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Techniques for the 21 st Century Leader

Techniques for the 21 st Century Leader. Rick Coons & Dan Mroz Pennsylvania State University SIGUCCS Management Symposium March 30, 2009 – Nashville Tennessee. The end is in sight. Our hope is you walk away with… Something new to try or investigate

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Techniques for the 21 st Century Leader

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  1. Techniques for the 21st Century Leader Rick Coons & Dan Mroz Pennsylvania State University SIGUCCS Management Symposium March 30, 2009 – Nashville Tennessee

  2. The end is in sight • Our hope is you walk away with… • Something new to try or investigate • An awareness of yourself, your surroundings • A renewed interested to invest in yourself, your organization, and your employees • Our question to you… • What have you learned today and how can you apply it? • What can you share with us? Tell us about your successes

  3. A bit about us and our goal today • Interest in leadership • Self-development / being a part of something greater • Our own development as individuals and leaders • Background • Private Sector / Government / Academic • Desire to share our experience • Some actionable items you can take home

  4. A bit about us and our goal today • Why my friend Rick • Distributed / Central / Mentor / Friend / Hair • Perspectives – Military / PMP/ Teacher / Age • Why my friend Dan • Focused / In Field / Mentor / Friend / Hair • Perspectives – Corp./ Experience / Teacher / Youth

  5. Foundation / Structure Geographically Distributed 1,200 Professionals A lot of the same issues Disconnected

  6. Leadership Defined • Create Vision & Buy-In • Influences Behaviors • Develop & Empower Others • Drive Change & Actions • Have the hard discussions • Alignment Staff & Practices Candor • Monitor External Factors

  7. “You do not lead by hitting people over the head -- that’s assault, not leadership.” Dwight D. Eisenhower

  8. Continually Changing Environment • Not the same world as Taylor, MacGregor, Gantt, et. al. • Average person may change jobs up to a dozen times • Outsourcing • Fixed-term contracts • Virtual Teams • Matrix organizations • Project-oriented work

  9. Sources of Power Legitimate Reward Coercive Referent (Relationship) Expert

  10. Leadership Learned • “Leadership can be learned; in fact, it has to be learned. There are very few born leaders.” • Peter Drucker

  11. Let’s Start with a question FEAR What prevents us from becoming strong individuals or leaders?

  12. Inspirational Moment Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that most frightens us. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. We are all meant to shine as children do. It's not just in some of us; it is in everyone. And as we let our own lights shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others. This quote is based on Our Deepest Fear by Marianne Williamson Timo Cruz – Coach Carter 2005

  13. Investment in Leadership • PSU Management Institute • PSU IT Leaders Program • Build cohesive vision to support organizational goals • Build relationships & cooperation • Common set of leadership skills / thinking • Construct a sense of personal growth & pride • PSU Executive Coaching Program • Thorough self-assessment • Focus on honing leadership skills

  14. Outcomes We appreciated the investment in us It broke barriers We learned our weaknesses & areas of growth We become more self aware We were more willing to step outside our comfort zone, to take chances We become stronger and growing leaders We want to grow the organization, ourselves, and the folks around us We want to share!

  15. Our point… • If an organization invests in me, I’ll invest in the organization • Seize the opportunities available • The investment will be felt throughout the organization • Awareness and dedication will lead to growth • Personal and professional • Culture may not change, but behaviors will

  16. My Leadership Journey

  17. Tools and Techniques - Personal • “Me Time” • Weekly Preparation - Strategize • Immediate vs. Important • Defensive Calendaring • Reflection / Development – Ahas, Take aways, Habits • Share!

  18. Tools and Techniques - Personal • Leadership Booklet • Forethought / Tough Questions • Techniques • Leadership Philosophy • Vision / Mission / Values • Professional Development • Journals • Conferences

  19. Vacation! Work / Life Balance Two Weeks!

  20. Technique - Departmental • Image of IT & Relationships • Money Pit vs. Value Driven • Maturity • Immediate Vs. Important • Processes / Procedures • For the next generation • Standardization • Automation • Process Improvement • Value to the Organization

  21. Techniques - Departmental • Annual Retreats • Mission / Vision / Value • Annual Goals – Strategic Goals • Outside Influences / Future • Issues Statistics – Develop Strategies to Minimize • Stop / Start / Continue • FAQs • Myers-Briggs • EQ-We – Emotional Quotient Inventory • Emotional and social function

  22. Techniques - Departmental Celebrate Successes!

  23. Techniques - Departmental • Recognize Service / Great Achievements • 1-on-1 Time • Not a new idea… • Safe Haven • Opportunity for coaching and mentoring • Constant Feedback vs. Annual • Follow-up Memo / Recap • Actionables > Move Toward > Strategic Goals • MVV & Goals > ALIVE > Decision Making • Incorporate Strategic Goals in Actionables & Reviews

