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William W Badger, Ph.D., P.E., NAC
Professor
Arizona State University,Del E Webb School of Construction
Professor
Del E. Webb School of ConstructionIra Fulton School of Engineering Tempe, Arizona 85287 Phone: (480) 965-2499Email: [email protected]
PhD. Soil Mechanics Iowa State University, 1972MS Civil Engineering Oklahoma State University, 1964BS Mechanical Engineering Auburn University, 1959g g y,
Research Interests: Leadership & Management in Construction
Awards: Awards: 2000 - Member of the National Academy of Construction (NAC) 2005 - ASC’s Life Time Achievement Award 2007 - CII’s Richard L. Tucker Leadership and Service Award 2008 One of 25 ENR’s Newsmakers of the Year
Fall 2010
2008 - One of 25 ENR s Newsmakers of the Year
One of the greatest secrets of life is having both patience & wisdom...
Fall 2010 Professor Bill Badger
Leaders P R A C T I C ELeadership Techniques
P Patience to let your followers make mistakes, to learn and to grow
R R l ti hiR Relationship building; essential for win-win relationships
A Attitude, which enables us to achieve
C Character the foundation of our leadership developmentC Character, the foundation of our leadership development
T Time Management allow us time to invest in doing the right things
I Intelligence that enables us to become a subject matter expertg j p
C Care for our people so they will take care of us
E Enthusiasm that is contagious is a lever that moves people
Fall 2010 Professor Bill Badger
Leadership is notnot newLeadership is notnot new
Li Erh (604 B.C.) the royal court librarian and hi i k h “Old M ”historian known as the “Old Master”
He was asked to write down his thoughts and thus became the founder of Taoism, which began not as a religion but as a philosophybegan not as a religion but as a philosophy.
T iTaoism
Tao is “the way” which means thatTao is the way which means that Taoism is both the path and the
method for enlightenmentmethod for enlightenment.
L tLao-tzu
“Effective leadership is to water asEffective leadership is to water as they both cleanse and refresh all
creatures without judgment ”creatures without judgment.”
L tLao-tzu
“Good leaders are those who people love ”love.
“True leaders are hardly known to th i f ll ”their followers.” “Great leaders are those who people
say we did it ourselves.”
I di id l P fIndividual Performancece
form
anc
Per
f
Education and Training
Management Focus Leadership Focus
Fall 2010
Management Focus p
Leadership Development for Engineering Managers
by John V. Farr, Stuart G. Walesh, & George B. Forsythe
CEO orPresident Leadership
SkillsUpper Management
MidManagement
HumanSkills
Skills
g
Project Engineer
Technical
TechnicalSkills
Technicalor StaffEngineer
StudentE l ti i Skill f S f l E iEvolution in Skills for a Successful Engineer
L t L f th M tLet Learn from the Masters
What wisdom do we get from theWhat wisdom do we get from the great leaders of the world?
J h Q i AdJohn Quincy Adams
“If your actions inspire others to y pdream more, learn more, do more and become more youmore and become more, you
are a leader.”
H THarry Truman
“Leadership is the ability toLeadership…..is the ability to get other people to do what they don’t want to do, and
like it ”like it.
Ab Li lAbe Lincoln
“I dislike that man, I need toI dislike that man, I need to get to know him better.”
Teddy RooseveltTeddy Roosevelt
“Clearly define an aim and yalign your resources
towards achieving thattowards achieving that aim.”
C li P llColin Powell
“Leadership is the art of accomplishing more than the
science of management says is g ypossible.”
Leadership Technique p qDevelopment
Experience 26 Year in the Armyy 25 Years in Academia Teaching Industry Seminars
Share with you Techniques that young professionals use
Be competitive
Fall 2010 Professor Bill Badger
50 Leadership Techniques50 Leadership TechniquesConsolidated List
Five Categories1 Win-Win Relationships1. Win-Win Relationships2. Create A "Want To“ Environment3 Continuous Communication3. Continuous Communication 4. Autonomy
l l d5. Mentoring Culture Develops Leaders
Fall 2010 Professor Bill Badger
I. Win-Win RelationshipsS b H diSub Headings
1. Care for your people2. Leadership and teamwork are powerful
tools that enhance performance 3. Practice Common Courtesy4. Support Others’ actions
Fall 2010 Professor Bill Badger
Leadership TechniquesCategories
1. Take Care of Your People (8)
If you care for your people, they will take care of you; they will take care of the client and the company.
