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Leadership In The New Millennium. “Hold on ! You can’t all have the front seat!”. The Simple Truth.
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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
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 firstthinking thendeciding followed byacting 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 l’ship 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 Activist’s Rule Gandhi Mandela Havel Mother Teresa Martin Luther King Change doesn’t have to start at the top.
The Activist’s Rule They possessed no political power, yet each disrupted history.It waspassion, notpower,that allowed them to do so.
What it means to lead • LEARN • EMPATHIZE • ACT • DREAM
YOU! Leadership is about Leadership is not something that you do. It is an expression of who you are. - Kevin Cashman
A Leadership Development Model • T1 – Say goodbye now • T2 – Coach, give a chance • T3 – Tyrant.Warn – if no change, get rid • T4 – Make them role models High Low T3 T4 PERFORMANCE T1 T2 Low VALUES High
The GE Way B C A
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 person’s 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 • Energizer • Edge • Execution “E4”= Values and Performance Critical to Success
Key GE Leadership Ingredients “E4” Energy = Enormous Personal Energy - Strong Bias for Action
Key GE Leadership Ingredients “E4” 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 • Energizer • Edge • Execution “E4”= = Passion
The GE Way Passion B C A
GE’s People Factory Greenbelt Name: Title: Potential Mos in Position: Performance Photo + Great technologist, + Broad, customer connected + Business leader potential, (-) Still maturing as a leader
GE’s People Factory Greenbelt Name: Title: Potential Mos in Position: Performance Photo + Tenacious/pit bull, + Great process thinker + 7000 foot runway, (-) Wears ambition on sleeve
GE’s People Factory Greenbelt Name: Title: Potential Mos in Position: Performance Photo + Top operational leader, + Phenomenally quick learner + Good mentor, (-) Needs More edge
GE’s People Factory Greenbelt Name: Title: Potential Mos in Position: Performance Photo + 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 won’t get noticed and that increasingly means you won’t get paid much, either.”— Michael Goldhaber, Wired
“Quite frankly, we’ve had so many applicants with attitude, over-qualification,inflated egos and hyper aggressiveness that we are looking for someone without a clue.”
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, you’ve 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.
