Business Leadership Mike Otis, CEBS, SPHR Employee Benefits 3770 Beardshear Hall Human Resource Services

Business Leadership

Mike Otis, CEBS, SPHR

Employee Benefits

3770 Beardshear Hall

Human Resource Services

Leadership

Key Words??

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Which individuals do you identify as great business leaders??

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Leadership Exercise

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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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America’s Largest Corporations

http://money.cnn.com/magazines/fortune/fortune500/2008/snapshots/2255.html










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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America’s Largest Corporations




1. John Deere Robert Lane

2. Meredith Publishing Steven Lacey

3. Principal Financial Larry Zimpleman

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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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Richard Teerlink

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Harley Davidson

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http://www.clutchandchrome.com/Articles/Harleyadvertisingphoto1927.htm

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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http://www.powerpassion.nl/tattoo-and-body-piercing/tattoo-photos/motorcycle/harley

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


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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


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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


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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


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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


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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

Questions?

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Documents

Business Leadership Mike Otis, CEBS, SPHR Employee Benefits 3770 Beardshear Hall Human Resource Services