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Leading Teams/Projects
American Society of Military ComptrollersSouthside Virginia Chapter Mini PDI
March 2015
Professor Richard Gustafson CFO Academy, iCollege, National Defense University
WelcomeToday’s Approach
• WHY: Meet FM Certification Requirements
• WHAT: – Intro to CFO Academy– Leadership vice
Management– Leading
• Setting Direction• Align the Team• Motivate
– Is Leading Enough
• WHEN: Today• WHO: You, me, AI, ASMC• HOW:
– Introduction– Purpose– Theory– Practice– A history lesson – One formal break– Questions or comments
anytime
Intro to CFO Academy
3
CFO AcademyMission
• Preparing 21st Century Government Financial Leaders!Positioned in an educational environment conducive to
educating, informing and connectingProgram dedicated to the Federal Financial Management
community Senior-level guest speakers and studentsTailored courses/programs to address latest challenges Offering flexible graduate level learning options ‐Provided by highly experienced faculty
Preparing Government Financial LeadersCFO Academy – Why?
• Academy Roots: In 2008, the CFO Council determined that financial
managers needed to strengthen their knowledge and understanding in areas such as:
Strategic Leadership and Change Management Federal Financial Policy and Organization Performance Management and Accountability Portfolio Management
• Primary Sponsors:DOD ComptrollerU.S. Chief Financial Officer Council
Preparing Government Financial LeadersCFO Academy – Where?
• The CFO Academy is a component of the National Defense University and the iCollege NDU Mission: Prepare military and civilian leaders from the United
States and other countries to evaluate national and international security challenges through multi disciplinary educational and research ‐programs, professional exchanges, and outreach.
iCollege Mission: Prepare military and civilian leaders to direct the information component of national power by leveraging information and information technology for strategic advantage.
• The CFO Academy launched September 2008 Academy Mission: To prepare middle-level to senior-level members of
the government financial management community for senior 21st Century management and leadership responsibilities.
i-College
National Defense University
CFO Academy
Preparing Government Financial LeadersCFO Academy – What?
Degree•Master of Science (MS), Government Information Leadership (GIL), Financial Management Leadership Concentration•Transfer to Partner Universities and Colleges
Certification•CFO Leadership Certificate (CFOLC) Program
Professional Development{`
COURSES
Leadership and Management
8
Leadership and Management• The two functions are totally
different• Both are necessary for the
success of an organization
9
Leadership and Management• The two functions are totally
different• Both are necessary for the
success of an organization• Management comes from within
the organizational hierarchy• Leadership can come from
anywhere in the organization
10
Leadership and Management• The two functions are totally
different• Both are necessary for the
success of an organization• Management comes from within
the organizational hierarchy• Leadership can come from
anywhere in the organization• Management is usually focused
on the status quo and incremental improvements
11
Leadership and Management• The two functions are totally
different• Both are necessary for the
success of an organization• Management comes from within
the organizational hierarchy• Leadership can come from
anywhere in the organization• Management is usually focused
on the status quo and incremental improvements
• Leadership usually focused on implementing change
12
Leadership and Management
• Leadership does not always bring positive outcomes
• Good leaders with bad intent can still lead people to bad results
13
Leadership and Management
• Leadership does not always bring positive outcomes
• Good leaders with bad intent can still lead people to bad results
On the other side of the coin:• Bad leaders with good
intent can still lead people to bad results
14
Managing vice Leading
Managing•Planning•Organizing•Budget•Human Resources•Reporting•Controlling
15
Managing vice Leading
Managing•Planning•Organizing•Budget•Human Resources•Reporting•Controlling
Leading•Strategic Planning•Developing relationships•Investing•Motivating/Inspiring•Implementing change•Risk Taking
16
Managing vice Leading
Managing•Planning•Organizing•Budget•Human Resources•Reporting•Controlling
Leading•Strategic Planning•Developing relationships•Investing•Motivating/Inspiring•Implementing change•Risk Taking
17
You Manage things and processes….You Lead people and change!
Managing vice Leadingfor Audit Readiness
Managing•Create Project Plans•Develop supporting organization•Obtain funding•Staff the organization•Develop reporting mechanisms•Keep plan on target
Leading•Create overall strategy•Establish and maintain relationships with key stakeholders•Communicate the benefits of the investment•Sell the need to everyone especially those doing the work•Provide recurring oversight and support
18
Let’s Focus on Leading
19
Leading Change
Set Direction
Align the TeamMotivate and Inspire
Leading: A simple view
• Setting Direction
• Aligning the team
• Motivating/inspiring the team
21
Setting Direction
• Today we only get things done through teams• Usually multi-functional and multi-generational• Has unique challenges– Function– Language – Business Objectives
• We need a common vision
22
Setting Direction• Start with Why• People will want to know
and you will need to set the vision
• “why” can frame your thought process while “what” can cause you to miss the big picture
• Creates a VISION
23
Start with WhyIt Is About Biology
HOWWHTWHY
WHAT
HOW
Setting Direction• Vision provides a view of
the “To-Be” state and ensures everyone knows what it is.
