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Leadership & The Best Management Tips… I’ve learned! Ken Tucker, Business Mentors B Sc. MBA.

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Presentation on theme: "Leadership & The Best Management Tips… I’ve learned! Ken Tucker, Business Mentors B Sc. MBA."— Presentation transcript:

1 Leadership & The Best Management Tips… I’ve learned! Ken Tucker, Business Mentors B Sc. MBA

2 Is this you? Well-trained and successful in the past Struggling Struggling Business Business Home Home Life Life SLUMP SLUMP

3 "According to a new survey of 1,500 chief executives conducted by IBM's Institute for Business Value… CEOs identify "creativity" as the most important leadership competency for the successful enterprise of the future. That's creativity—not operational effectiveness, influence, or even dedication. CEOs see a large gap between the level of complexity coming at them and their confidence that their enterprises are equipped to deal with it. Until now creativity has generally been viewed as fuel for the engines of research or product development, not the ESSENTIAL LEADERSHIP asset that must permeate an enterprise."

4 Management by Leadership 1. Develop a vision for the business 2. Change the culture to achieve the vision 3. Flatten the organization 4. Eliminate bureaucracy 5. Empower individuals 6. Raise service, quality and efficiency 7. Eliminate boundaries

5 Management by Leadership LEAD MORE, MANAGE LESS 1.Lead 2.Manage less 3.Articulate your vision 4.Simplify 5.Get less formal 6. Energize others 7. Face reality 8. See change as an opportunity 9. Get good ideas from everywhere 10. Follow up

6 Management by Leadership BUILD A WINNING COMPANY 11. Get rid of bureaucracy 12. Eliminate boundaries 13. Put values first 14. Cultivate leaders 15. Create learning culture

7 Management by Leadership HARNESS YOUR PEOPLE 16. Involve everyone 17. Make everybody a team player 18. Stretch 19. Instill confidence 20. Make business fun

8 BUILD THE MARKET-LEADING COMPANY 21.Be number 1 or number 2 22.Live service & quality 23.Constantly focus on innovation 24. Live speed 25. Behave like a small company

9 GE Market Capitalization US$13 billion US$500 billion Jack Welch

10 "We want to change the competitive landscape by being not just better than our competitors, but by taking service & quality to a whole new level.” Jack Welch Results achieved over the first 3 years ( )

11 Inspiring Culture InspiringVision RelentlessInnovation InspirationalEnvironment InspirationalLeadership

12 Winners versus Losers The Winner is always a part of the solution; The Loser is always a part of the problem. The Winner always has a program; The Loser always has an excuse. The Winner says, "Let me do it for you;" The Loser says, "That's not my job." The Winner sees an answer for every problem; The Loser sees a problem in every answer. The Winner says, "It may be difficult but it's possible;" The Loser says, "It may be possible but it's too difficult."

13 The Prescription for Winning in Business Speed Speed Speed Simplicity Simplicity Simplicity Self-confidence Self-confidence Self-confidence

14 Articulate Your Vision "Leaders inspire people with clear visions of how things can be done better." The best leaders do not provide a step-by-step instruction manual for workers. The best leaders are those who come up with a new idea, and articulate a vision that inspires others to act. Create and project a clear vision Articulate a few clear stretch goals for your company Make sure you have the very best people to carry your vision out.

15 Corporate Vision Providing Purpose, Direction and Motivation Vision is a short and inspiring statement of what your organization intends to become and to achieve at some point in the future. Corporate Vision May Contain Commitment to: Creating an outstanding value for customers and other stakeholders Developing a great service Developing a great company Examples of Corporate VisionGE We bring good things to life. Ford To become the world's leading consumer company for automotive products and services. Microsoft To enable people and businesses throughout the world to realize their full potential. YOU Creating Cheerleader Customers one claim, job etc. at a time

16 Lessons from Michael Dell Mobilize Your People Around a Single Goal (Vision) “A company of self-reliant "owners" sounds great in theory, but it can be chaos if the goals aren't clear to all. All of our experimenting and questioning and learning is done in pursuit of one goal: finding the next frontier of value that we can create for our customers. " “A company of self-reliant "owners" sounds great in theory, but it can be chaos if the goals aren't clear to all. All of our experimenting and questioning and learning is done in pursuit of one goal: finding the next frontier of value that we can create for our customers. " Michael Dell, Founder of Dell Computer Corporation

17 Lessons from Michael Dell Mobilize Your People Around a Single Goal (Vision) Dell’s consistent strategy and well-articulated objectives Look at learning as a necessity, not a luxury. Study the obvious for non-obvious solutions. Make failure acceptable as long as it creates learning opportunities. Constantly question – even the good stuff. Communicate the goals of the organization to everyone. Focus the organization on the customer, not the hierarchy. Treat all employees as owners, even if they technically aren't yet.

