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© Dean Kashiwagi Leadership P P erformance B ased S tudies R esearch G roup www.pbsrg.com PBSRG GLOBAL Kenneth Sullivan William Badger Marie Sullivan Jacob.

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Presentation on theme: "© Dean Kashiwagi Leadership P P erformance B ased S tudies R esearch G roup www.pbsrg.com PBSRG GLOBAL Kenneth Sullivan William Badger Marie Sullivan Jacob."— Presentation transcript:

1 © Dean Kashiwagi Leadership P P erformance B ased S tudies R esearch G roup www.pbsrg.com PBSRG GLOBAL Kenneth Sullivan William Badger Marie Sullivan Jacob Kashiwagi John Michael Dean Kashiwagi Avi Wiezel

2 © Dean Kashiwagi LAWS The Number of Laws of Physics == 100% Laws 100% Laws 100% Laws Laws are not created…they are discovered PastPresent Future

3 © Dean Kashiwagi Initial conditions Final conditions An Event Time Laws

4 © Dean Kashiwagi Perceive Process Apply Change Cycle of Learning 100% Information

5 © Dean Kashiwagi Perceive Process Apply Change Learning Speeds All Individuals Learn At Different Speeds 100% Information

6 © Dean Kashiwagi Types of Individuals Perceive Process Apply Change 100%Information Perception of Information Time A C 0% 100% B

7 © Dean Kashiwagi Perception of Information Time A Simplicity: Who perceives more information? C 0% 100%

8 © Dean Kashiwagi RSLS Time Information Level 0% 100% A C How to Create a KSM Left Side (LS) (Type A) vs. Right Side (RS) (Type C) += RS LS

9 © Dean Kashiwagi Time Information Level 0% 100% A C Where is Control? No Information Information LSRS No Control Control

10 © Dean Kashiwagi Time Information Level 0% 100% A C Where is Management? No Information Information No Control Control LSRS Leadership Management

11 © Dean Kashiwagi Time Information Level 0% 100% A C Decision Making? No Information Information No Control Control LSRS Leadership Management RS No Decision Making RS Decision Making

12 © Dean Kashiwagi Plot the Following Characteristics Leadership Alignment Efficiency Change the behavior of others Believe in chance Emotion/Passion Becomes the expert in the organization Technical Continuous Improvement Freedom Believes in range/diversity Proactive LS LS LS RS RS RS RS RS LS LS LS LS LS RS

13 © Dean Kashiwagi Plot the Following Characteristics LS RS Logical Overview/Process Details Understands why Understands what Measures Accountable Reactive Telescope in and out What if Genius Maximize information flow Loves meetings LS LS RS LS RS LS LS RS LS RS LS RS RS

14 © Dean Kashiwagi Plot the Following Characteristics LS RS Does not believe in being controlled Captain of their own ship Can change others Mirror so others can see themselves Source of Light or wisdom to influence all Can influence anyone Believe in randomness No control over their destiny Feels controlled More activity Incentives Looks inside to improve environment Has a more conducive environment to change LS LS RS LS RS RS RS RS RS RS RS LS LS

15 © Dean Kashiwagi Leader At All Levels Perception of Information Time 0% 100%

16 © Dean Kashiwagi Leaders must be close enough to relate to others, but far enough ahead to motivate them. John Maxwell

17 © Dean Kashiwagi Leader At All Levels Perception of Information Time 0% 100%

18 © Dean Kashiwagi Leader At All Levels Leadership has no unique traits There is leadership in every environment No two leaders are the same Every leader is defined by the time, the environment, the people they lead, and their own characteristics Type As are leaders who are more visionary and have Type A characteristics The majority of people are Cs so the majority of leaders will have Type C characteristics The only universal definition of a leader is anyone who people are following (next) Perception of Information Time 0% 100%

19 © Dean Kashiwagi Characteristics of Leaders Every leader has every characteristic Every leader has a relative degree of every characteristic No two leaders are the same There is a leader in every group The leader is his environment The masses pick their leader The leader picks the masses (next)

20 © Dean Kashiwagi Traditional Function of a Leader Worker Capability Leadership

21 © Dean Kashiwagi New Leadership Model Leaders have no influence over the capability of others Leaders increase productivity of the group through changing alignment/function of resources Worker Capability Leadership Productivity of Group Leadership

22 © Dean Kashiwagi Does a Leader Have Influence? Leader Follower

23 © Dean Kashiwagi Individual Controls his Environment LeaderFollower Friends Stranger

24 © Dean Kashiwagi Accountability, agency, self control, location of the abused Oppressor Slaves Partners in crime

25 © Dean Kashiwagi Does a Teacher Influence the Students? What evidence do we have? Teacher Students

26 © Dean Kashiwagi Who passes more information, Type A or Type C Teacher? Teacher Students

27 © Dean Kashiwagi Does a Leader Have Influence? Influence Chance Being controlled or able to control others Blame others when things go sour No Influence Accountable for their own actions When something goes wrong, they look inside first Control their own destiny Cannot control others Leader Follower LeaderFollower Friends Stranger Influence No influence

28 © Dean Kashiwagi How do different people match up? LeaderPerson 1 Friends Stranger LeaderPerson 2 Friends Stranger

29 © Dean Kashiwagi Types of Individuals Perceive Process Apply Change 100%Information Perception of Information Time A C 0% 100% A