Companies that have servant leaders who care for their employees make a higher profit.
Fall 2010 Professor Bill Badger
C F Y P lCare For Your People
1. Accept differences in others2. Be patientp3. Be quick to accept blame and quicker to give credit4. Forgive5 N k f l h illi5. Never ask more of your people than you are willing to
give of yourself6. Practice the new “Golden Rule”7. Reconnect daily (15 minutes) with your significant other8. Spend time with others
Fall 2010 Professor Bill Badger
TeamworkTeamwork
2. Leadership and teamwork are powerful tools that enhancepowerful tools that enhance performance (2)
All of us, collectively, are smarter than anyone of us, individually, so be inclusive.
Leadership gives us the tools to work together harmoniously. p g g y It is hypothesized that good leadership will improve
productivity by 35 percent.
Fall 2010 Professor Bill Badger
Leadership & Teamwork Tools That Enhance Performance
9. Ask for help and accept help graciously
10. Ask for, and accept, others’ opinions --- take ideas seriously; write them downy;
Fall 2010 Professor Bill Badger
P ti C C tPractice Common Curtsey
3. Practice common courtesy (5)
Know your co-workers’ names.
Att ib t f i l t h i d t it f Attributes of nice people match many recognized traits of leaders.
H i t i d i b b t bl i Having sustained niceness may be your best enabler in becoming a great leader.
Fall 2010 Professor Bill Badger
P ti C C tPractice Common Courtesy
11. Establish and keep follow-updates 12 Invite someone to join you for coffee if you are12. Invite someone to join you for coffee - if you are
the boss, be sure to treat13. Recognize important events in others’ lives, inquire
( i h h ) b ’ f il bl(with empathy) about someone’s family problems14. Shake hands, remember names, say, “Hi! How are
you?”y15. Smile and use humor
Fall 2010 Professor Bill Badger
Support Others’ ActionsSupport Others Actions
4. Support others’ actions (5)
You need to support your employees and peers when they are doing their job.
When you provide ideas and give support to someone else’s actions, not only is the team helped, but you also improve the personal relationships that are needed to accomplishthe personal relationships that are needed to accomplish your own work
Fall 2010 Professor Bill Badger
Support Others’ ActionsSupport Others Actions
16. Be enthusiastic16. Be enthusiastic17. Give the “OK” signal when you agree18. Point out the good consequences of another’s
actions19. Repeat compliments from others20 Say “You are right”20. Say, “You are right”
Fall 2010 Professor Bill Badger
II. Create a "Want To“ Environment
Leaders create an environment where people “who want to” do things (8)people who want to do things (8)
Managers have people “who have to” do things. Requesting gets better results, generates enhanced ideas, and
builds trust. Make people feel that their work is meaningful, which will instill
the “want to do” as opposed to the “have to do.” 35 % Improved Efficiency
Fall 2010 Professor Bill Badger
Create A "Want To“Create A Want To Environment
21. Create new job titles22. Delegate and trust your employeesg y p y23. Give complete reasons for directions24. Identify and praise the specific task or job25. Job redesign26. Job rotation27 P id j b / i f i27. Provide a job resource/new piece of equipment28. Set goals, priorities, expectations and hold people
accountable
Fall 2010 Professor Bill Badger
accountable
III. Continuous C i tiCommunication
Continuous communication is the key to all successes (7)successes (7)
Communication ranks as the most frequently cited leadership skill set found in the literature.
Leaders must be able to communicate. Employees will quickly lose their way without a guiding light. p y q y y g g g The biggest factor to successful relationships between people is
their ability to communicate.