  24. Seize Moments to Learn / Teach

  25. Techniques - Departmental • Facilitation • Staff Meetings • Campus Meetings • 360 Degree Evaluation • My Bias • Organizational View • Employee Response • Leads to Mentoring & Coaching • Situational / Role Play

  26. Techniques - Organizational • Strategic Plans • Lots of theories • Developed Strategic Goals – Influence (Central / Campus) • Year-In-Review • Great way to reflect • Inform your stakeholders • Generate ideas • Newsletters / Development Days

  27. Techniques - Organizational • Communicate • IT folks can be a weird bunch  • Blog, Twitter, Facebook • Share • Knowledge Transfer • Good ideas travel • Step outside your comfort zone • Try new things and take a chance

  28. Project Survival Techniques Have a sponsor Make a plan, live the plan Communicate! Delegate Accountability – it doesn’t have to hurt, but is has to be there Hotwash Build your circle of influence

  29. Project Survival Techniques • Project Sponsor • Advocate or champion • Has vested interest in successful outcome • Can help navigate rough waters • Formal charter helpful, but not essential

  30. Project Survival Techniques • Make A Plan (So You Have Something to Deviate From) • Most important part of the project • KISS rule applies • It will change, get over it • It’s NOT about the software

  31. Project Survival Techniques • Live the Plan • Failure to execute the plan is a prime cause of project failure • Switch hats, leader to manager • Regular review and updates • Keep your eye on the risks

  32. Project Survival Techniques • COMMUNICATE! • Sponsor • Stakeholders • Team

  33. Project Survival Techniques Communicating with Your Team: One-on-Ones • Weekly – 30 minutes • Inviolate • Formalize • Three Agenda Items • Anything the direct wants to discuss • Anything you need to discuss • The future • All about the relationship

  34. Project Survival Techniques Communicating with Your Team: Feedback • Feedback is the single most importantmeans for changing behavior • Day-to-Day • “Pats on the Back” for a job well done • Handwritten notes • Mention achievements to others • People leave bad bosses, not bad jobs • Must give the good and the not-so-good to be effective

  35. Effectively Delivering Constructive Criticism • Make a decision to intervene • Use supportive and assertive interaction skills • Involve person with problem in developing solution • Put issue in perspective

  36. Effectively Delivering Constructive Criticism • Focus on the performance, NOT the personality • Treat the subordinate as an adult • Create a collaborative environment • Separate discipline from punishment

  37. Effectively Delivering Constructive Criticism • Agree on a solution • Subordinate has the responsibility to change behavior • Discuss why a change in performance and behavior must occur • Follow up on results

  38. Project Survival Techniques • Delegate • Develop your people • Avoid “Work Syndrome”

  39. Responsibility for Hands-on Work Work Career

  40. Responsibility for Work of Others Work Career

  41. Work Syndrome Work Career

  42. Project Survival Techniques Four Steps in Delegation • Define the task • Is task suitable for delegation? • Assign the task • Choose the right person • Grant authority • Decide the amount of power to give • Follow-up • Give constructive feedback

  43. Project Survival Techniques • Accountability • “Having to answer for What One Has Done,or Has Not Done, either Good or Bad.” (Wall Street Journal, 1952) • Not a “One Mistake” Organization • Mistakes vs. “Crimes”

  44. Project Survival Techniques • Accountability • Who is going to do what, by when

  45. Project Survival Techniques • Hotwash • Often neglected—tendency to celebrate and move on • Stripes come off • Lessons learned • Goal is improvement

  46. Project Survival Techniques • Build your circle of influence • Get out and meet new people • What can you do to help them? • Maintain contact • Share your thoughts and ideas

  47. You Never Know How Far YourCircle of Influence Will Extend

  48. Suggested Reading Good To Great – Jim Collins Management Challenges for the 21st Century – Peter Drucker Crucial Confrontations – Kerry Patterson Never Eat Alone: And Other Secrets to Success, One Relationship at a Time – Keith Ferrazzi/TahlRaz Execution: The Discipline of Getting Things Done – Larry Bossidy/Ram Charan

  49. Suggested Reading Winning – Jack Welch Execution: The Discipline of Getting Things Done – Larry Bossidy/Ram Charan

  50. Thank You! Rick Coons Penn State Main Campus Director of IT, Commonwealth CampusesEmail: coons@psu.edu Dan Mroz Penn State Mont Alto Director of IT Instructor of IST Email: dmroz@psu.edu Web: http://www.ma.psu.edu/its

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