CHRIS MORSE

PERSONAL MANAGEMENT STYLE

(MBA 530: PEOPLE MANAGEMENT)

LEADERSHIP
In the article, Seven Transformations of Leadership, we learn about the many stages that leaders progress through or stage allow the length of their career.

LEADERSHIP
In the article, Leading Change: Why Transformation Efforts Fail, we learn about the eight proven and tested steps to transforming an organization.

LEADERSHIP EXERCISE
OBJECTIVE: To better understand the term leadership and define it as a team/group. SUMMARY: To know what true leadership is within your team, you should examine the characteristics of a leader through the eyes of your peers. BRAINSTORM 1. At the beginning of the exercise, write the word Leadership at the top of the flipchart page. 2. Ask everyone for qualities that they identify with leadership. Write these on the flipchart 3. Have the group rank the list in order on another flipchart paper. PERSONALIZE

1. Have participants list 5 leadership qualities that they believe they already possess, even if they feel they need to develop it further.
2. Ask each person to write the name of a leader that they would like to emulate, have participants write five leadership traits they most want to develop. REVIEW

1. Record shared characteristics of a leader.

2. Document them somewhere in the office/visible space.

MOTIVATION
WHAT TRULY MOTIVATES PEOPLE

MOTIVATION
MOTIVATING CREATIVE EMPLOYEES 1. Give feedback on new ideas 2. Recognize & reward collaboration 3. Put creative work in context

4. Celebrate well-considered failures

MOTIVATION
WHAT MOTIVATES ENTREPRENEURS

MOTIVATION EXERCISE

GROUPS & TEAMS

DIFFERENCE BETWEEN GROUPS & TEAMS

GROUPS & TEAMS

Tuckmans Stages of Group Development: Forming, Storming, Norming,

Performing,
Adjourning.

GROUPS & TEAMS EXERCISE

OBJECTIVE: Collectively identify whether or not you are a working group or a successful team and review the criteria for a successful, disciplined team. SUMMARY: Using the five characteristics of a team that Katzenbach and Smith illustrated in their research, review all three and discuss together where everyone feels that they fall on the spectrum for each. This exercise is meant for those who want to increase team performance and those who recognize that a team is the appropriate model for the work being done. STEP 1: Assemble the members of the team or working group. Ask the team in advance to review the "Discipline of Teams" article. STEP 2: Review the Katzenbach and Smith's definition of a working group and their definition of a team. STEP 3: Go through each of the five characteristics of a successful team and ask the participants to engage in discussion about where they think they fall with respect to each of those criteria. STEP 4: Once you've reviewed all five criteria, ask each participant to write down where they think the group falls on a number from 1-5 (1= not a team, 5 = a strong, successful team) and submit it to the facilitator anonymously. Show where everyone thinks the group falls (1-5). STEP 5: Discuss where everyone thinks the major gaps are within the five characteristics of a successful team and then ask how they should go about planning for improvement. STEP 6: Review improvement plan, agree to steps within plan, and come to consensus on an appropriate timeline or set of milestones.

MANAGING CHANGE

MANAGING CHANGE
Seven Principles of Innovative Cultures (Zien, Buckler)
#1: Sustain faith and treasure identity as an innovative company. #2: Be truly experimental in all functions-- especially the front end. #3: Structure really real relationships between marketing & technical people. #4: Generate customer intimacy. #5: Engage the whole organization. #6: Never forget the individual. #7: Tell and embody powerful and purposeful stories.

MANAGING CHANGE
8-Step Process for Leading Change (J. Kotter)

MANAGING CHANGE EXERCISE

CHANGE CURVE, PERSONAL COMPACT, AND YOU OBJECTIVE: To illustrate the common experience when responding to change, understanding how you fit into the change as an individual, and identifying what you might need to help yourself progress. SUMMARY: Through open dialog and discussion about the common responses to change and the barriers that naturally form, people can start to identify their own responses then and create a path forward by revising their personal compacts.

ORGANIZATIONAL CULTURE
THREE TOOLS FOR LEADERING BY LEVERAGING CULTURE Tool #1: Recruiting and Selecting People for Culture Fit Tool #2: Managing Culture through Socialization and Training Tool #3: Managing Culture through the Reward System THREE Cs OF CULTURE Culture works when it is clear, consistent, & comprehensive.

ORGANIZATIONAL CULTURE
PERSON-ORGANIZATION FIT & SATISFACTION

ORGANIZATIONAL CULTURE EXERCISE

SUMMARY: Assemble a core working group to share their feedback and understanding or the organization so that they can help identify and refine the existing organizational culture. OBJECTIVE: (1) Demonstrate the power of cultural norms and the importance of aligning them. (2) Discuss any norms that may create boundaries to progress.

STEP 1: Review the core goals and objectives of the working groups and make sure those present are aligned and agree upon those as a foundation.
STEP 2: Define "social norms" with regard to your organization and ask them to share a few of them aloud, but ultimately ask that they each person present to provide five examples of common norms around the office that represent how work gets done each day (anonymously on paper). STEP 3: Write down all of the norms so that everyone can see and discuss them as a whole. STEP 4: Identify if or how each norm either reinforces or works against the core objectives of the group that you discussed at the outset. STEP 5: Discuss as a team if there are gaps between the core objectives of the group and the shared social norms for how work gets done.

STEP 6: Collaborate on ideas to shift or optimize behavior so that the teams norms and culture support the core objectives of the group. This could include agreeing to stop doing things or a commitment to start doing something different.
STEP 7: Document your decisions and discussion and then share it broadly with everyone who will be impacted in the future.

DESIGN THINKING
VALUE OF DESIGN THINKING

DESIGN THINKING
TRADITIONAL FIRMS VS DESIGN SHOPS

DESIGN THINKING
PROCESS & APPROACH

IDEO MODEL

DESIGN THINKING EXERCISE

Stanford Design Schools Crash Course http://dschool.stanford.edu/dgift/

ENTREPRENEURSHIP
HISTORY & SOCIOECONOMICAL CONTEXT 12 TYPES OF ENTREPRENEURS 4 PRIMARY ENVIRONMENTAL FACTORS 3 PERSONAL MOTIVATIONS

ENTREPRENEURSHIP
Common milieu (persons social environment) Displacement: examples of the displacement motive are loss of job, dissatisfaction with present job, dis- crimination, migration or social unrest Disposition to act: this motive originates from the wish to change ones position in order to be independent, to develop ones own career pattern, etc Credibility: this factor may be important as a start-up motive, which may be related to the need to receive recognition in a business environment

Availability of resources: this driving force is essentially more a prerequisite for a start-up, in terms of financial support, tax exemptions, subsidies, etc.

ENTREPRENEURSHIP EXERCISE
Quiz: Are you ready to be an entrepreneur? http://www.businessnewsdaily.com/3029-start-a-business-quiz.html