Leadership

What is leadership?

Leading people
Influencing people

Commanding people

Guiding people
 Types of Leaders
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to
accomplish things
Managers vs. Leaders
Managers Leaders
Focus on things Focus on people
Do things right Do the right things
Plan Inspire
Organize Influence
Direct Motivate
Control Build
Follows the Shape entities
rules
Common Activities

Planning
Organizing
Directing
Controlling
 Planning
Leader
Manager
Devises strategy
Planning
Sets direction
Budgeting
Creates vision
Sets targets
Establishes
detailed steps
Allocates
resources
 Organizing
Manager Leader
Creates Gets people on
structure board for strategy
Job descriptions Communication
Staffing Networks
Hierarchy
Delegates
Training
 Directing Work
Manager Leader
Solves problems Empowers
people
Negotiates
Cheerleader
Brings to
consensus
 Controlling
Manager Leader
Implements  Motivate
control systems Inspire
 Performance Gives sense of
measures accomplishment
Identifies
variances
Fixes variances
 Leadership Traits
Intelligence Personality
More intelligent Verbal facility
than non-leaders Honesty
Scholarship Initiative
Knowledge Aggressive
Being able to Self-confident
get things done Ambitious
Physical Originality
Doesn’t see to Sociability
be correlated
Adaptability
 Leadership Styles
Delegating Selling
Low relationship/ High task/high
low task relationship
Responsibility Explain decisions
Willing employees Willing but unable
Participating Telling
High relationship/ High Task/Low
low task relationship
Facilitate decisions Provide instruction
Able but unwilling Closely supervise
New Leaders Take Note
General Advice Challenges
Take advantage Need knowledge
of the transition quickly
period Establish new
Get advice and relationships
counsel Expectations
Show empathy Personal
to predecessor equilibrium
Learn leadership
 New Leader Traps

Not learning Captured by

quickly wrong people
Isolation Successor
Know-it-all syndrome
Keeping existing
team
Taking on too
much
 Seven Basic Principles

Have two to three years to make

measurable financial and cultural
progress
Come in knowing current strategy,
goals, and challenges. Form
hypothesis on operating priorities
Balance intense focus on priorities
with flexibility on implementation….
Seven Basic Principles, con’t

Decide about new organization

architecture
Build personal credibility and
momentum
Earn right to transform entity
Remember there is no “one” way to
manage a transition
 Core Tasks

Create Momentum
Master
technologies of
learning, visioning,
and coalition
building
Manage oneself
 Create Momentum
Learn and know Foundation for
about company change
Securing early Vision of how
wins the organization
will look
First set short
term goals Build political
base to support
When achieved
change
make a big deal
Modify culture
Should fit long
to fit vision
term strategy
 Create Momentum
Build credibility
Demanding but
can be satisfied
Accessible but
not too familiar
Focused but
flexible
Active
Can make tough
calls but humane
 Master Technologies

Learn from internal and external

sources
Visioning - develop strategy
Push vs. pull tools
What values does the strategy embrace?
What behaviors are needed?
Communicate the vision
Simple text - Best channels
Clear meaning - Do it yourself!
Enabling Technologies, con’t
Coalition building
Don’t ignore politics
Technical change not
enough
Political
management isn’t
same as being
political
Prevent blocking
coalitions
Build political capital
 Manage Oneself

Be self-aware Types of help

Define your Technical
leadership style Political
Get advice and Personal
counsel Advisor traits
Advice is from Competent
expert to leader  Trustworthy
Counsel is Enhance your
insight status
How Far Can You Go?