Leadership In

The New
Millennium

Hold on ! You cant all have the front seat!

The Simple Truth

Most corporations today are
overmanaged and underled. This leads
to enormous wastage of resources, deep
inefficiencies, and unlimited frustration.
The challenge for corporations,
communities, and countries is to
prevent this from happening.

Management is
about coping with complexity.
Without good management, complex
enterprises tend to become chaotic
and their existence is threatened.
Good management brings about a
degree of order and consistency.

Leadership is
about coping with change.
The greater the competitive
forces around you, and the more
volatile the world around you,
the more the need for leadership.

War & Peace

A peacetime army can usually survive
with good administration and
management in the ranks, and good
leadership at the very top.
A wartime army needs competent
leadership at all levels. You cannot
manage people effectively into battle; you
must lead them. Business today is a
never-ending battle!

Building Leaders
Successful companies actively seek
out people with leadership potential
and expose them to career
experiences that will develop that
potential.

Long Term Thinking

Leadership is about maximizing your
followers well-being, not their
comfort.
- Chris Argyris

Develop a
leadership
mindset

What Price Progress?

The age of progress might have
lightened our physical load but it
has numbed our minds and taken
our spirit away from work.
Speed and change are no longer
linear or additive.

Leadership is about
first thinking
then deciding
followed by acting swiftly
and finally, reflecting

Leadership is about
thinking exploration
deciding evaluation/selection
acting swiftly edge
reflecting analysis/introspection
All of the above are intensely
intellectual activities.

Myths About leadership

To become rich, I have to be miserable.
To be successful, I have to be unfair to
my customers and employees.
I must dominate to win.
I must know everything.
I have to make all the decisions.

Great leaders are dreamers

There is always a dream in all enterprise,
but the dream if it lasts, one day becomes a
reality Jean Monnet [One Europe, One
World]
India must be able to face Britain as an
equal nation, and not as a subordinate
colony. India could not, and should not,
remain a British possession. Mahatma
Gandhi

Real Leaders Are Credible

The ways in which leaders conduct their
lives their embodiments must be
clearly perceptible by those whom they
hope to influence. People who do not
practice what they preach are
hypocrites, and hypocrisy mutes the
effectiveness of their stories.

Leaders do fail
Sooner or later, nearly all leaders
outreach themselves and end up
undermining their causes. Indeed, given
their larger-than-life status, they are
perhaps prone to this hubristic fate.
[Tojo, Mussolini, Chiang, Churchill, de
Gaulle, Mao, Stalin]

Leadership crisis
Dirk Jager

P&G

Jill Barad

Mattel

Rick Thoman

Xerox

Doug Ivestor

Coca-Cola

Dale Morrison

Campbell

Rick McGinn

Lucent

Michael Hawley

Gillette

The paradox of lship

Cognitive complexity and ambiguity plague all leaders
today. If you are looking for a job description, forget it;
you are dead meat.
You have to design your own job specs, review them,
and change them as often as required.
Speed is of essence. Yet, calm reflection when in the
clutches of competitive gales is the hallmark of
successful leaders.

The faster things happen, the slower

you need to go.

The Activists Rule

Gandhi
Havel

Mandela
Mother Teresa

Martin Luther King

Change doesnt have to
start at the top.

The Activists Rule

They possessed no political

power, yet each disrupted
history.It was passion, not
power, that allowed them to do
so.

What it means to lead

LEARN
EMPATHIZE
ACT
DREAM

Leadership is about

YOU!
Leadership is not something that you
do. It is an expression of who you are.
- Kevin Cashman

We are not certain you have a mandate anymore.

Differentiate people
based on
performance and
values

A Leadership
Development Model
T1 Say goodbye now

PERFORMANCE

High

T3

T4

T1

T2

Low
Low

VALUES

High

T2 Coach, give a
chance
T3 Tyrant.
Warn if no change,
get rid
T4 Make them role
models

The GE Way

Differentiation
The Vitality Curve must be supported by
the reward system: salary increases,
promotions, and recognition.
Every recommendation for a reward
should be associated with a persons
position on the curve.

Differentiation
As should be given raises that are two
to three times the size given to the Bs.

Bs should get solid increases

recognizing their contributions every
year.

Cs should get nothing.

Key GE Leadership
Ingredients
Energy

E =
4

Energizer
Edge
Execution

Values and Performance Critical to Success

Key GE Leadership
Ingredients
E4
Energy =
Enormous Personal Energy - Strong
Bias for Action

Key GE Leadership
Ingredients
4

Energizer =
Ability to Motivate and Energize
Others ... Infectious Enthusiasm to
Max Organization Potential

Key GE Leadership
Ingredients

E4

Edge =
Competitive Spirit ... Instinctive Drive
for Speed/Impact ... Strong
Convictions and Courageous
Advocacy

Key GE Leadership
Ingredients
E4
Execution =
Deliver Results

Key GE Leadership
Ingredients
Energy

E =
4

Energizer
Edge
Execution

= Passion

The GE Way

Passion
A

re
en
be
lt
G

Name:

GEs People Factory

Title:
Mos in Position:

+ Great technologist, +

Performance

Photo

Potential

Broad, customer connected

+ Business leader potential, (-) Still maturing as a

leader

re
en
be
lt
G

Name:

GEs People Factory

Title:
Mos in Position:

+ Tenacious/pit bull, +

Performance

Photo

Potential

Great process thinker

+ 7000 foot runway, (-) Wears ambition on sleeve

re
en
be
lt
G

Name:

GEs People Factory

Title:
Mos in Position:

+ Top operational leader,

Performance

Photo

Potential

+ Phenomenally quick learner

+ Good mentor, (-) Needs More edge

re
en
be
lt
G

Name:

GEs People Factory

Title:
Mos in Position:
Performance

Photo

Potential

+ Bright driven, + Global thinker + Great coach/mentor +

Growing into the role, (-) Execution capability

DISTINCT OR EXTINCT!
If there is nothing very special about your work,
no matter how hard you apply yourself, you wont
get noticed and that increasingly means you wont
get paid much, either.
Michael Goldhaber, Wired

Quite frankly, weve had so many applicants with

attitude, over-qualification,inflated egos and hyper
aggressiveness that we are looking for someone without
a clue.

Involve everyone in
the future

Involving Everyone
Assessing your response quotient
Do bosses hide behind their desks
when more junior employees
present good ideas to them?

Involving Everyone
Taking unnecessary work out of
the system
Using the brains of many for the
benefit of all

Work-Out

Involving Everyone
Work-Out: the rationale
For all these years, youve paid for my
hands when you could have had my
brain as well for nothing!
People closest to the work know it
best.

Involving Everyone
Work-Out: the rationale
Those closest to the work know more about it than
their bosses
The best way of getting these workers to pass on
that knowledge to their superiors is to give them
more power
In exchange for that power, an employee is
expected to assume more responsibility for his or
her job.

Involving Everyone
Work-Out: the process
Groups of employees are invited to
share their views on the business
and the bureaucracy that gets in
their way.
Reports, Approvals, Meetings,
Policies, and Procedures

Involving Everyone
Work-Out: the process
The manager issues a challenge or
outlines a broad agenda and then
leaves.
With a facilitator, employees list the
problems, debate solutions, and
prepare to sell their ideas when the
boss returns.

Involving Everyone
Work-Out: the process
The manager has to make on-the-spot
decisions on each proposal. Most
ideas must receive a Yes/No decision
on the spot. Decisions on the rest are
required by an agreed-upon date. No
proposal can be buried.

Involving Everyone
Work-Out: the outcome
Productivity becomes much higher
Needless and meaningless tasks are
eliminated
Workers feel liberated and satisfied at
having those tasks done away with.

Involving Everyone
Work-Out: the outcome
It helps create a culture where
everyone begins to play a part, where
everyones ideas begin to count, and
where leaders lead, not control. They
coach rather than preach and they
get better results.

Involving Everyone
Work-Out: the steps
Choose issues to discuss
Select a suitable cross-functional team
Choose a champion who will see the
recommendations through to
implementation

Involving Everyone
Work-Out: the steps
Let the team meet for a couple of days to
come up with recommendations
Meet with managers who can say yes or
no on the spot, or will get back within an
agreed time frame.
Hold implementation meetings

Change Effort/Payoff
High

Payoff

Jewels

HighHards

Low
Hanging
Fruit

Drop

Low
Easy

Effort

Hard

I am firing all of you. From now on it is me and the

nearsighted monkey with a dart.

Emotional Competencies for

leaders
As taught by Dan Goleman

Inspiring and Guiding

Articulate and arouse enthusiasm for a
shared vision and mission
Step forward to lead as needed
regardless of position
Guide the performance of others while
holding them accountable
Lead by example

Emotionally Competent
Leaders
The leader is the key source of the
organizations emotional tone. Your
excitement can move an entire group in
the direction you wish.
Leadership is giving energy.
- Birgitta Wistrand

Emotionally Competent
Leaders
The emotional tone set by the leader
ripples downwards with remarkable
precision. The most effective ones are
warm and outgoing, emotionally
expressive, democratic, and trusting.
The average leader is invisible, while the
best ones frequently walk around and
strike conversations with their staff.

Create an
environment for
success

October 2, 2000

Fortunes Most
Admired - 2000

March 4, 2002

2001
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25

2000
1
5
3
14
9
17
74
18
4
2
21
20
24
N/A
26
61
40
60
35
15
34
27
7
8
10

COMPANY
INDUSTRY
General Electric
Electronics, Electrical Equipment
Wal-Mart Stores
General Merchandisers
Microsoft
Computers, Office Equipment
Berkshire Hathaway
Insurance: P & C (stock)
Home Depot
Specialty Retailers
Johnson & Johnson
Pharmaceuticals
FedEx
Mail, Package, Freight Delivery
Citigroup
Banks: Commercial and Savings
Intel
Semiconductors
Cisco Systems
Network Communications
Merck
Pharmaceuticals
Pfizer
Pharmaceuticals
United Parcel Service
Mail, Package, Freight Delivery
Target
General Merchandisers
Procter & Gamble
Soaps, Cosmetics
PepsiCo
Beverages
AOL Time Warner
Entertainment
Anheuser-Busch
Beverages
Exxon Mobil
Petroleum Refining
Coca-Cola Enterprises
Beverages
J.P. Morgan Chase
Banks: Commercial and Savings
American International Group
Insurance: P & C (stock)
Dell Computer
Computers, Office Equipment
Nokia
Network Communications
Toyota Motor
Motor Vehicles

