Managing and Leading Principles

8/14/2019 Managing and Leading Principles

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LEADINGLEADING PRICIPLESPRICIPLESPrepared By:Prepared By:

Ashraf S. Youssef, Ph. D.Ashraf S. Youssef, Ph. D.Quality AssuranceQuality Assurance ManagerManager

S.M. ASQ L.A. BSI M. ELI M. EMSS.M. ASQ L.A. BSI M. ELI M. EMS

I.E.I.E. : Your Source for Achieving Excellence: Your Source for Achieving Excellence

FebruaryFebruary 2222,, 20092009

AgendaAgenda

..

2.2. Learning to LeadLearning to Lead

3.3. LEAD Teams.LEAD Teams.

4. Ten Essentials of Teamwork

I.E.I.E. : Your Source for Achieving Excellence: Your Source for Achieving Excellence2


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Leadership Theories

Traits Those that dont change readily, e.g., height, gender

Those that change with difficulty, values

Those that can be developed

Leadership Styles Orientation to people

Task orientation

Contingencyleaders style needs to adapt to the context

New leadership such as transformational or connective


ea ers

Steven Rhinesmith (2000)

1. Managing competitiveness by looking at the" "

2. Managing complexity

3. Managing alignment

4. Managing change

5. Managing teams

6. Managing learning by being open and


learning globally


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Black, Morrison, and Gregersen (1999)

1. Inquisitiveness

. n a y o em race ua y

3. Character to develop trust andgoodwill among people from differentcultural backgrounds

4. Savvy" that allows a leader to see


resources for accomplishment

Rosen, Digh, Singer and Phillips (2000)

1. Personal literacy including understanding selfand one's own limitations and abilities

2. Social literacy to assemble strong teams and

unleash collective strength

3. Business literacy including understanding theorganization and its environment

4. Cultural literacy includes knowing about and



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McCall and Hollenbeck (2002)

1. Open-minded and flexible in thinking andtactics pursued

2. Cultural interest and sensitivity

3. Ability to deal with complexity

4. Resilience, resourcefulness, optimism, andenergy

5. Honesty and integrity

6. A stable ersonal life


7. Technical or business skills

Global LeadershipAttributes and Theories

A global mindseta way of thinking that looks beyond self andimmediate circumstancestrait; new leader

Know the bbusiness and its eenvironmentknow theenvironment savv bi icture thinkin ali nmentcontin enc

Create and convey a clear vision with integrity clear sense ofpurpose; convey to others;character; honesty; integritytrait,leadership style

Develop self- awariness and understandingpersonal literacy;self-knowledge; reflectiontrait; new leader


many backgroundsleadership style, trait

Continuously learninquisitiveness; being open to others and tonew information; leader and learnernew leader


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1. A global mindset2. An ability to work as an equal with persons of diverse backgrounds

Attributes for the Global Managers

. ong- erm or en a on4. The ability to facilitate organizational learning5. The ability to create learning systems6. The ability to motivate employees to excellence7. Skill in negotiation and an ability to approach conflict in a

collaborative mode8. Skillful choices and assignments for managers worldwide9. The ability to lead and participate effectively in multicultural teams10. An understandin of one's own cultural values and assum tions


Moran and Riesenberger (1994):

.11. An ability to profile the organizational and national culture of others

with accuracy

12. Avoidance of cultural mistakes and ability to behave in anappropriate manner in all countries

Global perspective

Local res onsiveness


Synergistic learning that makes itpossible to work with and learn frompeople from many cultures

An ability to collaborate with others on


Adler and Bartholomew (1992)


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Can be from any country

Typically speaks more than one language


fluently

Has lived and worked in more than one

country

Often has a passport from more than onecountry


Ohmae (1990)

requen y e c o paren s w o are romdifferent nations

Managerial Attributes in Europe

The European style of management differs from U.S. andJapanese management styles on the basis of fourcharacteristics:1. greater or entat on towar peop e as n v ua s2. A higher level of internal negotiations betweensuperordinates and subordinates3. Greater skills at managing international diversity and4. An enhanced ability to manage between extremes likeshort-run versus long-run goals

Roland Calori and Bruno Dufour (1995)


In Europe, the most admired senior managers arehumane, professional, determined, close toemployees, and communicate well (Brown, 1994)


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Leadership skills thatliberate, inspire and


motivate powerful

performance at everylevel of the organization!

?

What pressures are causing

organizations to change

the way they do business?

?



