Defining Your Leadership Style in a Performance-Based Organization

Joe Mazzeo

Integrated Lean and Quality Solutions, LLC

June 16, 2016

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Defining Your Leadership Style

to

Lead a Performance Based Organization

Topics of Discussion

• History of Leadership

• Defining Effective Leadership

• Developing Your Leadership Skills

• Summary


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Presentation Take-Aways:

• Learn about some of the basic traits / expectations and behaviors of

great leadership

• Identify the important leadership competencies you wish to improve

• Applying situational leadership to improve leadership performance

and support of your people

• Understanding strategies to improve your leadership style

• Developing your own leadership style and approach

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• Summary


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Definition of Leadership:

Leadership is having a vision

and communicating it and having

it understood and implemented

by other people.

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History of Leadership Development

Aristotle Philosopher

322 BC

Chester Barnard President

New Jersey Bell 1938

Joseph M. Juran Q Management / Author

1958

John Maxwell Author

1990-2000’s

Lao Tzu Philosopher

571 BC

Sun Tzu General 497 BC

Peter Drucker Researcher/Author

1942

Tom Peters Researcher/Author

1980’s

Workers are: - Lazy - Untrustworthy - Need to be controlled - Not valued

Workers are: - Motivated - Dependable - Empowered - Most valuable asset

Leadership Thinking About Employees

Evolves 6


TIME

Leadership Development

• Effective leadership performance is important

across all types and sizes of organizations

• Example:

- In U.S. there are over 300K manufacturing companies

- 90% employee 100 people or less

- Most are not OEMs – but Tier 2/3 suppliers and Small Shops

• So whether 10 or 1000 employees in a company, employees are looking for

the same thing from their management:

Effective Leadership!

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Who Are Some Leaders You

Admire?

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Effective Leaders Winston Churchill

Vince Lombardi

Gandhi

Nelson Mandela

Margret Thatcher


• We recognize “perceived” leaders in the media

• But what about leaders who have affected your

perspective on leadership?

• Never hear about “day to day” leaders

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Effective Leaders


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Effective Leaders……..Such as:

Donna Clancy

Executive Director (Retired),

SCAMP

Aaron Feuerstein

Past President, Malden Mills

Beverly Tatum

President (Retired), Spelman College

Harry Gordon Selfridge

Selfridge Department Stores


http://www.clarkstonnews.com/Articles-News-i-2014-03-05-254219.113121-sub14473.113121-Big-shoes-to-fill-when-Clancy-retires-from-SCAMP-program.html

12 General Armstrong Custer

Dr. Evil (Austin Power Movies)

Neville Chamberlain

Herbert Hoover

Franklin M. Heart (9 to 5 Movie)

Miranda Priestly (Devil Wears Prada Movie)

Poor Leaders





• Behaviors of a Great Leader

• How to Develop Your Leadership

• Summary


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Autocratic

Democratic

Commanding Logical

Visionary Effective Dictatorial

Maintenance

Successful

Inspirational

STYLES OF LEADERSHIP

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Autocratic

Democratic

Commanding Logical


Maintenance

Successful

Inspirational

Regardless of Leadership Style

How adaptive is your

leadership when

dealing with the issues

you face?

Establishing / Reinforcing

Expectations

Requiring Appropriate

Behaviors

Developing

Competencies /

Skills

Achieving Results Effective Leadership Involves

Establishing and

Communicating the Vision 16


Behaviors of a Leader

• Committed to excellence

• Confident

• Keen desire to win / Action oriented

• Integrity / Honesty / Trustworthiness

• Willing / Able to make hard decisions

• Business Sense

• Keeps promises and commitments

• Fairness and consistency

• Able to develop effective relationships and partnerships

• Authentic with humility and grace

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Leadership vs. Results

Results

Leadership Style

Ineffective

Highly Effective

0 100 %

Strive To Be Here

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Leadership vs. Results

Results

Leadership Style

Ineffective

Highly Effective

0 100 %

Strive To Be Here





• Summary


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So How Do You Become

a

Great Leader?


Leadership Development

• Training classes

• Advanced degrees (MBA)

• Executive development programs

• Reading books

• Self Evaluation and Feedback

• Observing other Leaders

• Developing Competencies

• Situational Leadership

• Mentoring

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What are Leadership Competencies?