18 “What you perceive and believe… you achieve!”

19 Flatten the Organization & Get Rid Of Bureaucracy The way to harness the power of your people is "to turn them loose, and get the management layers off their backs, the bureaucratic shackles off their feet and the functional barriers out of their way." Bureaucracy is the enemy. It fears change, is terrified by speed and hates simplicity Bureaucracy is the enemy. It fears change, is terrified by speed and hates simplicity Drop unnecessary work Drop unnecessary work Delayer, create a flat responsive organization Delayer, create a flat responsive organization Cross-pollinate to make faster and better decisions Cross-pollinate to make faster and better decisions Encourage employees to identify problems and come up with solutions Encourage employees to identify problems and come up with solutions Make your workplace more informal Make your workplace more informal

20 Energize & Empower Others Genuine leadership comes from the quality of your vision and your ability to spark others to extraordinary performance. Getting employees excited about their work is the key to being a great business leader. "We now know where productivity - real and limitless productivity - comes from. It comes from challenged, empowered, excited, rewarded teams of people." Live action all day Allow employees more freedom Give employees more responsibility Never lead by intimidation Let people know how their efforts are helping your organization Send handwritten thank-you notes Coaches who can outline plays on a black board are a dime a dozen. The ones who win get inside their player and motivate.

21 What’s Important? Values Employees Managers Full appreciation of work done 1 6 Feeling in on things 2 8 Sympathetic help 310 Interesting work Promotion and growth Good wages

22 See Change As an Opportunity Change is a big part of the reality in business. "Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while... Keeping an eye out for change is both exhilarating and fun." It's nonsense to fear change It's nonsense to fear change Adapt your management style Adapt your management style Spark other’s to deal with change Spark other’s to deal with change Deal with change in a proactive manner Deal with change in a proactive manner Defy tradition Defy tradition Think short-term and long-term change Think short-term and long-term change Reinvent your business constantly Reinvent your business constantly

23 That’s the way We’ve always Done it

24 Involve Everyone Business is all about capturing intellect from every person. The way to engender enthusiasm it to allow employees far more freedom and far more responsibility. 1. Start with yourself 2. Encourage people to take initiative 3. Establish a meritocracy in your company 4. Use the brains of every worker 5. Create an atmosphere where workers feel free to speak out

25 Four MAIC (MAKE) Steps! Measure Measure Analyze Analyze Improve Improve Control Control Five Restoration Measures 1.Customer Satisfaction 2.Cost of Poor Quality 3.Sub Quality 4.Internal Performance 5.Performance Improvement Suggestions

26 Creating the Spirit of a Start-Up Firm in a Large Enterprise “Get Togethers” The “Get Together” in essence turned the company upside down, so that the workers told us, the bosses, what to do. That forever changed the way people behaved at the company. Improvement Incentive Program - I.I.P. “Get Togethers” Four Major Goals 1.Build trust 2.Empower employees 3.Eliminate unnecessary work 4.Create a new paradigm

27 Listen, Execute what you Promise! In most organizations, change efforts come and go – and rarely make a difference. In most organizations, change efforts come and go – and rarely make a difference. Failure to Execute! Generate Written Action Plans

28 Simplify Keeping things simple is one of the keys to business. Have the courage to be simple. Simplicity is practically an art form, with many definitions. "Simple messages travel faster, simpler process is implemented faster and the elimination of clutter allows faster decision making."  Don't make business harder than it is  Think simply to create a clear vision  Make your messages simple  Build self-confidence  Simplify your workplace and communications  Make meeting simpler

29 Face Reality Face reality, then act decisively. Most mistakes that leaders make arise from not being willing to face reality and then acting on it. Facing reality often means saying and doing things that are not popular, but only by coming to grips with reality will things get better.  Accept the truth  Own up the reality, don't bury your head in the sand  See things as they are, not as you wish them to be  Look at things with a fresh eye every day  Look at your situation as an outsider  Play scenarios

30 Get Good Ideas From Everywhere New ideas are the lifeblood of business. "The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action - fast."  Ideas can be from any source  Cross-pollinate  Develop a pervasive and insatiable thirst for good ideas  Study competitors  Plagiarize – it's legitimate

31 Follow Up Follow up on everything. Follow-up is one key measure of success for a business. Your follow-up business strategy will pave the way for your success.  Demonstrate relentless consistency in everything  When you call a meeting, see if its goals are achieved  Harp on a few key themes and repeat them over and over  Expand your communication to reach a critical mass  Be consistent – consistently!