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Changing customer expectations

Market Pressure

ew tec no og es

Emerging markets

More competitors


n er epen en g o a econom es

Frequent mergers & acquisitions, strategic

Market Pressure

alliances

Complex and ever-changing marketconditions

Must be better, faster, cheaper and more


innovative to compete


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Mergers, acquisitions and strategic

Internal Pressure

alliances require new ways of working

Turbulent, complex, fast-pace workenvironments

Continuous process improvementre uired


More direct reportsless supervision

Everyone asked to collaborate

Internal Pressure

An environment of shared leadership

Accountability and decision makingshifted to workers

Intense competition for skilledworkershi h turnover



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,

need a leadership approach that

fosters commitment and aligns

performance


strategic priorities

Helps employee leaders

Build trust and inspire cross-functionalteamwork

Help others think through issuesand arrive at decisions

Coach others and committo continuous learning

Influence others and promote


teamwork


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Helps employee leaders

Surface and resolve conflicts-

Deal with change constructively

Link daily actions to businessobjectives

Take personal responsibility


for results

Helps your organization

Create a collaborative, productive-

Gain clarity about the importanceof personal leadership and sharedaccountability

Develop a flexible, agile, market-



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Helps your organization

Enhance the competence of leaders

Align leadership and performancedrivers

Sharpen focus on key goals andstrategies


Research

ersona ea ers p

Coaching others forsuccess

Linking performance

shows that three

competencies

create agility and

responsiveness at


every level of the

organization


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Personal leadership

dynamic global marketplace, employees

at every level must step forward into

leadership roles


Personal leadership

Discusses the mindset that leadership iseveryones responsibility and explore fivecritical leadership strategies



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Personal leadership

The Basic Principles

1. Focus on the situation, issueor behavior, not on the person

2. Maintain the self-confidenceand self-esteem of others

3. Maintain constructive relationships


4. Take initiative to make things better

5. Lead by example

Personal Strategiesfor Navigating Change

Personal leadership

Skills that help participants recognizeand deal with difficult transitions

Managing Your PrioritiesA mind-mapping process and other


priorities, improve communication andcomplete tasks


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Influencing for Win-Win OutcomesTechniques for communicating ideas

Personal leadership

Moving from Conflict to Collaboration

Skills that transform conflict intopositive, constructive outcomes

Proactive Listenin


Techniques to enhance listening skills

and the ability to seek, process andapply information

Expressing Yourself:

Presentin Your Thou hts and Ideas

Personal leadership

A process for planning, organizing anddelivering results-oriented messages

Handling Emotions Under Pressure

Techniques that help participants take


charge in difficult circumstances andmove discussions toward recovery


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Market res onsiveness is

maximized when managers,

supervisors and employees

have the skills to turn

Coaching

others

for success


conversations into strategic

coaching moments

Coaching others for success

Coaching: Bringing Out the Best inOthers Techniques for guiding andmo va ng peers owar g er eve sof performance

Giving and Receiving ConstructiveFeedbackA rocess for communicatin critical


information in a way that supportsongoing learning and mutual respect


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Givin Reco nition

Coaching others for success

Techniques for acknowledging theaccomplishments of peers, managersand suppliers in meaningful,appropriate ways


Leaders with formal

responsibility for others

need special skills to inspire

commitment and focus

n ng

performance

to strategic

goals


per ormance on e goa s adeliver the biggest return


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To be properly executed,

a strate has to be

communicated throughout

the organization

in a way that everyone can

n ng

performance

to strategic

goals


understand and take

action on it

Moving the Organization

Linking performance to strategic goals

Contribution

Identifying WorkPriorities & Setting

Verifiable Goals

GainingCommitment to

Preset Goals

CorrectingPerformance

Problems

Conducting


Performance Review


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Moving the Organization Forward:Defining Your Teams Contribution

A rocess for resentin bi - icture oals


and encouraging participation in thedevelopment of plans to supportobjectives

Identifying Work Priorities and Setting


An approach leaders and employees canuse to prioritize and set goals for highestreturn

Gaining Commitment to Preset Goals

A process for developing commitment


employees had a minimal role inestablishing

Correcting Performance Problems


individual performance back on trackand sustain morale and commitment


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Conducting a Collaborative


Per ormance Review

A process for conducting positive,forward-looking performanceevaluations


What Type of Leadership StyleIs Yours?



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John Maxw ell says,

If you invest in your development as aea er, e ong- erm resu s grow .

And yes, some are born with greaternatural gifts/skills than others, but the realability to lead is a collection of skills thatcan be learned and improved.


From The 21 Irrefutable Laws of Leadership

Leadership is

self-awareness, understandingothers, and vision

Insight

Take responsibility & risksInitiative

communicate & lead others in theright direction

Inspiration

empower others to use their talentsInvolvement


be yourselfIndividuality

Style


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Visionary Leaders

Cast visions powerfully because they have acrystal-clear picture in their mind of what theywant to happenand then they pursue itrelentlessly and draw people into the vision.

They may or may not be able to form teams,ali n talents set oals or mana e ro ress


toward achievement.

Directional Leaders

Sometimes operate behind the scenes, but

right path at the critical intersections byassessing the values, mission, strengths,weaknesses, resources, personnel & open tochange in the group and then point them in


.


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Strategic Leaders

Have the ability to break an exciting visioninto achievable steps. They form a gameplan that everyone can understand andparticipate in and then challenge the groupto work the plan in a synchronized pattern.


Managing Leaders

Have the unique ability to establish milemarkers, then organize & monitorpeople, processes, systems, andresources to achieve the mission.

They even derive enormous satisfactionfrom doing all the managing.



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Mot ivational Leaders

Possess insight into who needs a freshc a enge, a ona ra n ng, pu crecognition, or an encouraging word.This ability is vital, especially when thetasks become tiresome or difficult.