• There is a difference between a vision and a mission statement
• Vision is future and mission is now
• Not always a major issue….works for the small things as well
25
Setting Direction• Vision provides a view of
the “To-Be” state and ensures everyone knows what it is.
• There is a difference between a vision and a mission statement
• Vision is future and mission is now
• Not always a major issue….works for the small things as well
26What is wrong with this picture?
Setting Direction:A Real World Example
• 1943 FDR to General Eisenhower
• “You will enter the continent of Europe and in conjunction with other United Nations undertake operations aimed at the heart of Germany”
27
Leading: A simple view
• Setting the Direction
• Aligning the team
• Motivating/inspiring the team
28
Aligning the ENTIRE Team
1. Create Urgency
Leading Change, John Kotter, 1996
Aligning the ENTIRE Team
1. Create Urgency2. Form A Coalition
Leading Change, John Kotter, 1996
Aligning the ENTIRE Team
1. Create Urgency2. Form A Coalition3. Create a Vision
Leading Change, John Kotter, 1996
Aligning the ENTIRE Team
1. Create Urgency2. Form A Coalition3. Create a Vision4. Communicate
Leading Change, John Kotter, 1996
Communicating the VisionFour key points:
1.Build up the resources for a decisive battle in the Normandy-Brittany region2.Break out of the enemy’s encircling positions. 3.Drive to the Rhine and crossing it until Allied forces 4.clean out the remainder of Germany
33
Eisenhower added, “This general plan, carefully outlined at staff meetings before D-Day, was never abandoned, even momentarily, throughout the campaign.” Crusade in Europe, 1997
Aligning the ENTIRE Team
1. Create Urgency2. Form A Coalition3. Create a Vision4. Communicate5. Remove Obstacles
Leading Change, John Kotter, 1996
Aligning the ENTIRE Team
1. Create Urgency2. Form A Coalition3. Create a Vision4. Communicate5. Remove Obstacles6. Create short term Wins
Leading Change, John Kotter, 1996
Aligning the ENTIRE Team
1. Create Urgency2. Form A Coalition3. Create a Vision4. Communicate5. Remove Obstacles6. Create short term Wins7. Persevere
Leading Change, John Kotter, 1996
Motivate Through the Tough Times
37
Aligning the ENTIRE Team
1. Create Urgency2. Form A Coalition3. Create a Vision4. Communicate5. Remove Obstacles6. Create short term Wins7. Persevere8. Make the change stick
Leading Change, John Kotter, 1996
Aligning the ENTIRE TeamV Corps order for rear HQ
• 20 May 1944 Copy 43 of 60• Subject: Plan for Establishment of P• To: See Distribution List• 1. Mission. To establish a CP for Headquarters V Corps ashore in the
vicinity of ST LAURENT-SER-MER, 665894• 2. Selection of CP: A site will be selected that will accommodate
all officers and enlisted men of HQ V Corps in Force “O” and Force”B”.
• 3. Advance Party: At approximately H+120 minutes a recon part of 65 personnel will be put ashore.
• 4. Actual Location: ……..• 5. Assembly Area: ……..• 6. Vehicle Assembly Area:…….• Signed// by a 2Lt.
Aligning the ENTIRE TeamSetting expectations
• How can anyone perform or contribute if they do not know what they are supposed to do or how to do it?
• Take a moment…consider when you were given a task and didn’t have a clue
• How did that work out?• At least we can start with a plan….then the
chaos or reality will disturb it….but we have a plan
Aligning the ENTIRE TeamMaintaining accountability
• “Our landings in the Cherbourg-Havre area have failed to gain a satisfactory foothold and I have withdrawn the troops. My decision to attack at this time and place was based on the best information available. The troops, the air and the Navy did all that bravery and devotion to duty could do. If any blame or fault attaches to the attempt, it is mine alone. “ (Signed unreleased memo in case the D-Day landing was unsuccessful, June 1944)
Aligning the Entire TeamUpdate Everyone
42
• How can the “team” win if they don’t know the score?
• How can the “team” improve if they don’t know where they are at?
Leading: A simple view
• Setting the Direction
• Aligning the team
• Motivating/inspiring the team
43
Motivate/Inspire
44
• Look at carefully• “You are”• “Crusade”• “destruction of German war
machine”• “elimination of Nazi
tyranny”• “your task will not be easy”• “I have full confidence’
NOT A WORD WASTED
Motivating and InspiringThe Entire Team
• Let’s Invade Europe!
