June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Leadership & Strategic Planning

Stephen Porth, Ph.D.Associate Dean

Saint Joseph’s University

Leadership Challenges in Today’s Business Climate

What are some of your greatest

challenges in leading your organization?

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Today’s ObjectivesIdentify and discuss the keys to great leadership

Apply knowledge to identify ways to enhance skills

Discuss the Role of Strategic ThinkingUnderstand a Framework for Strategic ThinkingWork with your associates to apply and hone strategic thinking skills

Resources for Leadership Development

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

What this is….

Leadership Development is a processnot a program….

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

What Makes A Leader?

What is the key to leadership?

Case StudyWho will emerge as leader(s)?Why? What are the characteristics and traits of the leader?

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

The Leadership ChallengeJim Kouzes & Barry Posner Ongoing research since 198775,000 + surveyed from around the world

Based on your experience of leadership, what do you look for and admire in a leader?

List the attributes.

The Leadership ChallengeWhat do you look for and admire in a leader? Over time & across continents, only four attributes consistently receive ratings of 50% or higher. Leaders are ….

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Honest (88%)Honest, authentic, trust-worthy, ethical, credible, integrity, character

Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.

- Norman Schwarzkopf

Forward-Looking (71%)Forward-looking, a strategic thinker, visionary, innovative

???

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Forward-Looking (71%)

If you don’t know where you’re going,

you’ll wind up somewhere else

- Yogi Berra

Competent (66%)Resolute, Determined, achieve results and change

Of the 13 million children growing up

in poverty, about half will graduate from

high school. Those that do graduate will perform on average at an 8th grade level.

You can change this.

Wendy Kopp, Founder

•more than 5,000: number of corps members •more than 12,000: number of alumni •nearly 3 million : number of students reached since inception

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Inspiring (65%)The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and incompetence. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best.“

Colin Powell

Sam Walton's #1 Rule for Success

Commit to your business. Believe in it more than anything else. If you love your work, you’ll be out there every day trying to do the best you can, and pretty soon everybody around will catch the passion from you - like a fever.

Inspiring (65%)

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Great Leaders

“To be a Great Leader, you have to be successful at achieving change – important consequential change in the results for which you are responsible.”

B. Joseph White, The Nature of Leadership (2007)

The Leadership ChallengeWhat do you look for and admire in a leader? Over time & across continents, only four attributes consistently receive ratings of 50% or higher.

Leaders are …. Honest, Forward-looking, Competent & Inspiring

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Leaders & Managers

Managers LeadersPeter Drucker Management is a

rankLeadership is a responsibility

Leaders & Managers

Managers LeadersPeter Drucker Management is a

rankLeadership is a responsibility

Warren Bennis Managers do things right.

Leaders do the right things.

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Leaders & Managers

Managers LeadersPeter Drucker Management is a

rankLeadership is a responsibility

Warren Bennis Managers do things right.

Leaders do the right things.

John Kotter Management is about coping with

complexity.

Leadership is about coping with

change.

Leadership PrinciplesGood leaders and good managers are both important… they’re just not the same thing!Being a leader requires making a choice…

great individual contributor versus a leaderthe desire to lead

Leadership skills & knowledge can be learned.

Leadership is an Inside/Outside proposition.

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

What Makes A Leader?

Honest (88%)Credible, Ethical

Inspiring (65%)Positive, Hopeful

Forward-Looking (71%)Visionary, Strategic Thinker

Competent (66%)Achieves Results,

Determined, Change Agent

Case Study

To Promote or Not To Promote

Identify reasons to promote and reasons not to promote

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Case Study

Reasons to PromotePromote because…

Reasons Not to PromoteDo not promote because…

The 7 Types of Intelligence

1. Linguistic - enjoy writing, reading, telling stories or doing crossword puzzles.

2. Logical-Mathematical - interested in patterns, categories and relationships; drawn to arithmetic problems, strategy games and experiments.

3. Bodily-Kinesthetic - process knowledge through bodily sensations; often athletic, dancers or good at crafts such as sewing or woodworking.

4. Spatial - think in images and pictures; may be fascinated with mazes, puzzles, drawing, or daydreaming.

5. Musical - enjoy singing or musical instruments; usually quite aware of sounds others may miss; often discriminating listeners.

6. Interpersonal - leaders among their peers, good at communicating and seem to understand others' feelings and motives; possess interpersonal intelligence.

7. Intrapersonal - may be shy; very aware of their own feelings and are self-motivated; a goal achiever.

Howard Gardner's books on multiple intelligences, include Intelligence Reframed - Multiple Intelligences for the 21st Century, Multiple Intelligences - The Theory in Practice, and Frames of Mind: The Theory of Multiple Intelligences.