Shepherding Leaders

Nurture the team members by.

everyone has the skills or desire to bea leader, but will thrive in thecommunity and work hard when theyknow they are cared for.



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Team-Bu ilding Leaders

Have insight into people. They seethe ri ht abilities character &chemistry that will blend to achievethe desired results. If the rightpeople are in the right slots doing theright things for the right reasons,theyll get the work done with very


little guidance.

Entrepreneurial Leaders

Possess vision, boundless energy,an a r s - a ng sp r . eyfunction best in a start-up operation.They love being told it cannot bedone.



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Re-engineering Leaders

Would rather tune-up, heal and

lost the vision or focus. They like tosolve the problem and then move on toanother.


Bridge-building Leaders

Are the most flexible. They have the

to listen, understand and think outsidethe box. They are very diplomatic andrelate to diverse people.



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L.E.A.D.ing Teams

Creating

Synergy andProductivity


Conflicti

Leadership

Common Goals

Model of the Ten Essentials of Teamwork

u

RespectFor

Differences

MutualTrust

i

Self-Esteem

Interaction andInvolvement

What TeamsNeed


Process &Content Power to

Makedecisions

OpenCommunication


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Ten Essentials of Teamwork

1. Common Goals:

Reason for being and2. Leadership:

wor ng toget er

Rationalize existence

Clear goals produce teamachievement

able to lead

Respected andinfluential individuals

Build bridges


3. Interaction andinvolvement of all

4. Maintenance ofindividual self-esteem:


members:

Members mustcontribute actively

No holding back

Leaders mustknow how to get

Individual contributionsmust be heard, valuedand acknowledged


n v ua sinvolved


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5. OpenCommunication:

6. Power to makedecisions:


Members canspeak their mind

Ample time shouldbe given forcommunication

Good informal

a oes e eam avethe power to change?

Team carries outdecisions


channels

7. Attention to process andcontent:

8. Mutual trust: Treatment of each other,


Process used to do thework; how the workshould be done

Content of the work done;

what has to be done

leader

Discussion of howbehaviors affect trust



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9. Respect for Differences:

Disagreement and

10.Constructive conflictresolution:


erence w t outpunishment

Respect for the needs ofothers

If not met, can bedemotivating

ea y reso u on

Leader facilitates memberexpression of conflict


Task and Social Dimensions

Inseparable components ofteamwork

Team leaders must workcontinually with both dimensions,as must the team members

The extent that the team does its


,


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TASK Dimension that

SOCIAL Dimension that

Task and Social Dimensions

that team membersare to perform

Outlines the jobsand how the jobsare to be done

members feel towardone another and theirmembership on theteam

When ideas are


developed, plans for

working together arealso developed

Preserving Dignity

Team is a diversecollection of individuals

DIGNITY

People are more

own unique characterand potential forcontribution to theteam

Conformation andsubjugation is

com or a e as par o a

group

Leader must besensitive to the need topreserve individual

dignity, to capitalize on


differences, and to nottry to achieveconformity


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Why is this important?

Unique character and potential forcontribution

Conforming and subjugation is

degrading

Takes into consideration:

Race, gender, age, religion or culture

Capitalizes on differences


What people fear

Groupthink

No patience to work with others would ratherbe independent

Frustration due to time demands for

consensus building

Want work to have ersonal mark



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What an effective team leader can do

Realize the need for individuality

Teamwork is an ongoing negotiation

Facilitates different views into consensus

Challenges team to meet individual needs

Provide work alone or with team


The L.E.A.D. Model

Lead with a clear purpose

Empower to participate

Aim for consensus


Direct the process


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What L.E.A.D. does

Includes key leadership functions:

Setting goals and objectives

Involving people

Reaching consensus

Attention to task and relationships

Ensures 10 essentials are met


Lead with a clear purpose

Use goals as motivation for teams

Set realistic, team-oriented goals

Publish the teams goals

Have milestones to make sure theteam is going in the right direction



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Empower to participate

Give the team members the power(authority) to follow through and act onthe established goals

Team members become unmotivatedif they cannot participate in importantdecisions


More empowerment

Help people solve problems they arecapable of solving

Encourage participation by listening

Listening and asking questions

Regularly seek team members ideas,opinions, and reactions without judging



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Even more

Allow teams to assess themselvesand determine team erformance

Positive reinforcement often

Genuine appreciation

Focus on: Consideration, Attention,and Encouragement


Aim for consensus

Consensus?Hel eo le move toward eneral a reement

Bring as many ideas, opinions, andconflicts to the table

Help find the approach that best meets theneeds of the organization & team members

Responsibility of leader to act on decisionor to empower the team to



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Direct the process

Use various techniques to help the

Be aware of methods and practicesthat help team members work welltogether

Direct does not mean to order the


team around

Review of Objectives

What does L.E.A.D. stand for?

How are the two dimensions related?

What does preservation of dignity haveto do with team leadership?

How can we use the L.E.A.D. model inteamwork on a regular basis?



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an s or

your time and attention


Documents

Managing and Leading Principles