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Leadership PBSRG Kenneth Sullivan William Badger

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1 Leadership PBSRG www.pbsrg.com Kenneth Sullivan William Badger
Marie Sullivan Jacob Kashiwagi John Michael Dean Kashiwagi Avi Wiezel This presentation will provide a detailed overview of the Performance Information Procurement System. PBSRG GLOBAL P Performance Based Studies Research Group © Dean Kashiwagi

2 LAWS The Number of Laws of Physics
= = 100% Laws 100% Laws 100% Laws Past Present Future Laws are not created…they are discovered

3 An Event Initial conditions Final conditions Laws Laws Time

4 Cycle of Learning Perceive 100% Information Change Process Apply

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

6 “Types” of Individuals
100% A Perceive B 100% Information Change Process Perception of Information C Apply 0% Time

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

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

9 Where is Control? A C Information Level Time LS RS 100% Information
No Control Information Level Control No Information C 0% Time

10 Where is Management? A C Information Level Time LS RS RS 100%
No Control Leadership Information Level Control Management No Information C 0% Time

11 Decision Making? A C Information Level Time LS RS RS RS 100%
No Control Leadership No Decision Making Information Level Decision Making Control Management No Information C 0% Time

12 Plot the Following Characteristics
LS RS 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 RS

13 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 RS

14 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 RS

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

16 “Leaders must be close enough to relate to others, but far enough
ahead to motivate them.” John Maxwell

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

18 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 A’s 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) 100% Perception of Information 0% Time

19 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 Traditional Function of a Leader
Worker Capability Leadership

21 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 Does a Leader Have Influence?
Follower

23 Individual Controls his Environment
Leader Follower Stranger Friends

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

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

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

27 Does a Leader Have 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 Influence Leader Follower Friends Stranger No influence

28 How do different people match up?
Leader Person 1 Friends Stranger Leader Person 2 Friends Stranger

29 “Types” of Individuals
100% Perceive A A 100% Information Change Process Perception of Information C Apply 0% Time

30 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 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 100% A Perception of Information 0% Time

32 There’s got to be trend here, If I can just find it………………………
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. Charles H. Cashmore, 40, Received probation in the late 1990s after he was charged with felony theft in Utah. Alfred Beardsley, 46, Arrested this week for violating parole for stalking by leaving CA. 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. Thomas Riccio, 44, Four time convicted felon, Eight years in prison. Clarence J. Stewart, 53, Pleaded guilty to a drug-related charge in the late ’80s. “The Juice” Walter Alexander, 46, A golfing buddy of Simpson.

33 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 A 100% Perception of Information C 0% Time

34 Risk Management by Contractor
D Director P Procurement Officer 1 Procurement Officer 2 M PM 1 PM 2 PM 3 PM 4 Contractor 1 Contractor 5 Contractor 9 Contractor 13 Contractor 2 Contractor 6 Contractor 10 Contractor 14 C Contractor 3 Contractor 7 Contractor 11 Contractor 15 Contractor 4 Contractor 8 Contractor 12 Contractor 16

35 Division Overview D DIVISION OVERVIEW 2/3/2006 Total Awarded Budget
$100,000,000 Current Cost $120,000,000 Over Budget $ 20,000,000 PROJECT OVERVIEW Total Number of Projects 100 % Projects On Time 90% # of Jobs Delayed 10 % Projects On Budget # of Jobs Over Awarded Budget AVERAGE PROJECT Project Budget $ 1,000,000.00 # of Days Delayed 20 Number of overdue risks 2.1 Owner Rating 9.8 Risk Number 1.56

36 Contractors C

37 PM/PI Performance Line
OVERVIEW PM 1 PM 2 PM 3 Total Awarded Budget $50,000,000 $10,000,000 $45,000,000 Current Cost $51,250,000 $45,800,000 Over Budget $1,250,000 $0 $800,000 OVERVIEW OF PROJECTS Total Number of Projects 15 3 6 % Projects On Time 87% 100% 83% # of Jobs Delayed 2 1 % Projects On Budget 93% 67% # of Jobs Over Awarded Budget AVERAGE PROJECT Project Budget $3,333,333 $7,500,000 % Over Awarded Budget 2.5% 0.0% 1.8% # of Days Delayed 11 Number of overdue risks 0.51 1.20 0.92 Owner Rating 9.81 9.71 10.00 Risk Number 1.80 1.40 1.03

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

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

42 No Influence Story

43 Modified Modified No Influence Story

44 Current Leadership Development
Ability to Influence Management Motivation Training Skill Sets Physiology Psychology Mentoring Charisma Servant Listening Evaluations Development Programs Human Behavior Social Factors Incentives Standards Conflict Resolution

45 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 What would a Leader Do? LS RS RS Maximize Training LS
Praise Workers for their contribution to the work Promise rewards for good work Delegate as much work as possible Keep track of everyone’s 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 LS RS

47 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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