Leadership competencies are leadership skills and behaviors that

contribute to superior performance

Used to develop current and next generation of leaders

Leadership competencies and skill development drives improve

leadership

Leadership competencies change as the business environment and

needs change


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Leadership Competency Development

The Lominger Competencies


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FYI – For Your Improvement*

Written by: Michael Lombardo & Robert Eichinger Developers of the Lominger Competencies Purpose of the Lominger Competencies is to help a person improve their personal performance and leadership skills

*FYI – For Your Improvement Michael Lombardo / Robert Eichinger January 2004 – Fourth Edition Lominger International

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What is Lominger Competency? Lominger Competency address three basic leadership

and talent management needs:

- Strategic and organizational alignment

- Leadership and executive development

- Talent and performance management

There are 67 competencies

Use of the Lominger Competencies can lead

to job success.

Create long-term human capital competitive advantage.



1. Strategic Skills

2. Dealing with Ambiguity 30. Intellectual Horsepower

5. Business Acumen 32. Learning on the Fly

14. Creativity 46. Perspective

17. Decision Quality 51. Problem Solving

24. Functional / Technical Skill 58. Strategic Agility

28. Innovation Management 61. Technical Learning

LOMINGER COMPETENCIES


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2. Operating Skills

16. Timely Decision Making 47. Planning

18. Delegation 50. Priority Setting

19. Developing Direct Reports 52. Process Management

20. Directing Others 59. Managing Through Systems

27. Informing 62. Time Management

35. Managing and Measuring 63. Work Systems(Lean/ISO/etc)

Work

39. Organizing



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3. Courage

9. Command Skills

12. Conflict Management

13. Confronting Direct Reports

25. Hiring and Staffing

34. Managerial Courage

56. Sizing Up People

57. Stand Alone



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4. Energy and Drive

1. Action Oriented

43. Perseverance

53. Drive For Results



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5. Organizational Positioning Skills

6. Career Ambition

8. Comfort Around Higher Management

38. Organizational Agility

48. Political Savvy

49. Presentation Skills

67. Written Communications



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6. Personal and Interpersonal Skills

3. Approachability 36. Motivating Others

4. Boss Relationships 37. Negotiating

7. Caring About Direct Reports 40. Dealing with Paradox

10. Compassion 41. Patience

11. Composure 44. Personal Disclosure

15. Customer Focus 45. Personal Learning

21. Managing Diversity 54. Self-Development

22. Ethics and Values 55. Self-Knowledge

23. Fairness to Direct Reports 60. Building Effective Teams

26. Humor 64. Understanding Others

29. Integrity and Trust 65. Managing Vision and Purpose

31. Interpersonal Savvy 66. Work/Life Balance

33. Listening



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How Does a Lominger Competency Work:

For every competency there is:

A description of the competency in terms of being:

- Skilled

- Unskilled

-Overused Skill

Possible causes to poor performance

Remedies for improvement



How Does a Lominger Competency Work

Example:

LC # 60 - Building Effective Teams:

- Skilled

- Overused Skills

- Overused Skills


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LC # 60 – Building

Effective

Teams

Skilled: - Blends people into teams when needed

- Lets people finish and be responsible for their work

- Defines success in terms of the whole team

- Creates a feeling of belonging in the team

Competency Description Example

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Effective

Teams





Overused Skills - May not treat others as unique individual

- May slow down process - everything debated

- May not develop individual leaders

- May not provide take-charge leadership during tough times


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Effective

Teams*





Overused Skills - May not treat others as unique individual

- May slow down process - everything debated

- May not develop individual leaders

- May not provide take-charge leadership during tough times


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Underused Skills - Unable to assemble, build or manage a team

- Manages people on a one-on-one basis

- Does not manage in a way that creates a team morale

- Does not have the skills to build a team * Partial list

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*Example – Production Floor Manager Capabilities

1. Strategic Skills

- Understanding the Business

-

- Functional / Technical Skills

- Problem Solving

2. Operating Skills

- Getting Work Done Through Others

- Managing and Measuring Work

3. Courage

- Dealing With Trouble

- Managerial Courage

4. Energy and Drive

- Drive for Results

5. Organizational Positioning Skills

- Organizational Agility

6. Personal and Interpersonal Skills

- Caring About Direct Reports

- Customer Focus

- Inspiring Others / Building Effective Teams

- Integrity and Trust

- Self-Development

- Work/life Balance

* Based on Lominger Competencies


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Leadership Development and Capability

