Developing Leadership Skills

By Ronald D. Snee Tunnell Consulting

Presented at From Consultant to Effective Leader ASQ Statistics Division Roanoke, VA April 26-27, 2002
1

Agenda

Todays Realities What is Leadership? What Do Leaders Do? Key Leadership Skills Ways to Develop Leadership Skills Summary

Todays Realities

Global Competition is forcing changes in all

aspects of our society - Business - Government - Education - Health Care Customers are demanding more We have to change how we work and manage - All aspects of our organizations - All processes we use to do our work

We Live in a New Era

Old Paradigm - One Job
- Go to work, do your job and come home New Paradigm - We Have Two Jobs - Do your work - Improve on how you do your work Key Issue - How to balance the Doing and Improving workloads

Leaders Help Us Make the Needed Changes?

Leaders help a group of people move from One paradigm to another
"Leadership: the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower Leaders have followers Bill Gore, Founder, W. L. Gore and Associates

We have Many Kinds of Leaders

Political Military Business Academic Religious Sports Statistical Leaders And many more

Change Requires Both Leading and Managing

Leading
Moving Between
Paradigms Doing Right Things Creating Improvements Leading & Developing People

Managing
Working Within a
Paradigm Doing Things Right Holding the Gains Processes

Managing

We Need Both Leading and Managing

Lead People Direction Communication Resources Coach Reinforce Feedback
- Whats working? - Need to do differently?

Manage Processes Happy Customers

Healthy processes serving happy customers

8

Time Spent on Doing and Improving Work

Leading Improving Work 90 70 30 Managing Doing Work 10 30 70

Role Executives Managers Others

So What Do Leaders Do?

Provide Direction - Where we are headed Communicate
- The Why & Benefits of the direction Enable, Coach and Counsel Recognize Results and Reinforce Desired Behavior

10

Providing Direction - Showing the Way

Vision - What Success Looks Like Objectives - How we will win Goals - How much, by when Strategies - What we will focus on Initiatives - Specific projects we will undertake

11

Strategic Planning Example

Vision Objective Goal Strategy Improvement is part of our culture Implement Six Sigma $30MM in 3 years Begin in manufacturing, then Move to New Product Development Next initiate work in Admin areas BB Wave 1 in Manufacturing BB Wave 2 in New Product Dev BB Wave 3 in Admin processes BB Wave 4 in Manufacturing

Initiatives

12

Kotters Eight Stages of Successful Change

Establish a sense of urgency


Positive vision of being a premier company Champions Six Sigma at my company

Create a guiding coalition



Develop a vision and strategy



Communicate the change vision Empower employees for broad based action


Aggressive results oriented training at all levels $50M in six months at Company A Using annual operating plan and communications program

Generate short-term wins



Consolidate gains and produce more change



Anchor new approaches in the culture

- Champions, Master Black Belts, Black Belts, Green Belts

13

Elements of Successful Change

Vision Motivating forces - Burning platform Strong, respected leader Broad participation Communication - Tight networks and patterns Training and Education Reinforcement

All Elements Must be Present for the Change to Be Successful

Westinghouse Productivity and Quality Center

14

Communicate The Direction Provide Understanding and Hope

The direction we are pursuing What benefits we expect to get Progress - Results achieved to date Communication should be clear, concise and continuous Variety of media should be used - People take in and process information in different ways

15

Enable - Set Up People for Success

Provide resources - people, time, $$$ Provide training - build needed skills Provide methods to accomplish
assigned tasks Remove barriers Coach and Counsel

16

Recognize and Reinforce Catch People Doing Things Right

Recognize accomplishments and results
- Psychological rewards - Financial rewards Reinforce desired behavior - Catch people doing things right People want and need feedback - How am I doing? , Ed Koch, Mayor, New York Feedback needed for improvement Key tool - Management reviews

17

Leaders Lead People

Provide Direction
- Leaders show the way Communicate - Leaders develop understanding and hope Enable, Coach, Counsel, Provide Resources - Leaders set people up for success Recognize Results and Reinforce Desired Behavior - Leaders catch people doing things right

