1 Leading Leaders David Maurer, Lieutenant Colonel, USA (Ret.), PMP PMIWDC Reston 16 March 2011 © 2011 by David Maurer, PMP

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Leading Leaders

David Maurer, Lieutenant Colonel, USA (Ret.), PMP

PMIWDC Reston

16 March 2011

© 2011 by David Maurer, PMP

"Leadership is the art of accomplishing more than the science of management says is possible."

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The Balancing Act


The Leader’s Tightrope

Speaking and Listening Directing and Nurturing Correction and Encouragement Control and Empowerment Keep Your Best or Let Them Fly


Leading Leaders

Developing commitment and buy-in Achieving sustainment Managing change Dealing with change-resistant leaders

The effective development of new leaders and the sustained growth of existing leaders are FORCE MULTIPLIERS!

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The Leader’s Role Change

Having answers

Asking questions


Expectations of the Subordinate Leader

Autonomy Latitude Decision-making authority Limited or reasonable reporting requirements Seat and voice at the table

Offer input Share insights Leverage experience


Expectations of the Senior Leader

Meet or exceed requirements Contribute at higher level Anticipate emerging requirements Identify and manage risk Freedom from hand-holding (fire and forget) Understand the organization Represent the organization and its interests Follow well


Results of a Harris Survey that included 23,000 employees from 20 industries and professions

Only 37% of employees have a clear understanding of what the organization is trying to achieve and why

1 in 5 was enthusiastic about their department 15% felt they worked in a high trust

environment 17% responded that their organization fosters

open and respectful communication 10% felt their organization holds people

accountable© 2011 by David Maurer, PMP

Based upon this study, if a soccer team had the same scores…

Only 4 of 11 player would know which goal was theirs

Only 2 of 11 would care Only 2 of 11 would know what position they play

and what they are supposed to do All but 2 players would, in some way, be

competing against their own team members, rather than the opponent

Is this leading?


High Performers/High Potential Harvard Business Review – May 2010

1 in 3 High Potential employees – not giving 100% effort

1 in 4 believe he/she will be elsewhere in a year

1 in 5 has personal aspirations at odds with the firm’s plans for them

21% of employees = “highly disengaged” in 2009 (up from 8% in 2007)

70% of High Performers lack critical attributes essential for future success


High Performers/High Potential

Only 30% of today’s High Performers are also High Potentials


Bridge the Gap to Achieve Success

The Follower’s View The Leader’s View


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Role of Senior Management

Senior “manager” or senior “leader?” Informed vs. Involved Expect vs. Inspect Establish goals in coordination with direct

report Set and maintain expectations Check on progress - updates Offer guidance Employ “interest-based” leadership


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Leadership Labs


Fundamental Leadership PrinciplesTaught at West Point

Ethics – forms the basis of leadership Communicating – primary skill for leaders Teamwork – must think “group success” Developing Other Leaders – Assuring the future Delegating – expanding your reach Planning – when to follow/when to adjust/when to

abandon Learning from Failure – perhaps

our greatest teacher


Ethics

“It is curious - curious that physical courage should be so common in the world, and moral courage so rare.” Mark Twain

“Ethics is knowing the difference between what you have a right to do and what is right to do.” Potter Stewart


Communicating

The Plan No plan survives first contact with the enemy

The Why The Commander’s Intent The Conditions and Circumstances The Left, Right, Front, Rear and Support

Elements The Expectations


“What we’ve got here is a failure to communicate.”

Cool Hand Luke, 1967


“A dialogue is more

than two monologues.”

- Max Kampelman


Teamwork

“Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford


Teamwork

“Not finance. Not strategy. Not technology. It is TEAMWORK that remains the ultimate competitive advantage, both because it is so powerful and so rare.”

Patrick Lencioni, The Five Dysfunctions of a Team


Teamwork Works!


Developing Other Leaders

“…the true measure of a leader is found in the eyes of your direct reports, the embrace of your spouse and the hearts of your children”

COL Tom Kail, combat leader

Our leadership can affect hundreds, if not thousands of other people.

Just Turn Around!

“I start with the premise that the function of leadership is to grow more leaders, not more followers.” Ralph Nader


Delegating

Delegating

Be specific and clear about the task and the expected results.

Establish realistic and achievable deadlines.

Be sure the person has all the information he or she will need to do the work.

Don’t delegate and disappear – remain available for questions.

Ask for and expect periodic updates. Establish critical dates or milestones.

Maintain a log of all the projects you delegate and their status.

Give credit and praise for the successful completion of the task or solution of the problem.


Planning

Draft means draft Allow time to pass Gain more intelligence Refine and improve Finalize and implement Check results Repeat


Learning From Failure

3 Types of Failure (Army Major Doug Crandell, USMA) Failures of What We Do Failures of Who We Are Failures of Who We Want To Be

Introspection and self-evaluation is critical to successful leadership and growth as a leader

Expect vs. Inspect

“Normalization of Deviance” – Diane Vaughn and Astronaut Mike Mullane


Some Additional Thoughts

A’s hire A’s while B’s hire C’s Not passengers on a cruise ship – we are

crew members on a battleship People don’t care what you know until they

know how much you care Most people don’t quit their jobs; they quit

their bosses The bucket Pointing your thumb


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The Backbone of Leadership

20 Points for Success


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Leading Leaders

Always Act with Integrity and Honesty: Always

Respond: “Respondability”

Anticipate: Over the horizon

Follow-up: “An action passed…”

Identify Problems and Solutions: Where is your value?


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Leading Leaders

Demonstrate Personal Accountability: It’s YOURS!

Work Hard: “If it were easy, everyone would do it”

Show a Sense of Urgency: Pep!

Foster Personal Discipline: Set the bar high for yourself

Lead by Example and Follow Well and Faithfully: Always on parade


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Leading Leaders

Be Loyal in All Directions: It is expected and should be

Be Clear and Consistent: Confusion impedes progress Counsel well, be specific

Show Gratitude and Respect for Others: Platinum Rule

Build Teamwork and Collaboration: You are rarely alone. Extend your reach

Promote a Common Purpose: Focus on every opportunity It’s a long baseball season BUT every game counts (60/42/60)


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Leading Leaders

Infuse Passion: Check for a pulse

Cultivate Your Reputation: Its all you have

Display a Seriousness of Purpose and a Sense of Humor: Study, learn and apply. Ease tensions, don’t create them

Continue to Grow: Your own responsibility (point the thumb)

Care for Those in Your Charge: An honor to lead


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Questions?

Thank You


Documents

1 Leading Leaders David Maurer, Lieutenant Colonel, USA (Ret.), PMP PMIWDC Reston 16 March 2011 © 2011 by David Maurer, PMP