Upload
madison-harmon
View
212
Download
0
Tags:
Embed Size (px)
Citation preview
LEADERSHIP INSIDEOUT: LEADERSHIP INSIDEOUT: BACK TO THE BASICS – BACK TO THE BASICS – THE CHALLENGES OF THE THE CHALLENGES OF THE CPA IN COMMERCE AND CPA IN COMMERCE AND INDUSTRYINDUSTRY
JULY 14, 2015JULY 14, 2015
ACCOUNTANCY WEEKACCOUNTANCY WEEK
Intercontinental HotelIntercontinental Hotel
Makati CityMakati City
Dr. Cesar A. MansibangDr. Cesar A. Mansibang
DISTURB US, LORDWhen we are too pleased with ourselves,When our dreams have become trueBecause we dreamed too little;When we have arrived in safetyBecause we sailed too close to the shore.
Disturb us, O LordWhen because of the abundance of things we possessWe have lost our thirst for the water of life;When, having fallen in love with time,We have ceased to dream of eternity;And, in our efforts to build a new earth, We have allowed our vision for a new heaven to grow dim.
Stir us, O Lord to dare boldlyTo venture on wider seas, where storms shall show Thy masteryWhere losing sight of land, we shall find the stars.
In the name of Him who pushed back the horizons of our hopes and invited the brave to follow Him.
Archbishop Desmond Tutu
TAKE-AWAY VALUESTAKE-AWAY VALUES
Gain a deeper knowledge and appreciation of one’s personhood and the leadership roles one assume in personal, interpersonal, managerial, and organizational life settings
Become an effective “Controller-Chief Accountant” leader in various settings
Become an effective strategist, leader, culture-bearer, and steward in the organization
CONTROLLERS AND CHIEF CONTROLLERS AND CHIEF ACCOUNTANTS: WHAT DO PEOPLE ACCOUNTANTS: WHAT DO PEOPLE SAY ABOUT THEM?SAY ABOUT THEM?
Dour, boring, uninspiringControlling, fixated, inflexible, strictTedious and detailedSees the trees but not the forestDirective, stickler for rules and policiesEtcetera, etcetera
TWO PERSPECTIVES TWO PERSPECTIVES
One, controllers/chief accountants are like machines that operate on and on like a wheel in a sequential way – up down, up down.
Two, controllers/chief accountants are not machines but programmers of the machines to achieve effective results in a synergistic way.
LEADERSHIP IN THE 21LEADERSHIP IN THE 21STST CENTURY* CENTURY*
Looking Back, Looking ForwardLooking Back, Looking Forward
2020thth CenturyCentury
2121stst CenturyCentury
Stability, predictabilityStability, predictability Discontinuous changeDiscontinuous change
Size and scaleSize and scale Speed and responsivenessSpeed and responsiveness
Leadership from the topLeadership from the top Leadership from everybodyLeadership from everybody
Organizational rigidityOrganizational rigidity Permanent flexibilityPermanent flexibility
Control by rules and hierarchyControl by rules and hierarchy Control by vision and valuesControl by vision and values
Information closely guardedInformation closely guarded Information sharedInformation shared
Quantitative analysisQuantitative analysis Creativity, intuitionCreativity, intuition
Need for certaintyNeed for certainty Tolerance of ambiguityTolerance of ambiguity
Reactive; risk-averseReactive; risk-averse Proactive; entrepreneurialProactive; entrepreneurial
Corporate independenceCorporate independence Corporate interdependenceCorporate interdependence
Vertical integrationVertical integration ““Virtual” integrationVirtual” integration
Focus on internal organizationFocus on internal organization Focus on competitive environmentFocus on competitive environment
Sustainable competitive advantageSustainable competitive advantage Constant reinvention of advantageConstant reinvention of advantage
Competing for today’s marketsCompeting for today’s markets Creating tomorrow’s marketsCreating tomorrow’s markets
*Adapted from*Adapted from The Eleven Commandments of 21The Eleven Commandments of 21stst –Century Management –Century Management by Matthew J. Kiernanby Matthew J. Kiernan
MANAGEMENT AND LEADERSHIPMANAGEMENT AND LEADERSHIP
ManagementManagement LeadershipLeadership
Direction:Direction: Planning and budgetingPlanning and budgetingKeeping eye on outcomesKeeping eye on outcomes
Creating visioning strategyCreating visioning strategyKeeping eye on horizonsKeeping eye on horizons
Alignment:Alignment:Organizing and staffingOrganizing and staffingDirecting and controllingDirecting and controllingCreate boundariesCreate boundaries