18

Dalton Model for Career Development Career Stage Role

Apprentice Colleague Mentor Sponsor

Helps, follows direction Independent contributor Manager, developer of

people, networker Shapes the organizations direction

Leadership skills are required to function as a Mentor and Sponsor

Dalton and Thompson, 1986
19

George Fisher Plot

High Total Quality Facilitators We need employees with both people & technical skills

People Skills

Target

Low Low

Statisticians

Technical Skills

High

Note: George Fisher, CEO at Motorola & Kodak, has a Ph.D. In applied mathematics from Brown University
mcs

20

Quotes on Leadership
The very essence of leadership is you have to have a vision. It s got to be a vision you articulate forcefully on every occasion. You cant blow an uncertain trumpet. Rev. Theodore Hesburgh, President Emeritus, Notre Dame University Leadership and learning are indispensable to each other. John F. Kennedy November 22, 1963 The speed of the leader determines the rate of the pack It is the capacity to develop and improve their skills that distinguishes leaders from their followers. Warren Bennis and Bert Nanus

21

Quotes on Leadership
The best coaches know what the end result looks like.--If you dont know what the end result is supposed to look like, you cant get there. Vince Lombardi Hey, Wait a Minute John Madden p224 Failing to prepare is preparing to fail John Wooden The secret of success is constancy of purpose Benjamin Disraeli

22

Quotes on Leadership
Life is like a dog sled team. If youre not the lead dog the view never changes. Anonymous "Leadership: the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower Leaders have followers Bill Gore, Founder, W. L. Gore and Associates You can manage what you cannot understand, but you cannot lead it. Myron Tribus

23

Change Requires Shifts in Knowledge, Skills and Attitudes

Knowledge
What? Why?

Habits Behavior Mindset

How To? Want To

Adapted from Covey 1989

Skills

Attitude and Desire

24

Key Leadership Skills

Business Acumen
Understand how business works Process and Systems Thinking Strategic Planning and Deployment Stakeholder Building Communication Clear, concise & continuous Reviewing and Coaching Structured Improvement Methods (Six Sigma) Learn to Deal With Teams & Group Dynamics Meeting Design and Facilitation Project Planning and Management Understanding Human Behavior
25

Core Processes
Product Processes
Design Development Manufacturing Delivery Selling Ordering Distribution
Requirements Collections and Definition

Translation

Enterprise Processes
Planning Financial Personnel Mgmt. Info. Sys. Legal Communications Public Relations

Market Segment

Market Place

Billing Collection Service

Business Processes
26

Elements of Strategic Planning

Mission What the organization does for its customers Vision What the organization wants to become Values Principles organization will live by Objectives What we have to do to be successful Strategy How we will achieve our objectives Goals Numerical targets that enable the organization to meet its objectives Initiatives Actions taken to implement strategies Deployment Process of taking the strategies and objectives to each level of the organization so that the overall objectives are achieved

27

Modes of Behavior
Acceptance of a New Idea
This will be good for us Lets get started

Purposeful
I can make this work This will be good for me

Ego

Reactive

Wont work Costs too much Takes too long

Time
28

Reaction to a New Idea Modes of Behavior

Phase I Reactive
- This will never work - The cost is too high - I dont have time for this Phase II Ego - I see some benefit for me - I think that I can make this work Phase III Purposeful - This can be good for us - Everyone should get this training - Lets get started

Note: Everyone starts in the reactive phase Goes Reactive! - We all pass through the Ego Phase before Becoming Purposeful - People move through the phases at different rates - Some people dont ever get out of the Reactive phase

29

Shopping the Plan Around Building Stakeholder Support

Individual Stakeholders

Plan 1

Input 1

Plan 2

Input 2

Plan 3

.Stakeholders Adopt Plan

Plan Development
Continue to get input from stakeholders individually and revise the plan until you are ready to share the Plan with the stakeholders as a group.
30

Leaders Recognize Different Levels of Activity and Job Responsibility.