32 Cultivate Leaders Building a leader pipeline is essential to the health of your company and it therefore is a strategic duty of the senior leader. Cultivate leaders who have… The Four E's of Leadership: Energy,Energize, Edge, and Execution; Leaders who share values of your company and deliver on commitments.  Build self-confidence  Look for team players  Look for coaches  Help them build their cross- functional expertise  Measure performance of the leader pipeline

33 Be Number 1 or Number 2 "When you're number four or five in a market, when number one sneezes, you get pneumonia. When you're number one, you control your destiny. “  Evolve a game plan, a business strategy "number one, number two“  Send shivers throughout your organization  Exact the highest standards and make sure that everyone in your company meets those standards  Look for the quantum leap  Get rid of fat

34 Live Quality “ We want to change the competitive landscape by being not just better than our competitors, but by taking quality to a whole new level. We want to make our quality so special, so valuable to our customers, so important to their success that our products & services become the only real value choice.” “Create Cheerleader Customers”  Take great pride in your work  Make quality your way of life  Quality is your job  Make quality the job of every employee  Seek out quality training  Involve customers  Exchange best practices

35 Jeffrey Gitomer 1. Less automation. Have two options: If you want an automated menu, press one. If you want a live person to help you, press two. NO ONE WILL PRESS ONE. 2. Faster response times. Serve everyone in a minute or less. 3. More people to serve customer needs. This may cost you in the short run, but will earn you millions in the long run. 4. Better personal development training. Teach positive attitude before job skills. 5. More realistic answers to real world questions. 5.5 Specific training about the things your customer wants or needs the most. I saved my best recommendation for last. I recommend you call the experts that made your business a successful enterprise. You may know them as your customers. And I assure you they hold the key to loyalty, and have all the answers you need.

36 Constantly Focus On Innovation Invest in continuous education and training Search for the best ideas Practice systems thinking and holistic approaches Invest in information technology and information management Spend an hour per week learning what competitors are doing

37 Live Speed "If you're not fast you can't win... Speed is everything. It is the indispensable ingredient of competitiveness."  Cultivate the culture of speed  Eliminate layers  Remove all roadblocks  Don't "sit" on decisions  Create an open organization  Communicate faster  Make speed a habit  Pounce every day “But don’t Be Reckless”

38 1. Provide an inspiring vision and strategic alignment, launch a crusade visionstrategic alignmentlaunch a crusadevisionstrategic alignmentlaunch a crusade 2. Help people connect their personal goals to business goals connect their personal goals to business goalsconnect their personal goals to business goals 3. Make relentless innovation a religion relentless innovationrelentless innovation 4. Encourage entrepreneurial creativity and experimentation entrepreneurial creativityexperimentationentrepreneurial creativityexperimentation 5. Involve everyone, empower and trust employees Involve everyoneempowertrust Involve everyoneempowertrust 6. Coach and train your people to greatness Coach 7. Build teams and promote and teamwork, leverage diversity Build teams and promote and teamworkleverage diversity Build teams and promote and teamworkleverage diversity 8. Motivate, inspire and energize people, recognize achievements Motivateinspireenergize Motivateinspireenergize 9. Encourage risk taking 10. Make business fun Make business fun Make business fun 10 Roles of an Inspirational Leader

39 “The person that figures out how to harness the collective genius of the people in his or her organization is going to blow the competition away.” - Walter Wriston, former Citibank CEO

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41 “Value is determined deep inside operations by how well people at the front lines do their jobs. A company that creates value in the boiler room, counts it in the Penthouse… The very notion that a company could be full of people who don’t understand how they contribute to value creation is unacceptable to any business.” - John Donovan, Richard Tulley and Brent Wortman, TheValue Enterprise

42 THANKYOU! Ken Tucker BSc M.B.A


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