2001
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50

2000
37
62
6
51
48
22
52
N/A
54
N/A
70
67
N/A
39
46
29
N/A
N/A
58
33
19
N/A
N/A
N/A
31

COMPANY
Northwestern Mutual Life Ins.
Walgreen
Sony
Eli Lilly
Continental Airlines
Walt Disney
Bristol-Myers Squibb
Duke Energy
E.I. du Pont de Nemours
Boeing
Colgate-Palmolive
Caterpillar
Sun Microsystems
Nestl
SBC Communications
Honda Motor
Oracle
Deere
Alcoa
BP
Ford Motor
BellSouth
Kroger
Texas Instruments
Singapore Airlines

INDUSTRY
Insurance: Life, Health (stock)
Food & Drug Stores
Electronics, Electrical Equipment
Pharmaceuticals
Airlines
Entertainment
Pharmaceuticals
Energy
Chemicals
Aerospace and Defense
Soaps, Cosmetics
Industrial & Farm Equipment
Computers, Office Equipment
Consumer Food Products
Telecommunications
Motor Vehicles
Computers, Office Equipment
Industrial & Farm Equipment
Metals
Petroleum Refining
Motor Vehicles
Telecommunications
Food & Drug Stores
Semiconductors
Airlines

Attributes of World Class

Innovativeness
Quality of management
Employee talent
Quality of products /services

Attributes of World Class

Long-term investment value
Financial soundness
Social responsibility
Use of corporate assets
Global business acumen

Corporate Culture

WORLD CLASS

Team Work

Initiative

Customer Focus
Fair treatment of
employees

AVERAGE

Minimizing risk
Respecting the

chain of command

Supporting the boss

Making budget

Innovation
Source: Fortune

Vision

Mission

Objectives
Strategy

a Performance Measurement
b Rewards Management
c Employee Feedback
d Recruitment Practices
e People Development
f Customer Feedback
g Mission and Values Review
h Quality Consciousness
i Continuous Improvement

Tactics
Processes

Foundation - Values
Transformation to World Class
A SYSTEMS APPROACH

Welch on Welch
I wanted to create a company where
people dare to try new things - where
people feel assured in knowing that only
the limits of their creativity and drive, their
own standards of personal excellence,
will be the ceiling on how far and how fast
they move.
- Jack Welch

Leadership Lessons
If you want to get your ship in shape, practice
discipline without formalism. In many
businesses, a lot of time and effort are spent
on supporting the guy at the top. Im a low
maintenance CO. Its not about me, its about
my crew.
- Cdr. Michael Abrashoff US Navy

Leadership Lessons
Be willfully self-contained
Listen without prejudice
Dont just take command

communicate purpose
Practice discipline without formalism
Hand out responsibility, not orders
Be devoted, and success will be yours
- Cdr. Michael Abrashoff

Getting The Best

As taught by Theodore Roosevelt
1.
2.
3.
4.
5.

Hire people more talented than yourself

Talented people attract talented people
Look for the best in each person
Set standards for selection
Spend time evaluating and acculturating
prospective team members

Getting The Best

As taught by Theodore Roosevelt
6. Do not prolong consideration of people who
will not receive a position
7. Ceaselessly search for new talent
8. Ruthlessly replace individuals who do not
meet the standards of the enterprise
9. Work with the tools at hand

The New Rules

Hire and promote:
first, on the basis of integrity;
second, motivation;
third, capacity;
fourth, understanding;
fifth, knowledge;
and last and least, experience.

The New Rules

Without integrity, motivation is dangerous.
Without motivation, capacity is impotent.
Without capacity, understanding is limited.
Without understanding, knowledge is
meaningless.
Without knowledge, experience is blind.

The Challenge Ahead

Given the right circumstances, from no
more than dreams, determination, and
the liberty to try, quite ordinary people
consistently do extraordinary things.

The Road Ahead

Let us humans surprise the new
millennium. Let us prepare to face it
with a better and finer understanding
of leadership. Let us develop new
methods and be better citizens of this
world.

Beware The Yes Boss

HAMLET: Do you see yonder cloud thats almost
in the shape of a camel?
POLONIUS: By the mass, and tis like a camel,
indeed.
HAMLET: Methinks it is like a weasel.
POLONIUS: It is backed like a weasel.
HAMLET: Or like a whale?
POLONIUS: Very like a whale.
- HAMLET, Act III, Scene 2

On the contrary Mr. Tischbeim. I dont think that

was a stupid question at all.

BROUGHT TO YOU BY
SAM SWAMINATHAN
Center for Creative Thinking
http://www.ccthinking.com