Where we're headed Managerial processes to guide us Where the work gets done

Strategic

Executives

Managerial

Managers

Operational

Others

31

Running Effective Meetings

Well-Defined meeting purpose, desired outcomes,

agenda and roles Meeting Roles - Leader Runs the meeting - Facilitator Helps the group conduct the meeting - Scribe Captures ideas and issues on flip chart to keep the group focused including Action List and Parking Lot - Note Taker Prepares the meeting minutes - Timekeeper Keeps track of the meeting time

32

Meeting Roles
Scribe Meeting Leader

Facilitator Time Keeper

33

Note Taker

DMAIC Six Sigma Process Improvement Model

Define Measure Analyze Improve Control Define the project and its financial impact Measure the gap, listen to the process Analyze data to determine root causes Improve the process Implement the solution Control the process, standardize, and document Sustain the gains
34

DMAIC and the Improvement Tools

Measure
Process Maps Cause and Effect Matrix Measurement Systems Analysis Capability Analysis Failure Modes and Effects Analysis Multi-Vari Studies Design of Experiments Control Plans and SPC
35

Analyze

Improve

Control

Myths of Leadership

Leadership is a rare skill Leaders are born not made Leaders are charismatic Leadership exists only at the top of an organization The leader controls, directs, prods, manipulates
Bennis and Nanus 1985

36

Personal Change Is Required

Insanity
- Doing the Same Things and Expecting Better Results The Only Person Who Enjoys a Change is a Wet Baby If You Cant Change Your Mind You Cant Change Anything--George B. Shaw Those Who Fail to Respond to Their Changing World Will Have Less Influence in It

37

Ways to Develop Leadership Skills

Read books and articles Attend courses Discuss the subject with colleagues Practice, Practice, Practice, ..

Becoming a leader is like learning to play the violin in public

Anonymous

38

Can I Be Successful?

Never doubt that a small group of committed people can change the World. Indeed, it is the only thing that ever has Margaret Mead

39

My Message
Place an increased focus on enhancing your
leadership skills Be on the lookout for examples - good and bad - of leadership that you can use as a model Best way to learn to lead is to do it - Be on the lookout for your opportunity opportunity!

40

References on Leadership
Bennis, W and Nanus, B. (1985) Leaders - The Strategies for Taking Charge, Harper-Row, NY. Bennis has several other books on leadership. Covey, S. R. (1989) The Seven Habits of Highly Effective People, Fireside, Simon and Schuster, New York, NY Hayword, F. (1997) Churchill on Leadership, Prima Publishing, Rocklin, CA Kotter, J. (1997) Leading Change, Harvard Business School Press, Cambridge, MA. Also see Harvard Business Review, March-April 1995 Kouzes, J. M. and Posner, B. Z. (1995) The Leadership Challenge, Jossey-Bass, San Francisco Phillips, D. T. (1992) Lincoln on Leadership, Warner Books, New York, NY

41

References on Leadership Skills

Bens, I (1999) Facilitation at a Glance, GOAL/QPC, Methuen, MA Brassard, M. (1989) The Memory Jogger Plus, Goal/QPC, Methuen, MA Dalton, G. W. and Thompson, P. H. (1986) Strategies for Career Management, Scott Foresman, New York, NY Dolye, M. and Straus, D. (1982) Making Meetings Work, Jove Books, New York, NY GOAL/QPC (1997) Project Management Memory Jogger, GOAL/QPC, Methuen, MA Hoerl, R. W. and Snee, R.D. (2002) Statistical Thinking Improving Business Performance, Duxbury Press, Pacific Grove, CA Scholtes, P. R., Joiner, B. L. and Streibel, B. J. (1996) The Team Handbook, Oriel, Madison, WI Snee, R. D. (1998) Non-Statistical Skills that Can Help Statisticians Become More Effective, Total Quality Management Journal, Vol. 9. No. 8, 711-722

42