45
Motivating and InspiringThe Entire Team
• Different perspective• Different languages• Different cultures• Different measures
46
Motivating and InspiringThe Entire Team
• Different perspective• Different languages• Different cultures• Different measures
• British, Canadian and U.S.• Navy, Air Force, and Army
47
Motivating and InspiringThe Entire Team
• Different perspective• Different languages• Different cultures• Different measures
• British, Canadian and U.S.• Navy, Air Force, and Army
48
Motivating and InspiringThe Entire Team
• Different perspective• Different languages• Different cultures• Different measures
• British, Canadian and U.S.• Navy, Air Force, and Army
• Bottom Line: Different things motivate different groups and people.
49
So What Motivates?
• Money?
So What Motivates?
• Money?• Security?
So What Motivates?
• Money?• Security?• Belonging?
So What Motivates?
• Money?• Security?• Belonging?• Esteem?
So What Motivates?
• Money?• Security?• Belonging?• Esteem?• Self-Actualization?
So What Motivates?
• Money?• Security?• Belonging?• Esteem?• Self-Actualization?
*Maslow’s Hierachy of Needs
Other Traditional Motivation Theories
56
• Theory X & Theory Y• McGregor
Other Traditional Motivation Theories
57
• Theory X & Theory Y
• Satisfiers/Dissatisfiers
• McGregor
• Herzberg
Other Traditional Motivation Theories
58
• Theory X & Theory Y
• Satisfiers/Dissatisfiers
• Promotion/Prevention
• McGregor
• Herzberg
• Grant Halvarson/Higgins
Drive
59
• Latest attempt to bring new light to what makes us tick
• Suggests that more recent generations are motivated by “THE WORK”
• Theory X vice Theory I• Three main issues:
– Purpose– Autonomy– Mastery
A Specific Example
60
• Back to WWII • Many studies indicated
that the average GI WAS NOT motivated by:– Democracy– Fight against evil– Saving the homefront– Revenge– Even survival
A Specific Example
61
• Back to WWII • Many studies indicated
that the average GI WAS NOT motivated by:– Democracy– Fight against evil– Saving the homefront– Revenge– Even survival
• They didn’t want to let their buddies down
A Specific Example
62
• Back to WWII • Many studies indicated
that the average GI WAS NOT motivated by:– Democracy– Fight against evil– Saving the homefront– Revenge– Even survival
• They didn’t want to let their buddies down Things really have not
changed that much!!!
Motivate Through the Tough Times
63
Is Leadership Enough?
64
Leadership IS NOT Enough
• Need management to execute
• Need leadership to weather the storm
Berlin Airlift
A Total Approach
• Need creativity to get best solutions
• Need systems thinking to get most holisitic solution
Summary
68
Summary
• We need Leadership and Management
• Leading Teams requires– Direction– Alignment– Motivation
• Different leaders fill different roles at different times
69
Questions?
70
Thank You!
• Contact Information:– [email protected]– http://
icollege.ndu.edu/Academics/GraduatePrograms/ChiefFinancialOfficerProgram.aspx
Back-upDecision Making
72
Decision Making/Problem Solving
• Traditional Approach• Analytical vice Intuitive• Think, See and Do
73
Traditional Decision Making
• Define Problem• Define Success• Gather Facts• Analyze Facts• Develop Alternatives• Compare alternatives• Make decision
74
Traditional Decision Making
• Define Problem• Define Success• Gather Facts• Analyze Facts• Develop Alternatives• Compare alternatives• Make decision• Implement• Evaluate
75
Analytical vice Intuitive
Analytical•Similar to traditional approach•Very facts based•Does take time•Useful when time and data are available•Hard to argue with•Can be distorted by hiding some pertinent facts
Intuitive•Is not “gut based”•Is experienced based•Sometimes referred to as Rapid Decision Making•Useful when time is short or data is unavailable•Can be distorted when experience is dated
76
Think, See, Do Model
• People think differently• Situations require different
approached• Leaders who only use one
approach limit their capability
• You must be aware of your “default” approach and the situation you face
• In any case you must do a bit of all three approaches
77
Think, See, Do ModelThink First•Much like traditional model1.Define2.Diagnose3.Design4.Decide5.Do•Proven effective•Takes time•Is this how you choose a spouse? What about a car?
78
Think, See, Do ModelSee First•Requires an open mind1.Preparation2.Incubation3.Illumination4.Verification•Works well for the tactile, the visual, the auditory….but not limited•Imagine the idea that comes to you out of the blue…you can see it
79
Think, See, Do ModelDo First•The opposite of think first•You kind of jump right in1.Try some things2.Figure out what works best3.Keep doing it4.Refine as you go along•Works well in chaos or where things are new•Requires an understanding that the first attempts may not work
80
Innovation Curve