First Line Supervisor Owner / CEO

• Level of authority changes

• Roles and responsibilities may be different

• Basic leadership skills remain the same

• Leadership competencies may change


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Situational

Leadership


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Autocratic

Democratic

Commanding Logical


Maintenance

Successful

Inspirational

STYLES OF LEADERSHIP

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Autocratic

Democratic

Commanding Logical


Maintenance

Successful

Inspirational

Instead of Style

of Leadership…

……. Focus on

Becoming a Situational

Leader

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Effective leadership assesses an

organization’s level of

development / maturity

Utilize matching leadership style

If the leadership approach does

not match an organization’s

needs -

- high probability that group will not reach maximum

productivity

Leadership styles need to adapt based on the urgency of the

task to be accomplished.


Situational Leadership II The Ken Blanchard Companies 2011

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• Asking • Reassuring • Facilitating self-reliant problem solving • Collaborating • Encouraging feedback • Appreciating

• Allowing/trusting • Confirming • Empowering • Affirming • Acknowledging • Challenging

• Exploring/asking • Explaining / clarifying • Redirecting • Sharing feedback • Encouraging • Praising • Defining • Planning/prioritizing • Orienting • Teaching/showing and telling how • Checking / monitoring • Giving feedback



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S1 Directing

• Defining

• Planning/prioritizing

• Orienting

• Telling how

• Checking / monitoring

• Giving feedback



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S2 Coaching

• Explaining / clarifying

• Redirecting

• Sharing Feedback

• Encouraging

• Praising


Situational Leadership II The Ken Blanchard Companies 2011 47

S3 Supporting

• Asking

• Reassuring

• Facilitating / problem

solving

• Collaboration

• Encouraging Feedback

• Trusting



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S4 Delegating

• Trusting

• Empowering

• Affirming

• Acknowledging

• Challenging



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Situational Leadership

Combines a mix of behaviors in different amounts based on

need of the organization:

- At various stages of development

- When moving from one culture to another

- Level of urgency

- Complexity of issues

Will make you a better leader


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Leadership

Mentoring


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Leadership Mentoring

Has someone helped you in

your career?

Provided you feedback and recommendations?

How did you benefit?


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Mentoring Benefits

Receive honest and constructive

feedback

Areas of leadership strength and opportunities identified

Understand organizational and leadership dynamics

Knowledge gained from another person’s experiences

Ultimately improves leadership skills and capability

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1. Selecting a mentor:

A trusted leader

Respected for achievement / Delivering results

Provides honest / candid feedback and recommendations

2. Ask prospective mentor for help and guidance:

Explain why you selected this person

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3. Develop clear goals:

Time and frequent of meeting

What you want to achieve (goals)

Confidential discussions

4. Develop action plans for each goal

5. Develop and sign a “mentoring contract”

Agreement on how mentoring process will work

Commitment

6. Execute and monitor the plan



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• Summary


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You Are a Good Leader When Employees

• Have confidence in each other’s skills

• Believe they can count on each

other / hold accountable

• Listen to one another’s ideas and opinions

• Comfortable admitting failure

• Honor agreements

• Provide each other honest feedback / learn from it

• Publicly recognize one another’s significant contributions

• Deliver Results

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Defining Your leadership Style

• Everyone’s leadership style is individually

based

• Develop your leadership style so that it complements who you are

• Become a situational leader

- Best leadership approach

• Use leadership tools available to you to help people succeed

• Great leadership behavior will have positive effects

• Great leadership leads to great results!


Effective Leadership is a Journey

• Time

• Practice

• Observation

• Learning from mistakes

• Personalize your leadership style

Enjoy the journey along the way!

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About Joe Mazzeo • Owner of Integrated Lean and Quality Solutions, LLC

• Broad global experience in manufacturing and quality

• Providing Leadership, Lean Manufacturing and Quality Management services

• Member of: ASQ / SME / SEMA

Thank You!

VIST www.ILQSolutions.com for additional information

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Presentations & Public Speaking

Defining Your Leadership Style in a Performance-Based Organization