Fall 2010 Professor Bill Badger
Continuous CommunicationContinuous Communication
29. Actively listen30 Ask the right questions30. Ask the right questions31. Be accessible/available32. Be open and honest; openness promotes ethical
b h ibehavior33. Express feelings34 Manage by Wandering Around (MBWA) skillfully34. Manage by Wandering Around (MBWA), skillfully
conduct office visits35. Seek to understand first
Fall 2010 Professor Bill Badger
IV A tIV. Autonomy
Provide Autonomy (8)
Autonomy involves the degree of freedom, independence, and decision-making ability people have.
Having responsibility demonstrates trust and motivates Having responsibility demonstrates trust and motivates. Responsibility speeds the decisions making process. Autonomy is enriching and gives power plus a feeling of
importance
Fall 2010 Professor Bill Badger
V A tV. Autonomy
Autonomy involves the degree of freedom, independence, and decision-making ability people havepeople have
Having responsibility demonstrates trust and motivates
Responsibility speeds the decisions making process
Autonomy is enriching & gives power & a uto o y s e c g & g es po e & afeeling of importance
Fall 2010 Professor Bill Badger
A tAutonomy
36. Admit you are wrong37 Be adaptable/embrace change37. Be adaptable/embrace change38. Believe in the laws of decency and common sense39. Do the best you can39. Do the best you can40. Have no rules41. Practice life long education42. Practice time management43. Protect your reputation, act with character
Fall 2010 Professor Bill Badger
Mentoring Culture Develops g pLeaders
5. A mentoring culture is essential in developing leaders (7)
Mentoring is one-on-one teaching that builds leadership skills in a subordinate
Education and training is an investment, not an expense. Training tells employees that the company values them. It also improves performances. p p
Fall 2010 Professor Bill Badger
Mentoring Culture Develops g pLeaders
44. Ask a person to lead a meeting, or part of it45. Give special jobs to subordinates46. Give teaching assignments47 P ti d l ti47. Practice delegation48. Provide feedback49 Share information experiences and wisdom49. Share information, experiences, and wisdom50. Show constructive concern about performance
problems
Fall 2010 Professor Bill Badger
A ibilitAccessibility
Your actions will speak louder than words Open door vs closed door (hermit effect) Open door vs. closed door (hermit effect) Open mind – listen well Open heart – show you care Lunch with team members from time to time Be inclusive Remember the little, but important things.
(Birthdays, tenure anniversaries, etc.)
Fall 2010 Professor Bill Badger
A t h l i lAccept help graciously
People want to help the boss They want to be part of the corporate body They want to be part of the corporate body Let them know what is going on Listen to their ideas Listen to their ideas Practice openness
Fall 2010 Professor Bill Badger
Ad t bilit ?Adaptability?
For leaders, it means responding effectively to , p g ychanging events in the organizational environment
Fall 2010 Professor Bill Badger
Appreciate the fact that there ppis no short cut to success
It takes a lot of work to accomplish a task, don’t rush it - do it right the first time.
First things first are a simple but effective conceptconcept.
Al H Pl BAlways Have a Plan B
There is a fellow named Murphy out there who will i Pl A ill f linsure your Plan A will foul up.
O’ Riley's Law – Murphy was an optimist, Smile O Riley s Law Murphy was an optimist, Smile
When we prepare a Plan A, always consider the worst scenario and come up with a workable Plan B.
Always Start yAssignments Early
Getting started early allows professionals to identify problems early and find alternate sol tionssolutions.
The first draft sitting on the computer keeps the task visible.
If it is worked on daily, it allows time to think and add new idea.
Each revisit ensures a more thoughtful content Each revisit ensures a more thoughtful content.
A il bilitAvailability
During work time, be easily accessible.
Many times a worker may need just a little guidance, direction, or authorization to keep the ball rolling.g
Effective leader do not cause delays?
Fall 2010 Professor Bill Badger
B H blBe Humble
We need everyone’s help
Graciously accept help.
Ch k 10 t d i th E l di Check 10 pages at random in the Encyclopedia and see what percent of the material you really know. (2%)
Don’t be a know it all.
Be Respectful to pAll People
Ranked Number One in Most CE Surveys
Use the Magic Words; Thank you, You’re Welcome, Please, YesThank you, You re Welcome, Please, Yes
Sir, No Sir, Yes Ma’am, No Ma’am, Good Job, Good Question, and If You Please.