Creating shared culture and valuesCreating shared culture and valuesHelping others growHelping others grow
RelationshipRelationships:s:
Focusing on producingFocusing on producing selling goods and servicesselling goods and servicesBased on position powerBased on position powerActing as bossActing as boss
Focusing on people-inspiring andFocusing on people-inspiring and motivating followersmotivating followersBased on person powerBased on person powerActing as coach, facilitator, servantActing as coach, facilitator, servant
Personal Personal Qualities:Qualities:
Emotional distanceEmotional distanceExpert mindExpert mindTalkingTalkingConformityConformityInsight into organizationInsight into organization
Emotional connections (heart)Emotional connections (heart)Open mind (mindfulness)Open mind (mindfulness)Listening (communications)Listening (communications)Non-conformity (courage)Non-conformity (courage)Insight into self (integrity)Insight into self (integrity)
OutcomeOutcomes:s:
Maintains stabilityMaintains stability Creates change, often radical Creates change, often radical changechange
STRATEGIC ROLES OF STRATEGIC ROLES OF CONTROLLERS/CHIEF CONTROLLERS/CHIEF ACCOUNTANTSACCOUNTANTS Corporate strategist
– Assists in assessing SWOT and formulating appropriate strategies
Transforming leader
– Shares and inspires others to be the best they can be
Effective culture bearer
– Provides examples and mechanisms to institute good corporate culture
Good steward of resources– Develops risk and return tradeoffs
LEADERSHIP-MANAGEMENT LEADERSHIP-MANAGEMENT APPLICATION SETTINGSAPPLICATION SETTINGS
Intra-personal levelInter-personal levelManagerial levelOrganization level
VISION FOR THE VISION FOR THE CONTROLLERS/CHIEF CONTROLLERS/CHIEF ACCOUNTANTSACCOUNTANTSMen and women in excellent service of others
in managerial and organizational settings:– See differently (multidisciplinary perspective)– Think differently (apply leadership skills on
various issues to find unique solutions)– Act responsibly (passion)–Make a difference wherever you are
CONTROLLERS/CHIEF CONTROLLERS/CHIEF ACCOUNTANTS AS DREAMERSACCOUNTANTS AS DREAMERS
Be dreamers too (THE IMPOSSIBLE DREAM).
This song is as probably as old as many of you here, including this one. But it is my favorite inspirational song.
Can we sing a bar or two?
LEADERSHIP LEADERSHIP CONNECTIONCONNECTIONYou are an integral part of a whole to
make it highly effective. Without you in the company, it will be ineffective, it cannot perform up to or above par.
It requires synergistic, facilitative, helping, catalytic skills: major traits of a leader.
LEADERSHIP INSIDEOUTLEADERSHIP INSIDEOUT
My talk/sharing is about LEADERSHIP INSIDEOUT-BACK TO THE BASICS applied in commerce and industry
We are going to explore and deepen our understanding of the basics of effective and differentiated leadership and the challenges you face.
BACK TO BASICSBACK TO BASICS
Leadership is not a new phenomenon. It is fundamental; it is back to the basics its application requires systemic and critical skills and judgment
Robert Fulghum’s All I Really Need To Know I Learned In Kindergarten is a testament to this back story, which for many of us, we tend to forget, e.g. say sorry, return what you do not own, do not throw garbage on the street.
LEADERSHIP TRAITS AND LEADERSHIP TRAITS AND VALUESVALUES
Visionary and systemicCourageous and committedRisk-taking and daringCompassionate and passionateFaithful and hard-workingEmpowering and inspiringSelf-assured and humble
MANAGEMENT AND MANAGEMENT AND LEADERSHIP - CONTINUUMLEADERSHIP - CONTINUUM
SEEING AND BEING PRECEDE DOING BEING AND SEEING ARE INEFFECTIVE
WITHOUT DOING DOING WITHOUT REFERENCE TO BEING
IS EQUALLY INEFFECTIVE FAITH WITHOUT ACTION IS USELESS DOING THE RIGHT THINGS RIGHT
FOUNDATION PRINCIPLES FOUNDATION PRINCIPLES AND CONCEPTSAND CONCEPTSCharacter and Competence (Iceberg)Effectiveness (Golden Egg)Maturity ContinuumHabits, Values, and PrinciplesParadigm Shifts
CHARACTER AND CHARACTER AND COMPETENCECOMPETENCECharacter refers to the inner
principles and values the person lives by, his/her reason for being, his/her integrity, his philosophies
Competence is the external visible manifestation of the person’s skills and capability obtained from experience, education, background
