leadership in current context
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Leadership In
The NewMillennium
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Hold on ! You cant all have the front seat!
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Most corporations today areovermanaged and under led. 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.
The Simple Truth
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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.
Management is
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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.
Leadership is
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A peacetime army can usually survivewith 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 anever-ending battle!
War & Peace
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Successful companies actively seek
out people with leadership potential
and expose them to career
experiences that will develop that
potential.
Building Leaders
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Leadership is about maximizing your
followers well-being, not their
comfort.- Chris Argyr is
Long Term Thinking
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The age of progress might have
lightened our physical loadbut it
has numbed our minds and takenour spirit away from work.
Speed and change are no longer
linear or additive.
What Price Progress?
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Leadership is about
firstth ink ing
thendecid ing
followed byact ing sw i ft lyand finally,ref lect ing
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Leadership is about
th ink ingexplorationdecid ingevaluation/selection
act ing sw if tlyedge
ref lect inganalysis/introspection
All of the above are intensely
intellectual activities.
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The ways in which leaders conduct theirlivestheir embodimentsmust be
clearly perceptible by those whom they
hope to influence. People who do notpractice what they preach are
hypocrites, and hypocrisy mutes the
effectiveness of their stories.
Real Leaders Are Credible
L d d f i l
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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]
Leaders do fai l
L d hi i i
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Leadership cr isis
GilletteLucent
Campbell
Coca-Cola
Xerox
MattelP&G
Michael HawleyRick McGinn
Dale Morrison
Doug Ivestor
Rick Thoman
Jill BaradDirk Jager
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The paradox of lship
Cogni t ive com plexi ty and ambigu i ty plague all leaderstoday. If you are looking fo r a job desc ript ion, forg et i t ;
yo u are dead meat.
You have to design you r ow n job specs, review them,
and change them as often as required.Speed is o f essence. Yet, calm ref lect ion when in the
clutches of com pet it ive gales is the hal lmark of
successfu l leaders.
The faster things happen , the slower
you need to go .
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They possessed no political
power, yet each disruptedhistory.It waspassion, not
power,that allowed them to do
so.
The Activists Rule
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LE RN
EMP THIZE
CT
DRE M
What it means to lead
L d hi i b t
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YOU!
Leadership is about
Leadership is not something that you
do. It is an expression of who you are.
- Kevin Cashman
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Differentiate people
based onperformance and
values
A Leadership
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T1 Say goodbyenow
T2 Coach, give achance
T3 Tyrant.Warn if no change,get rid
T4 Make them rolemodels
T3 T4
T1 T2
Low VALUES High
High
Low
PERFORM
ANCE
A Leadership
Development Model
Th GE W
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The GE Way
A B C
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Asshould be given raises that are twoto three times the size given to the Bs.
Bsshould get solid increasesrecognizing their contributions everyyear.
Csshould get nothing.
Differentiation
K GE L d hi
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Key GE Leadership
Ingredients
E4=
Energy
Energizer Edge
Execution
Values and Perfo rmance Cri t ical to Success
K GE L d hi
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E4
Energy =
Enormous Personal Energy - Strong
Bias for Action
Key GE Leadership
Ingredients
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K GE L d hi
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E4
Edge =
Competitive Spirit ... Instinctive Drive
for Speed/Impact ... Strong
Convictions and Courageous
Advocacy
Key GE Leadership
Ingredients
K GE L d hi
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E4
Execution =
Deliver Results
Key GE Leadership
Ingredients
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GE P l F t
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Name:
Title:
Mos in Position:
Photo
X
Potential
Perform
ance
GEs People Factory
+ Great technologist, + Broad, customer connected
+ Business leader potential, (-) Still maturing as a
leader
GE P l F t
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Name:
Title:
Mos in Position:
PhotoX
Potential
Perform
ance
+ Tenacious/pit bull, + Great process thinker
+ 7000 foot runway, (-) Wears ambition on sleeve
GEs People Factory
GEs People Factory
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Name:
Title:
Mos in Position:
Photo
X
Potential
Perform
ance
+ Top operational leader, + Phenomenally quick learner
+ Good mentor, (-) Needs More edge
GEs People Factory
GEs People Factory
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Name:
Title:
Mos in Position:
PhotoX
Potential
Perform
ance
+ Bright driven, + Global thinker + Great coach/mentor +Growing into the role, (-) Execution capability
GEs People Factory
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DISTINCT OR EXTINCT!
If there is nothing very special about your work,
no matter how hard you apply yourself, you wont
get noticed and that increasingly means you wontget paid much, either.
Michael Go ldhaber, Wired
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Involve everyone in
the future
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I nvolving Everyone
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Taking unnecessary work out ofthe system
Using the brains of many for thebenefit of all
Work-Out
I nvolving Everyone
I nvolving Everyone
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Work-Out: the rationale
For all these years, youve paid for
my hands when you could have had
my brain as wellfor nothing!
