom—if a job bores you, you have stopped working for resultsstopped working for results


MAKE EFFECTIVE DECISIONSMAKE EFFECTIVE DECISIONSBased on a System Based on a System

From From The Effective ExecutiveThe Effective Executive by Peter Drucker by Peter Drucker

• Start withStart with TemplateTemplate of of Vision, Mission, Mission, Vision, Mission, Mission, Values, ObjectivesValues, Objectives

• SetSet Boundary ConditionsBoundary Conditions----Specific Constraints Specific Constraints

• Begin with Ideal Begin with Ideal before you before you work through compromisework through compromise

• Build in Build in Action to ImplementAction to Implement

• Build inBuild in Feedback to Feedback to EvaluateEvaluate


SMALL GROUP BREAKOUT #3SMALL GROUP BREAKOUT #3Case Study on LeadershipCase Study on Leadership

• What is the objective in this situation?What is the objective in this situation?

• What are the issues?What are the issues?

• What boundary conditions will you set?What boundary conditions will you set?

• What is your resolution of the challenge?What is your resolution of the challenge?


TAKE ACTION THAT LEADS TO TAKE ACTION THAT LEADS TO RESULTSRESULTS

Implement Decisions to Move Organization Implement Decisions to Move Organization ForwardForward

• Survey of Survey of Fortune 500 CEOSFortune 500 CEOS—82% we have a good —82% we have a good plan; 14% we do a good job implementing the planplan; 14% we do a good job implementing the plan

• A decision is a commitment to action, but the plane is A decision is a commitment to action, but the plane is on the runway until action is takenon the runway until action is taken

• It is your responsibility to make sure action is takenIt is your responsibility to make sure action is taken


TAKE ACTION THAT LEADS TO TAKE ACTION THAT LEADS TO RESULTSRESULTS

How to Take Responsibility for Your DecisionHow to Take Responsibility for Your Decision

• Delegate decision in writingDelegate decision in writing to specific person with to specific person with deadline, names of people affected and informeddeadline, names of people affected and informed

• Review Review important decisionsimportant decisions periodically against periodically against expectations and metrics expectations and metrics

• It may not be person’s fault if he or she is not It may not be person’s fault if he or she is not performing. Give person option to step down. Always performing. Give person option to step down. Always save face. save face.

Studies about peopleStudies about people in jobs show that: 1/3 are in jobs show that: 1/3 are successes, 1/3 are draws, and 1/3 are failuressuccesses, 1/3 are draws, and 1/3 are failures

• Take Take responsibility for communicatingresponsibility for communicating decision to decision to everyone involved—information flow is your job. everyone involved—information flow is your job.


CELEBRATE THE VICTORIESCELEBRATE THE VICTORIESLife is short, tell everybody how great they Life is short, tell everybody how great they

areare

• Give credit constantly and Give credit constantly and thank people in personthank people in person

• Give sincere compliments when Give sincere compliments when someone does something someone does something helpfulhelpful

• People will remember you more People will remember you more for for the impression you madethe impression you made on them than the achievements on them than the achievements you attained you attained

• Recognize people often and Recognize people often and build them up in front of othersbuild them up in front of others


BURY THE DEFEATSBURY THE DEFEATSKnow when to hold ‘em, know when to fold Know when to hold ‘em, know when to fold

‘em, and know when to walk away‘em, and know when to walk away

• Always save “face” and Always save “face” and take responsibility when take responsibility when things go wrongthings go wrong

• If you never fail, you are If you never fail, you are not risking very muchnot risking very much

• Failure is always an Failure is always an opportunityopportunity

• Don’t hang on to Don’t hang on to leadership when your leadership when your time is uptime is up


THE FINISH LINETHE FINISH LINE

• Stay for QuestionsStay for Questions

• Contact InformationContact InformationDonald McLachlanDonald McLachlan

SilverQuest Consulting SilverQuest Consulting GroupGroup

520 Wolf Road520 Wolf Road

Georgetown, Texas 78628Georgetown, Texas 78628

[email protected] www.silverquest.com

mailto:[email protected]

http://www.silverquest.com/