Pm Session 3

Project Management Session 3

Leadership – The Art of Possibility

Why Leadership?

Leadership Focus Areas

Context

CompetenceDefinition and Tasks

Context

Connected World

Context

We all live ina Dell-Wall*Mart-eBay-Google World!

Context

Context

Context

Context

$ 256 billion in sales(first on the planet)

1 X IBM1 X Dell1 X Cisco1 X Microsoft1 X HP

$ 2 billion

Context

ContextKryptonites BLOGSTORM

11000180000

900000700000

550000 520000

18000001700000

375000

38000

13 14 15 16 17 18 19 20 21 22

Nr

of B

logg

ers

Complaint

Video clip

Company assures public

New York Timesreport story

Company announcesfree product exchange: estimated cost$ 10 million

Context

Tsunami 2004

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Context

“The world has arrived at a rare strategic inflection point where nearly half its population—living in China, India

and Russia—have been integrated into the global market economy, many of them highly educated

workers, who can do just about any job in the world.

We’re talking about three billion people.”

—Craig Barrett/Intel/01.08.2004

Context

Changing Roles, Formats and Skills

Context

1970-1998

Men’s median income: +0.6%Women’s median income: + 63%

Source: Martha Barletta, Marketing to Women

Context

“The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and

financially, yes, but not structurally and economically.”

Peter Drucker, Business 2.0

Context

Context

“Over the past decade the biggest employment gains came in occupations that rely on people skills and emotional intelligence ... and among jobs that require imagination and creativity. …

Trying to preserve existing jobs will prove futile—trade and technology will transform the

economy whether we like it or not..” —Michael Cox, Richard Alm and Nigel Holmes/“Where the

Jobs Are”/NYT/05.13.2004

Context

“The last few decades have belonged to a certain kind of person with a certain kind of mind—computer programmers who could crank code, lawyers who could craft contracts, MBAs who could crunch numbers. But the keys to the kingdom are changing hands. The future belongs to a very different kind

of person with a very different kind of mind—creators and empathizers, pattern recognizers and meaning makers. These people—artists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers—will now reap society’s richest rewards and share its greatest joys.” —Dan Pink, A

Whole New Mind

Agriculture Age (farmers)Industrial Age (factory workers)

Information Age (knowledge workers)

Conceptual Age (creators and empathizers)

Dan Pink, A Whole New Mind

Context

Context

The revolution of the young:“Why focus on these late teens and twenty something's? Because they are the first young to change the world and are actually doing so...The

internet has triggered the first industrial revolution in history to be led by the young” – The Economist 12/2000;

“The triumph of the brainiac: in todays biotech world, nerds rule, and it starts at high school” Cover story New York Times (6/4/2000).

Context

The Workplace

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Acknowledgement - Acknowledgement -

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Definition and Tasks

Leadership = influence


Leadership = creating thethe right climate

?


Vision and roadmap; Example; Meaning; Enable Others to Act; Guide and track behavior; Relationships.

Context



CompetenceValues Driven

On a group of theories one can build a school.but on a groups of values one can build a culture, a civilization

indeed a whole way of living together…Ignazio Silone

Competence

We do not point !

Mr. C does your wife ….

Competence

Values driven behavior ?Values driven behavior ?

CompetenceKouzes and Posner

21% Ambitious 40% Broad-minded 20% Caring 66% Competent 28% Cooperative 20% Courageous 33% Dependable 24% Determined 42% Fair-minded 71% Forward-looking

Most admired characteristics in a leader

88% Honest 23% Imaginative 6% Independent 65% Inspiring 47% Intelligent 14% Loyal 17% Mature 8% Self-controlled 34% Straightforward 35% Supportive

Competence

Credibility is the foundation of

leadership. If you can’t believe the messenger, you

won’t believe the message.

Kouzes and Posner

CompetenceCommunication

Think like a wise man but communicate in the language of the people

William Butler Yeats (1865 - 1939)

Competence

Ninety percent of executives rate

themselves as effective communicators. Only thirty percent of their subordinates agree.

Competence

The biggest problem with leadership communication

is the illusion that it has occurred.

Competence“Telling stories…is probably a brain obsession and

probably begins relatively early both in terms of evolution and in terms of the complexity.

Telling stories precedes language, since it is, in fact, a

condition for language, and it is based not just in the cerebral cortex but

elsewhere in the brain and in the right hemisphere as well as the left.”

Antonio Damasio

Competence

Competence

Let us remember

Competence

How big is an acre of land..

The size of a football field

CompetenceCommunicationCommunication

Competence

Harley executive, quoted in Results-based Leadership

“What we sell is the opportunity for a 43 year-old

accountant to dress up in black leather, ride through

small towns and have people be afraid of him.”

CompetenceMastery - EQ

I told my psychiatrist that everyone hates me. He said I was being ridiculous - everyone hasn't met me yet

Rodney Dangerfield

Competence

Emotional Intelligence:

“The capacity to handle your own emotions and your relationships

with others.”

U.S. News & World Report

“The Secret Skill of Leaders” 1/14/2002

Emotional high jacking: Heart 10 beats per minute above

resting rate - can jump 30 beats per minute within single heart beat;

Body pumping adrenaline and other disruptive hormones;

Swamped by toxic/angry feelings; Thinking distorted, difficulty

organizing thoughts and feeling overwhelmed.

Competence

!


Competence

The distance between the heart and the head is

very short – but it is the longest journey in the

world!

CompetencePerformance Coaching, Mentoring

Life has no rehearsals, only performances. Unknown

Percentage Improvement in Performance per Leverage Area (including the inverse)

36.1

38.9

34.4

36.4

-26.8

39.1

25.8

23.7

28.8

-40 -30 -20 -10 0 10 20 30 40 50

Understand Performance Standards

Well Managed Risk Taking

Internal Communication

Emphasis on Strenghts

Emphasis of Weaknesses

Fair and Accurate Feedback

Informal Feedback that Help

Mgt Support to Find Solutions

Job Match

Facto

r

Percentage

CompetenceForster Teamwork

”Michael, if you can’t pass, you can’t play.”- Coach Dean Smith, to Michael Jordan in his freshman

year at UNC

Competence

Clarity of purpose;Strong individuals;

Focus;Roles and role flexibility;

Training and competence;Trust;

Commitment;Communication;

Line of sight between performanceand reward.