People closest to the work know it
best.
I nvolving Everyone
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I nvolving Everyone
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Work-Out: the process
The manager has to make on-the-spot
decisions on each proposal. Most
ideas must receive a Yes/No decisionon the spot. Decisions on the rest are
required by an agreed-upon date. No
proposal can be buried.
I nvolving Everyone
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I nvolving Everyone
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Work-Out: the steps
Let the team meet for a couple of days to
come up with recommendations
Meet with managers who can say yes orno on the spot, or will get back within an
agreed time frame.
Hold implementation meetings
g y
Change Effort/Payoff
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g y
High
Low
HardEasy
Jewels High-
Hards
Low
Hanging
Fruit
Drop
E f f o r t
Pay
off
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I am firing all of you. From now on it is me and thenearsighted monkey with a dart.
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Emotionally Competent
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The leader is the key source of the
organizations emotional tone. Your
excitement can move an entire group in
the direction you wish.
Leaders
Leadership is giving energy.
- B irgi t ta Wistrand
Emotionally Competent
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The emotional tone set by the leaderripples downwards with remarkable
precision. The most effective ones are
warm and outgoing, emotionally
expressive, democratic, and trusting.
The average leader is invisible, while the
best ones frequently walk around andstrike conversations with their staff.
Leaders
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2001 2000 COMPANY INDUSTRY26 37 Northwestern Mutual Life Ins. Insurance: Life, Health (stock)
27 62 Walgreen Food & Drug Stores
28 6 Sony Electronics, Electrical Equipment
29 51 Eli Lilly Pharmaceuticals
30 48 Continental Airlines Airlines
31 22 Walt Disney Entertainment
32 52 Bristol-Myers Squibb Pharmaceuticals
33 N/A Duke Energy Energy
34 54 E.I. du Pont de Nemours Chemicals35 N/A Boeing Aerospace and Defense
36 70 Colgate-Palmolive Soaps, Cosmetics
37 67 Caterpillar Industrial & Farm Equipment
38 N/A Sun Microsystems Computers, Office Equipment
39 39 Nestl Consumer Food Products
40 46 SBC Communications Telecommunications
41 29 Honda Motor Motor Vehicles
42 N/A Oracle Computers, Office Equipment
43 N/A Deere Industrial & Farm Equipment44 58 Alcoa Metals
45 33 BP Petroleum Refining
46 19 Ford Motor Motor Vehicles
47 N/A BellSouth Telecommunications
48 N/A Kroger Food & Drug Stores
49 N/A Texas Instruments Semiconductors
50 31 Singapore Airlines Airlines
Attr ibutes of World Class
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Innovativeness
Quality of management
Employee talent
Quality of products /services
Attr ibutes of World Class
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Long-term investment value Financial soundness
Social responsibility
Use of corporate assets
Global business acumen
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Vision
Mission
Objectives
Tactics
Processes
Foundation - Values
Transformation to World Class
A SYSTEMS APPROACH
aPerformance MeasurementbRewards Management
cEmployee Feedback
dRecruitment Practices
ePeople Development
fCustomer Feedback
gMission and Values Review
hQuality Consciousness
iContinuous Improvement
Strategy
Welch on Welch
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I wanted to create a company where
people dare to try new things - wherepeople feel assured in knowing that only
the limits of their creativity and drive, their
own standards of personal excellence,will be the ceiling on how far and how fast
they move.
- Jack Welch
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Getting The Best
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6. Do not prolong consideration of people who
will not receive a position
7. Ceaselessly search for new talent8. Ruthlessly replace individuals who do not
meet the standards of the enterprise
9. Work with the tools at hand
As taught by Theodore Roosevelt
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The New Rules
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Without integrity, motivation is dangerous.
Without motivation, capacity is impotent.
Without capacity, understanding is limited.
Without understanding, knowledge is
meaningless. Without knowledge, experience is blind.
The Challenge Ahead
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Given the right circumstances, from no
more than dreams, determination, and
the liberty to try, quite ordinary peopleconsistently do extraordinary things.
The Road Ahead
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Let us humans surprise the new
millennium. Let us prepare to face it
with a better and finer understanding
of leadership. Let us develop new
methods and be better citizens of this
world.
Beware The Yes Boss
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HAMLET: Do you see yonder cloud thats almost
in the shape of a camel? POLONIUS: By the mass, and tis like a camel,
indeed.
HAMLET: Methinks it is like a weasel.
POLONIUS: It is backed like a weasel.
HAMLET: Or like a whale?
POLONIUS: Very like a whale.
- HAMLET, Act III, Scene 2
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BROUGHT TO YOU BY
SAM SWAMINATHAN
Center for Creative Thin king
http: / /www.ccthinking.com
http://www.ccthinking.com/http://www.ccthinking.com/