1. Leadership in the Baldrige Criteria
Examines how an organization’s senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, and learning. Also examined are the organization’s governance and how the organization addresses its public community responsibilities.
1.1 Organizational Leadership
a. Senior Leadership Direction
b. Organizational Governance
c. Organizational Performance Review
1.2 Social Responsibility
a. Responsibilities to the Public
b. Ethical Behavior
b. Support of Key Communities

2. Leadership
The ability to positively influence people and systems to have a meaningful impact to a group, achieve desirable results, and shape its culture

3. Leadership System
Refers to how decisions are made, communicated, and carried out at all levels; mechanisms for leadership development, self-examination, and improvement
Effectiveness of leadership system depends in part on its organizational structure
CRI Steering committee of 4
sets directions, frequent interaction with employees, review performance daily, formal monthly evaluations and OFIs

4. Managers versus Leaders – Planning (John P. Kotter, HBS)
Establish detailed steps & timetables for achieving needed results and then allocate resources necessary to achieve them
Establish directions - develop a vision of the future and strategies for producing the changes needed to achieve that vision

5. Managers versus Leaders - Organizing
Establish a structure for accomplishing the plan
Staff the structure with individuals, delegate authority and responsibility
Align people to the vision - communicate the need, develop people’s capability and competencies, create productive environment, promote teamwork

6. Managers versus Leaders - Directing
Develop detailed measuring systems
Guide people with policies and procedures
Create systems or methods to monitor implementation
Monitoring and inspiring - energize people to overcome barriers to change, provide tangible resources, walk the talk

7. Managers versus Leaders - Controlling
Monitor results versus plan in some detail
Identify deviations and then plan & organize to solve problems
Empower employees to monitor their own performance
Support and promote continuous improvement

8. Core Leadership Skills
Vision
Empowerment
Intuition
Self-understanding
Value congruence
Dale Crownover, President, Texas Nameplate Co.

9. Examples of Executive Leadership
Define and communicate business directions
Ensure that goals and expectations are met
Review business performance and take appropriate action
Create an enjoyable work environment
Solicit input and feedback from customers
Ensure that employees are effective contributors
Motivate, inspire, and energize employees
Recognize employee contributions
Provide honest feedback

10. What Should a CED Do? (John Chambers, Cisco CEO)
Be responsible for setting strategies
Recruit, develop, and retain the leadership team to implement the strategies
Focus on what culture we want in the organization

11. Zenger-Miller Leadership Competencies
Managing projects
Displaying technical skills
Managing time and resources
Taking responsibility
Taking initiative beyond job requirements
Handling emotions
Displaying professional ethics
Showing compassion
Making credible presentations
Setting or sharing a vision
Managing a change
Focusing on the customer
Dealing with individuals
Supporting teams and groups
Sharing information
Solving problems, making decisions
Managing business processes

12. What Should We Look for in A Manager? (John Chambers)
Getting the desired results
How good is the manager’s team?
Trust and integrity
Industry knowledge
Teamwork
Ability to drive company vision
Communication (individual and group) skills and listening skills
Customer focus
Balancing planning and reacting
People skills

13. Categories of Managers’ Activities
Daily operations
Fire-fighting
Planning
Improvement

14. Leading Practices - Leadership
Create a customer-focused strategic vision and clear quality values
Create and sustain leadership system and environment for empowerment, innovation, and organizational learning
Set high expectations and demonstrate personal commitment and involvement in quality
Integrate quality values into daily leadership and management and communicate extensively
Integrate public responsibilities and community support into business practices

15. Coaching Leadership Style (1 of 3)
Ask questions and listen to the answers
How can I improve in order to better support you in your job?
What skills and knowledge do you have which I don’t know about?
What skills do you want to develop?
What do you need from me and the organization to improve the quality of your work?

16. Coaching Leadership Style (2 of 3)
Make needed outcomes clear, but train individuals and let them develop their own ways to achieve the desired outcomes
Study and learn from successes and mistakes with involvement from all employees
Keep two-way communication candid and honest without being punishing

17. Coaching Leadership Style (3 of 3)
Focus on the future with collaboration and planning for continuous improvement
Increase ownership by getting everyone involved with external customers
Coach and train others to excel
Celebrate small wins and reward risk taking

18. Leadership and Public Responsibilities
Health, safety, and environment
Ethics
Community support