Become a subject matter jexpert
For creditability each of us need to be a subject matter expert. j p
Hopefully we pick an area that we have great interest and if possible we would pick our hobby area.
With success comes enjoyment and satisfaction.
Common CourtesyCommon Courtesy
Know your co-workers names
What if a situation came up where you had to introduce a client to your staff yand you didn’t know all their names?
Fall 2010 Professor Bill Badger
D l tDelegate
It’s the trivial or short-term things that often keep you from managing your timefrom managing your time.
Try delegating these tasks to your subordinate, or eliminating them from your To-Do list. g y
Focus on the important tasks that you alone can do. Review every item on your To-Do list each night and ask
lf “ h h b f ”yourself, “Is this the best use of my time?” Free yourself up for something more valuable.
Do an Outstanding Job Plus One More Thing
Do More Than Expected.i d i d i i Invest in more Education and Training.
Get Certified and Licensed. Volunteer to help. Be a Servant Leader and Take Care of Your
lPeople.
F iForgiveness
There is nothing so bad that cannot be forgiven. Nothing!
Withholding forgiveness is to choose to continue to remain the victim.
Remember, you always haveRemember, you always have choices.
When you feel that forgiveness is necessary, do f i f " h i " k D i f lf!not forgive for "their" sake. Do it for yourself!
The person you have never forgiven. . . owns you! The person you forgive owes you!
Fall 2010 Professor Bill Badger
you! The person you forgive owes you!
N Kill th MNever Kill the Messenger
When employees bring you bad news, listen, and thank them for sharingand thank them for sharing
Never get mad at the messenger
Your success is driven by this critical feedback y
Stay positive during the entire visit or you will stop receiving this essential feedback
Fall 2010 Professor Bill Badger
PatiencePatience
Patience is power
Listen thoroughly before you speak
Don’t butt in and blab away before you have heard the whole story and all thehave heard the whole story and all the facts.
Fall 2010 Professor Bill Badger
Prior preparation isPrior preparation is the key to success
Know what is on the agenda for each i b f dimeeting before attending.
Search on the web for a little information about each topic.When given an assignment research it.g gAnticipate what can be done early and
do itdo it.
Question Behind the QuestionQuestion Behind the Questionby John G. Miller
?Making better choices in the moment by asking better questions ?
Guidelines for better QBQ: Begin with “What or How” (not Why. When, or
Who) Contains an “I” (not they, them, we, or you)
Focus on action Focus on action
Fall 2010 Professor Bill Badger
Use Lomba di TimeUse Lombardi Time
Always arrive early. Coach would fine his players if they were not 15
lminutes early. When you arrive early you can review the
agenda, think, find the best seat, and build g , , ,relations with the other early arrivals.
If you are late you feel embarrassed, sit only in the empty seats and wonder what you missedthe empty seats, and wonder what you missed.
Even with good excuses, you still have a reputation for not being punctilious.
Defeat the Procrastination Virus
Young professionals are always overloaded and never seem to have timeoverloaded and never seem to have time to meet their many requirements.
The Professor was fortunate to have a wife that never let the “to do” list exceed 10 items.
Every day was spent keeping the list short.
S t R li ti G lSet Realistic Goals
Goals give direction, and help manage timetime. Make sure your goals are specific,
bl li ti d hi blmeasurable, realistic and achievable. Your optimum goals are those that cause
you to “stretch” but not “break” as you strive for professional satisfaction.
K Y BKnow Your Boss
When we work for someone, we want to please them.
If you don’t know their desires, then you are not going to give them what they want.
Bosses who are surprised are usually unhappy bosses.
If b chance o fo l p then o sho ld If by chance you foul up, then you should be the first one to tell your boss.
Don’t let someone else be the one to tell your boss.
Pl Y D 1Plan Your Day 1
To have a good, productive day at the office, start yourself off with daily , y yplanning.
Create a To-Do list of the clients you want to meet doc ments o need to p epa eto meet, documents you need to prepare, and deadlines you have to meet, etc.
