Leaders 481 Foundations of Leadership

Session #1 (of 10) – June 21, 2012

Mark K. ClareNew Value Streams Consulting LLC

mark.k.clare@gmail.com260.433.7923

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Agenda

1. Understand Course Mechanics Course Structure and Grades Using Systems

2. Conceptual Foundations What is Leadership? Our Leadership Framework

3. Get Started on Team Challenges Forming teams Approaching the challenge

4. For Next Week

DRAFT

We will work from 7- 9:30pm. You can plan on a 10 min break around 8:30pm. Otherwise feel free to take any necessary personal breaks.

Takes precedence over the syllabus

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Three Classes Per Module

1. Thinking Strategically About Value

2. Achieving Lasting Behavior Change

3. Creating Organizational Culture

Goal: Clarify nature of leadership and develop skills in the fundamentals.

Special emphasis – Leaders as value innovators

Be Ready To:

• Distill complex deliverables into a single page result

• Use helicopter thinking or moving up and down levels of abstraction quickly

• Use integrative thinking or synthesizing conflicting ideas

• Jump the knowing-doing gap by translating general concepts into specific actions

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Assignments and Grades Team Challenges - 75%

Seeing intangible value (25 pts) Making a lasting behavior change (25 pts) Creating a shared mental model (25 pts)

Knowledge Cards – 25% Author 3 cards (4 pts each) Play card and provide feedback (8 pts) Assemble 6-card deck (5 pts)

Opportunity Extra Credit – to 10% Implementing team challenges Other

Participation letter grade penalty for missing 2 or more sessions

or DB threads without explanation Late work

work is due by 1pm CT the day of the assignment. Late work (without explanation) costs 10% of the points for that assignment and will not be accepted after 3 days.

A = 100 - 90%

B = 89 - 80%

C = 79 – 70%

F = 69% or lower

Interactive approach in the classroom means you must

complete readings before class.

Use of Systems• Announcements

• Assignments

• Discussion Board

• Course Materials

• Library Resources

• Email

• My Page

• Welcome Blog Post

• Deck

• Training

Leadership 101

1. What is leadership? 3 to 5 defining characteristics

2. How is leadership different from management?

3 to 5 key differences

• Count off by threes

• Take 15 minutes to work up a team answer to both questions

• Make notes on consensus

• Select someone to report out

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What is Leadership?

Effort to make organizations significantly more effective via planned change

Influence others to reach and grow by striving for an organizational goal or vision

Strategy, governance, culture Mostly a role not a job

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Leaders are Not Managers

Run the current way of working (creating value for stakeholders)

Work to allocate resources optimally and continuously improve current operations

Run the current “game”

Develop and drive the insights, frameworks and plans needed to bring about a new way of working (creating value for stakeholders)

Work to shift/leverage basic cultural assumptions, enact new vital behaviors and establish a new means of value creation

Create the future “game”

Manager Leader

Do you consider yourself a leader?

YES or NO and WHY

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Two Approaches

Find Your Own Path: Survey, analyze and synthesize various models and theories into a personal philosophy of leadership

Master the Fundamentals: Understand, practice and use the foundational skills that are common to all forms of leadership

Start Here

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Our Leadership Framework

There are three fundamentals of leadership:1. Thinking strategically about value

2. Achieving lasting behavior change

3. Creating organizational culture

Leaders that master the fundamentals are unique in that they:1. Are deeply energized by a seeming simple but conceptually deep

insight into a new means of value creation

2. Can work with others to think-through the implications of the insight

3. Have the professional will to drive out the change associate with the insight and its implications.

Leaders as value

innovators

• These are the blocking, tackling and ball handling of the leadership world

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Creating Value: Basic Building Blocks

drives Behaviors /Actions

What I Do

What I Know, FeelAnd Value

Learning Loop

Mental Model

Knowledge&

Skillsvalues

Emotions&

Attitudes

Value

Performance

Results I Produce

produces

Creating organizational culture

Achieving lasting behavior change

Thinking strategically about value

This model holds for individuals and groups

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Leadership Fundamentals Working Together

Linking “head to foot to value”

drives Behaviors /Actions

What I Do

What I Know, FeelAnd Value

Learning Loop

Mental Model

Knowledge&

Skillsvalues

Emotions&

Attitudes

Value

Performance

Results I Produce

produces

Creating organizational culture

Achieving lasting behavior change

Thinking strategically about value

This model holds for individuals and groups

Achieving lasting behavior change

Thinking strategically about value

Creating organizational culture

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Leadership Fundamentals

Course readings

drives Behaviors /Actions

What I Do

What I Know, FeelAnd Value

Learning Loop

Mental Model

Knowledge&

Skillsvalues

Emotions&

Attitudes

Value

Performance

Results I Produce

produces

Creating organizational culture

Achieving lasting behavior change

Thinking strategically about value

This model holds for individuals and groups

Achieving lasting behavior change

Thinking strategically about value

Creating organizational culture

Foundations of Leadership Workbook

M. Clare

Team Challenges

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Forming Teams

Outstanding group with diverse skills and experiences from many different programs

CRRA – 4 SA – 6 PPA – 7 PA - 3 IS – 1 QARS – 1 MI – 1 IMC -1

Teams

• 7 teams of 3 or 4 members

• CRRA forms 1 team with 4 members

• SA forms 2 teams with 3 members each

• PPA + IMC form 2 teams with 4 members each

• PA forms 1 team with 3 members

• QARS, IS and MI form 1 team with 3 members

CRRA – clinical research and regulatory admin

SA – sports admin

PPA – public policy admin

PA – predictive analytics

IS – information systems

QARS – quality assurance & regulatory science

MI – medical informatics

IMC – integrated marketing communications

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Working on Team Challenges

Three challenges one on each fundamental Requirements are vague and overly

ambitious by design Need to scope and execute in a way that

meets the challenge but is mindful of constraints

Submit preliminary ideas (optional), drafts for feedback (required) and final version for grading (required)

Pulls on concepts and techniques from workbook, readings and activities in class

Be Ready To:

• Distill complex deliverables into a single page result

• Use helicopter thinking or moving up and down levels of abstraction quickly

• Use integrative thinking or synthesizing conflicting ideas

• Jump the knowing-doing gap by translating general concepts into specific actions

Example

Select a behavior change challenge that is relevant to each member of your team. Use the five pathways and six sources frameworks to design and implement a program for making that behavior change.

1. Individuals review frameworks and brainstorm ideas.

2. Meet as team to discuss and frame

3. Send instructor an email to get reaction and reframe if necessary

4. Select point-person to facilitate group work to draft, revise and post final version of challenge

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For Next Week:Thinking Strategically About Value

Read Part One of Thinking Strategically about Value from Workbook See Workbook folder under documents on

blackboard Approximately 21 pages Note this is different than what is in the syllabus

Readings on Firms of Endearment book site Very short

Read description of team challenge one To be posted Monday

Join Knowledge Cards Ning network (will receive an invitation) Follow directions in blog post Welcome members of

Leaders 481 – Summer 2012 Pick competency for your first knowledge card

Did you read the course invitation, and syllabus?