1. Providing Leadership in a Principles-Driven Management Environment USDA Forest Service Fire Directors November 1, 2005

2. Leadership and Management Complimentary but not Equal The central functions of managers and leaders are different A manager takes care of where you are; a leader takes you to a new place A manager deals with complexity; a leader deals with uncertainty A manager is concerned with doing things right; a leader is concerned with doing the right things

3. Leadership and Management Complimentary but not Equal The central functions of managers and leaders are different A manager's critical concern is efficiency; a leader focuses on effectiveness A manager creates policies; a leader establishes principles A manager looks for similarities in current and previous problems; a leader looks for differences

4. Leadership and Management Complimentary but not Equal Multiple functions, limited resources and conflicting demands for time and resources, require management. It involves setting priorities, establishing processes, overseeing the execution of tasks and measuring progress against expectations. Management is focused on the short term, ensuring that resources are expended and progress is made within time frames of days, weeks and months

5. Leadership and Management Complimentary but not Equal Leadership, which deals with uncertainty, is focused on the long term. The contributions of a leader-driven change might never be objectively determined or, at best, might only be seen after many years

6. Leadership and Management Complimentary but not Equal Management requires the use of available facts and assessment of tangibles Leadership requires decisions based on inadequate or nonexistent information Leaders must have the courage to act and the humility to listen. They must be open to new data, but at some point act with the data available

7. Leadership and Doctrine The primary role of a leader in a principles- driven organization is the promulgation of clear, unambiguous intent Provides a description of the end-state, the vision Specific yet non-prescriptive Focused on the result, not the execution

8. Leadership and Doctrine The primary role of a leader in a principles- driven organization is the promulgation of clear, unambiguous intent Displays a clear expectation for concentric initiative within identified and agreed-to principles of operation

9. Leadership and Doctrine Leadership is a personal thing; there is no secret formula or model for successful leadership, but… Leadership will fail unless it’s built on strong and genuine values. “Leadership is a combination of strategy and character. If you must be without one, be without the strategy.”… Norman Schwarzkopf

10. Performing as a Leadership Team It is a rare opportunity when leaders can function as a team, something managers often do… Focus on the intent of leadership Create the vision for “where we want to be” Identify the uncertainties and develop the principles which will guide those that will take us there Share your discomfort with the unknown

11. Drive the achievement of significant goals You are a team of people without whose vision, motivation, encouragement, and support, the goals of FAM will not be achieved You are a team of people who can persuade others to change the way they think and act Performing as a Leadership Team

12. Embrace your humanity “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.“… Peter Drucker Performing as a Leadership Team

13. Maintain Your Integrity of Mission Embrace and display your genuine, deep concern for our important, worthwhile mission – ensure there’s nothing false or contrived. Your vision must be so strong that it can easily be felt by others. It will be tangible, it will be exciting, it will draw people in Performing as a Leadership Team

14. Recognize the Mission is More Important than the Leader The best leaders are not self-promoters. While they are comfortable with power and authority, they do not abuse their position, or emphasize the perquisites of their office, or use their status to distance themselves from others. Enjoy interacting with the rank and file, being where the real work is done Performing as a Leadership Team

15. Maintain your Interest in Divergent Views Actively seek out and learn from those whose experience and values are both valid and different from your own Performing as a Leadership Team

16. Put the Right People and Resources in the Right Place to Accomplish Your Vision Understand your expectations, your vision, and the skills that are required to achieve it Everyone has something to offer… if properly utilized. Don’t settle; seek Performing as a Leadership Team

17. As a Team, Deal Decisively with Difficult Personnel Problems Which means, “keeping the people who hate me away from those who are still undecided.”, Casey Stengel Recognize the goal is not personal popularity; have the courage to deal with poor performance Performing as a Leadership Team

18. and Finally… Accept the risks of being leaders… Robert Jarvik, who invented the artificial heart, said: “Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them.”

19. References The Essence of Leadership, Pete Smith, President & CEO Private Sector Council, Washington, D.C. Managers vs. Leaders, James Colvard, Outlook, GovExec.com, July 2003