THE TIP OF THE ICEBERGTHE TIP OF THE ICEBERGCharacter and CompetenceCharacter and Competence
VISIBILITYEXCELLENCEOPENNESSCOMMUNICATIONCONFIDENCE
COMMITMENTINTEGRITYPRINCIPLESVALUESPHILOSOPHIESCONSCIENCE
THE GOLDEN GOOSETHE GOLDEN GOOSE
Do not kill the goose the lays the Do not kill the goose the lays the golden egggolden egg
- PRODUCTION CAPACITY - GoosePRODUCTION CAPACITY - Goose- OUTCOME/EFFECTOUTCOME/EFFECT- - Golden egg- Golden egg
MATURITY CONTINUUMMATURITY CONTINUUM
DependencyIndependencyInterdependency
YOU CAN RESPOND TO LEADERSHIP CHALLENGES DEPENDING ON THE LEVEL OF YOUR OWN MATURITY
AREAS OF MATURITYAREAS OF MATURITY
Intellectual maturityPsycho-emotional maturitySpiritual maturityPhysical maturity
PRINCIPLES, VALUES, PRINCIPLES, VALUES, HABITSHABITSPrinciples - philosophies, beliefs,
traits, natural laws that govern human existence
Values – beliefs, expectations, norms that once chooses to have in life
Habits – the way we do things consistently
AWARENESS (Current Situation and Reference Point)
REFLECTION (Dialogue/Discernment/Prayer)
CHOICES (Chosen option)
ACTION (Implementation)
ARCA
THE PERSON AND THE THE PERSON AND THE CONTROLLERCONTROLLER
Before a CONTROLLER, a PERSON first.Who is this PERSON in the
CONTROLLER?Principle: My joy or sorrow, success or
failure as a controller-leader/manager is as much more traceable to my being than to my doing
(HEART) To
Love
Relationships
To Leave a Legacy (SPIRIT)
Meaning and Contribution
(BO
DY
)
To
Live
Surv
ival
Growth and Development To Learn
(MIND)
FOUR NEEDS OF PEOPLE AS PERSONS
WHOLE PERSON 4 NEEDS VOICE 4
ATTRIBUTES
BODY To Live NEEDS (Honoring the
Needs)
Discipline
MIND To Learn TALENT (Creating a Disciplined
Focus)
Vision
HEART To Love PASSION(Loving to be
with/ Loving to do)
Intimacy
SPIRIT To Leave a Legacy
CONSCIENCE(Doing what’s
right)
Conscience
THE PERSON (Stephen Covey)
BECOMING AN EFFECTIVE BECOMING AN EFFECTIVE CONTROLLER - LEADERCONTROLLER - LEADER
We must do the right things and do them right.
SECOND EQUATIONSECOND EQUATION
I + B + E = T
Where: I = integrity B = balance E = effectiveness
T = trustworthiness
FINAL EQUATIONFINAL EQUATION
P + V + H = I + T + E
The LEADER must have a balance of these elements to make him highly
effective.
DR. STEPHEN COVEYDR. STEPHEN COVEYTHE SEVEN HABITS OF HIGHLY THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLEEFFECTIVE PEOPLE
Private VictoryPrivate Victory* Be proactive* Be proactive* Begin with the end in mind* Begin with the end in mind* Make first things first* Make first things first
Public VictoryPublic Victory* Think Win-Win* Think Win-Win* Seek first to understand then to be understood* Seek first to understand then to be understood* Synergize* Synergize
Sharpen the SawSharpen the Saw
The Five Practices The Five Practices ofof Exemplary Leadership Exemplary Leadership (Kouzes & Posner)(Kouzes & Posner)
1. Model the Way• by finding your voice• by setting the example
2. Inspire a Shared Vision • by envisioning the future• by enlisting others
3. Challenge the Process• by searching for opportunities• by experimenting and taking risks
4. Enable Others to Act• by fostering collaboration• by strengthening others
5. Encourage the Heart• by recognizing contributions• by celebrating the values and victories
LEADERSHIP JOURNEYLEADERSHIP JOURNEY
Appreciating oneself as talentedAppreciating oneself as talented Identifying personal and derailing Identifying personal and derailing
baggagebaggage Articulating motivating goals and Articulating motivating goals and
ambitionsambitions Determining what one stands for, what Determining what one stands for, what
impact wants to makeimpact wants to make Developing a worldviewDeveloping a worldview Acquiring habit of updating oneselfAcquiring habit of updating oneself
CHRIS LOWNEYCHRIS LOWNEYHEROIC LEADERSHIPHEROIC LEADERSHIP
Self-awarenessSelf-awareness
IngenuityIngenuity
LoveLove
HeroismHeroism
04/19/23
YOUR HEART TODAY
MV FRANCISCO, SJ
WHERE THERE IS FEAR I CAN ALLAY,
WHERE THERE IS PAIN I CAN HEAL,
WHERE THERE ARE WOUNDS I CAN BIND,
AND HUNGER I CAN FILL,
REFRAIN: LORD, GRANT ME COURAGE, LORD, GRANT ME STRENGTH,
GRANT ME COMPASSION THAT I MAY BE YOUR HEART TODAY.
WHERE THERE IS HATE I CAN CONFRONT,
WHERE THERE ARE YOKES I CAN RELEASE,
WHERE THERE ARE CAPTIVES I CAN FREE,
AND ANGER I CAN APPEASE (REFRAIN)