Based on the research of Psychologist Howard Gardner

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

The 7 Types of Intelligence

To test your dominant type of intelligence go to ….

www.quizilla.com/users/shrimpysteph/quizzes

Emotional Intelligence

1. What is EI?2. Why Does EI Matter?3. How am I doing?

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

What Is Emotional Intelligence (EI)?EI is an assortment of skills and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures.

People with high EI have the ability to accurately perceive, evaluate, express, and regulate emotions and feelings.

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

5 Components of EI

• Self-awareness (items 1 and 9)• Self-management (2, 4)• Self-motivation (3, 7)• Empathy (5, 8)• Social skills (6, 10)

Why Does EI Matter?

EI is most predictive of performance in jobs such as salesor management where success is as dependent on interpersonal skills as technical ability. People with low EI are likely to have difficulty managing others, making effective sales presentations, and working on teams.

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

“I have found, however, that the most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence (EI). It's not that IQ and technical skills are irrelevant. They do matter, but mainly as "threshold capabilities"… But my research, along with other recent studies, clearly shows that EI is the sine qua non of leadership… when I calculated the ratio of technical skills, IQ, and EI as ingredients of excellent performance, EI proved to be twice as important as the others for jobs at all levels.”

“Moreover, my analysis showed that EI played an increasingly important role at the highest levels of the company, where differences in technical skills are of negligible importance... When I compared star performers with average ones in senior leadership positions, nearly 80% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.”

D. Goleman, What Makes A Leader? Harvard Business Review

The primary derailer of executives is a lack of impulse control.

-Goleman, Working With EI

The Business Case for EI

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

• Sudden, unexpected outburst

• Strong emotions = trigger

• Uncensored behavior

An Amygdala Hijack

Page 26 The Human Brain

Scan In

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Scan Bobby Knight in picture

Emotional Intelligence

EI Self-Assessment

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Definition Hallmarks

Self AwarenessThe ability to recognize and understand your moods, emotions and drives, as well as their effect on others

Self-confidence

Realistic self assessment

Self RegulationThe ability to control or redirect disruptive impulses and moods.

The propensity to suspend judgment – to think before acting

Trustworthiness and integrity

Comfort with ambiguity

Openness to change

MotivationA passion to work for reasons that go beyond money or status

A propensity to pursue goals with energy

Strong drive to achieve, commitment

Optimism, even in the face of failure

Empathy

The ability to understand the emotional makeup of other people

Skill in treating people according to their emotional reactions

Expertise in building and retaining talent

Cross-cultural sensitivity

Service to clients and customers

Social Skill

Proficiency in managing relationships and building networks

An ability to find common ground and build rapport

Effectiveness in leading change

Persuasiveness

Expertise in building and leading teams

Emotional Intelligence

1. What is EI?2. Why Does EI Matter?3. How am I doing?

What’s My EI Score?

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Leadership Action Plan

Identify 1-2 core strengths to leverage and build upon

Identify 1-2 areas for developmentDevelop a SMART action plan for development

DevelopMission &Vision

PerformSituationAnalysis

SetObjectives& CraftStrategy

ImplementStrategy

AssessValueCreation &ProvideFeedback

Value Creation drivesthe strategy process

Effective strategicmanagement creates

value

ValueCreation

Customers

Employees

Owners

Strategic Management Framework

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Objectives and Strategies

AB

Begin With the End in Mind

“Begin with the end in mind” is based on the principle that all things are created twice. There’s a mental and a physical creation to all things.

~ Stephen R. Covey from “The Seven Habits of Highly Effective People”

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Strategic Issues

• Strategic issues: critical challenges, opportunities, problems or questions the organization needs to address for the sake of its future

• Examining strategic issues allows us to more directly connect the strengths and weaknesses to the opportunities and threats discovered in our situation assessment.

Internal Analysis

External analysis

Initiative 1 Initiative N

Strategic IssuesKey Challenges

Decision-Making Framework

Strategic Ojectives

Strategic Issues Analysis

Strategic Objectives

June 16-19, 2008

PLMA at Saint Joseph’s University Executive Education Program

Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA

Strategic Issues Analysis

Identify Strategic Issues

Establish SMART Objectives

Consider Strategic Alternatives

Choose Strategies

Setting Objectives

SMART formatExample:

Increase sales - Increase sales by average annual rate of 7% over the new three years.Improve profitability – Increase ROE to 12% next year.