Don’t be afraid of putting down too much Don t be afraid of putting down too much. Prioritize your list. Put the number “1”
next to the most important item, “2” p ,beside the next most important item, etc.
Plan Yo Da 2Plan Your Day 2
To have a good, productive day at the officeoffice.
Create a Not to do list. Things you are doing that cost time
you do not have and others could do.
St Ph i ll FitStay Physically Fit
Reliefs stress.d Increase your endurance.
Improve your health. Makes you a total person. You live longer You live longer.
C t l Y EControl Your Ego
Be quick to take blame Be quicker to give credit Compliments from other mean so p
much more than when we give them to ourselves.
R d G d B kRead Good Books
One year as the Quemoy Engineer, I read 200 booksread 200 books. What did this do for me? I believe it gave me additional insights
and understandings. If you read 52 Good Books you will
have the equivalent education of a PhD.have the equivalent education of a PhD.
Embrace moderationEmbrace moderation in all things
Balance work, family, friends, , y, ,and play.Don’t become a workaholic.Don t become a workaholic.Have a hobby.St d ll thStop and smell the rosesVote.
H fHave fun
Anyone who is not enjoying his or her job should change jobs. j g j
Professionals will enjoy their work, and it will be fun.
Be careful of folks with long, unhappy faces. ppy
They probably are not being effective in their jobs or life. j
U HUse Humor
Forces people to smile. Releases tension. Promotes openness Promotes openness. Tell folks I’m OK and You are OK.
Humor and a SmileHumor and a Smile
Soften many tense situations It relaxes people Laughter is healthy It tells folks I’m OK and You are OK
Fall 2010 Professor Bill Badger
OOxymoron
Popular oxymoron's In popular usage, the term oxymoron is p p g , y
sometimes used more loosely, in the sense of a simple contradiction in terms.
Fall 2010 Professor Bill Badger
l f ’Examples of Oxymoron’s
Holy warFound missingMinor Catastrophe
Temporary tax increaseSweet sorrowJumbo Shrimp Plastic glasses
pAffordable housingNear missesUnited nationsDeath benefits
Plastic glassesHonest PoliticianPeace forceTight slacksDeath benefits
Good griefCivil WarGovernment organization
l df ll
Tight slacks Twelve-ounce pound cakeWorking vacationPretty uglyFreezer BurnSanitary landfill
Legally drunkSmall crowd
Freezer BurnPostal ServiceExact estimate
Fall 2010 Professor Bill Badger
Si l P tSimply Put
Leaders have employees’ wanting to do things whiledo things while
Controlling Micro-Managers haveControlling Micro Managers have employees’ having to do things.
The difference is “Momentous”
We are all Captains of our own Ship ! Know where you are going Pick a good Crewg Don’t swim without a life jacket Embrace the “ing” words b ace t e g o ds Living LearningCreatingHelping
Fall 2010
Don’t Procrastinate
A blind boy sat on the steps f b ildi ith h t b hiof a building with a hat by his
feet. He had sign which said: g
"I am blind please help "I am blind, please help.
There were only a few coins in thein the hat.
A man was walking by He took a few coins from his pocket He took a few coins from his pocket
and dropped them into the hat.dropped them into the hat.
He then took the sign, turned it around, and wrote some words.around, and wrote some words.
He put the sign back so that everyone who walked by would seeeveryone who walked by would see the new words.
Soon the hat began to fill up A lot Soon the hat began to fill up. A lot more people were giving money to the blind boy.
What did you write?
That afternoon the man who had changed the sign came to see how g gthings were going.
The boy recognized his footsteps and y g pasked, Were you the one who changed my y g y
sign? What did you write?"
The man said, I only wrote the truth. I said what you said but in a different
The Moral of the Story Be thankful for what you have. yWhen life gives you a 100 reasons to
cry, show life that you have 1000 reasons to smilereasons to smile.
Face your past without regret, handle your present with confidence, prepareyour present with confidence, prepare for the future without fear, and keep the faith.
The most beautiful thing is to see a person smilingp g
And even more beautiful, is knowing that you are the reason behind it!!!