30 © Dean Kashiwagi Measurement (relationship with information) Individual Resources Education Family Birth order Friends Hobbies Size Race Religion Government Historical time Job Perception Contractor Number of projects OT rate OB rate Customer satisfaction Change order rate Change order amount Size of projects Private/public sector Number of years in operation Performance of subvendors Performance of site superintendent Performance of project manager Ability to minimize risk

31 © Dean Kashiwagi Who is on my molecule? What is on my molecule When is on my molecule Why is on my molecule Where is on my molecule How much is on my molecule The molecule identifies the individual Perception of Information Time 0% 100% A

32 © Dean Kashiwagi Charles B. Ehrlich, 53, Ehrlich, has a criminal record in Florida. Fined $60,000 last year by the SEC, and ordered to pay back a half-million dollars. Clarence J. Stewart, 53, Pleaded guilty to a drug-related charge in the late 80s. Walter Alexander, 46, A golfing buddy of Simpson. Michael F. McClinton, 49, Police seized two handguns and an assault rifle from his home. plead guilty in 1999 to possession of a controlled substance. Alfred Beardsley, 46, Arrested this week for violating parole for stalking by leaving CA. Charles H. Cashmore, 40, Received probation in the late 1990s after he was charged with felony theft in Utah. The Juice Thomas Riccio, 44, Four time convicted felon, Eight years in prison. Theres got to be trend here, If I can just find it………………………

33 © Dean Kashiwagi Different Perspectives Who identifies who is on their molecule so they can react to the parties? Who looks at their molecule to identify where they can improve? The movement from C to A requires someone to look at who they are instead of who they interact with The secret to leadership is example and not influence It is accepting reality for what it is and aligning the resources Perception of Information Time 0% 100% AC

34 © Dean Kashiwagi Director Contractor 1 Contractor 2 Contractor 3 Contractor 4 Contractor 5 Contractor 6 Contractor 7 Contractor 8 Contractor 9 Contractor 10 Contractor 11 Contractor 12 Contractor 13 Contractor 14 Contractor 15 Contractor 16 Risk Management by Contractor Procurement Officer 1Procurement Officer 2 PM 1PM 2PM 3PM 4 MCPD

35 © Dean Kashiwagi Division Overview DIVISION OVERVIEW2/3/2006 Total Awarded Budget $100,000,000 Current Cost $120,000,000 Over Budget $ 20,000,000 PROJECT OVERVIEW Total Number of Projects100 % Projects On Time90% # of Jobs Delayed10 % Projects On Budget90% # of Jobs Over Awarded Budget10 AVERAGE PROJECT Project Budget $ 1,000,000.00 # of Days Delayed20 Number of overdue risks2.1 Owner Rating9.8 Risk Number1.56 D

36 © Dean Kashiwagi Contractors C

37 © Dean Kashiwagi PM/PI Performance Line OVERVIEWPM 1PM 2PM 3 Total Awarded Budget$50,000,000$10,000,000$45,000,000 Current Cost$51,250,000$10,000,000$45,800,000 Over Budget$1,250,000$0$800,000 OVERVIEW OF PROJECTS Total Number of Projects1536 % Projects On Time87%100%83% # of Jobs Delayed201 % Projects On Budget93%67%100% # of Jobs Over Awarded Budget110 AVERAGE PROJECT Project Budget$3,333,333 $7,500,000 % Over Awarded Budget2.5%0.0%1.8% # of Days Delayed15011 Number of overdue risks0.511.200.92 Owner Rating9.819.7110.00 Risk Number1.801.401.03 M

38 © Dean Kashiwagi Law of Harmony One should be in harmony with, and not in opposition to, the strength and force of the opposition. This means that one should do nothing that is not natural….. the important thing is not to strain in any way. Bruce Lee

39 © Dean Kashiwagi Leadership Change Instead of management, use natural alignment Position strengths in the optimal location Nature does not have a manager The environment optimizes itself

40 © Dean Kashiwagi Inefficient Leadership Model: Influence Focus on changing people Followers are the constraint Requires lots of resources Relieves management from accountability

41 © Dean Kashiwagi No-Influence Leadership Model Alignment Requires Understanding Leader is the constraint Focus is on changing the system Efficient

42 © Dean Kashiwagi No Influence Story

43 © Dean Kashiwagi Modified Modified No Influence Story

44 © Dean Kashiwagi Current Leadership Development Ability to Influence MotivationManagement TrainingPsychology Charisma Skill Sets ServantListeningMentoring Development Programs Evaluations Human Behavior Social FactorsIncentives Standards Conflict Resolution Physiology

45 © Dean Kashiwagi Research Results No-influence principles had more documented empirical data Almost all successful programs followed concepts of no-influence Even though many prominent leaders claimed a belief in influencing others, their techniques were based off of no-influence principles.

46 © Dean Kashiwagi What would a Leader Do? Maximize Training Praise Workers for their contribution to the work Promise rewards for good work Delegate as much work as possible Keep track of everyones progress Motivate through powerful emotional speeches Create a rigid structure for his employees to follow Create lots of instruction pamphlets and guides Look for only Type A personnel to hire Collect lots of performance data of employees Hire managers to make sure employees stay on task RS LS RS LS RS RS RS RS RS RS RS LS RS

47 © Dean Kashiwagi Leadership Conclusions Leadership is alignment and not influence Leadership can be put into a process/structure Leadership minimizes management activity (direction, control, inspection) Leadership based process/structure is efficient and effective Leadership based process/structure solves the larger problem of having a lack of leaders instead of focusing on creating leaders This is a huge change in philosophy, structure, and operations


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