1. Leadership In The New Millennium

2. “Hold on ! You can’t all have the front seat!”

3. Most corporations today are overmanaged and underled. This leads to enormous wastage of resources, deep inefficiencies, and unlimited frustration. The challenge for corporations, communities, and countries is to prevent this from happening. The Simple Truth

4. … about coping with complexity. Without good management, complex enterprises tend to become chaotic and their existence is threatened. Good management brings about a degree of order and consistency. Management is …

5. … about coping with change. The greater the competitive forces around you, and the more volatile the world around you, the more the need for leadership. Leadership is …

6. A peacetime army can usually survive with good administration and management in the ranks, and good leadership at the very top. A wartime army needs competent leadership at all levels. You cannot manage people effectively into battle; you must lead them. Business today is a never-ending battle! War & Peace

7. Successful companies actively seek out people with leadership potential and expose them to career experiences that will develop that potential. Building Leaders

8. Leadership is about maximizing your followers’ well-being, not their comfort. - Chris Argyris Long Term Thinking

9. Develop a leadership mindset

10. The age of progress might have lightened our physical load – but it has numbed our minds and taken our spirit away from work. Speed and change are no longer linear or additive. What Price Progress?

11. Leadership is about first thinking then deciding followed by acting swiftly and finally, reflecting

12. Leadership is about thinking – exploration deciding – evaluation/selection acting swiftly – edge reflecting – analysis/introspection All of the above are intensely intellectual activities.

13. To become rich, I have to be miserable. To be successful, I have to be unfair to my customers and employees. I must dominate to win. I must know everything. I have to make all the decisions. Myths About leadership

14. Great leaders are dreamers “There is always a dream in all enterprise, but the dream if it lasts, one day becomes a reality” – Jean Monnet [One Europe, One World] “India must be able to face Britain as an equal nation, and not as a subordinate colony. India could not, and should not, remain a British possession.” – Mahatma Gandhi

15. The ways in which leaders conduct their lives – their embodiments – must be clearly perceptible by those whom they hope to influence. People who do not practice what they preach are hypocrites, and hypocrisy mutes the effectiveness of their stories. Real Leaders Are Credible

16. Sooner or later, nearly all leaders outreach themselves and end up undermining their causes. Indeed, given their larger-than-life status, they are perhaps prone to this hubristic fate. [Tojo, Mussolini, Chiang, Churchill, de Gaulle, Mao, Stalin…] Leaders do fail

17. Leadership crisis Gillette Lucent Campbell Coca-Cola Xerox Mattel P&G Michael Hawley Rick McGinn Dale Morrison Doug Ivestor Rick Thoman Jill Barad Dirk Jager

18. The paradox of l’ship Cognitive complexity and ambiguity plague all leaders today. If you are looking for a job description, forget it; you are dead meat. You have to design your own job specs, review them, and change them as often as required. Speed is of essence. Yet, calm reflection when in the clutches of competitive gales is the hallmark of successful leaders. The faster things happen, the slower you need to go.

19. GandhiMandela Havel Mother Teresa Martin Luther King Change doesn’t have to start at the top. The Activist’s Rule

20. They possessed no political power, yet each disrupted history.It was passion, not power, that allowed them to do so. The Activist’s Rule

21. LEARN EMPATHIZE ACT DREAM What it means to lead

22. YOU! Leadership is about Leadership is not something that you do. It is an expression of who you are. - Kevin Cashman

23. “We are not certain you have a mandate anymore.”

24. Differentiate people based on performance and values

25. T1 – Say goodbye now T2 – Coach, give a chance T3 – Tyrant. Warn – if no change, get rid T4 – Make them role models T3T4 T1T2 Low VALUES High High Low PERFORMANCE A Leadership Development Model

26. The GE Way A BC

27. The Vitality Curve must be supported by the reward system: salary increases, promotions, and recognition. Every recommendation for a reward should be associated with a person’s position on the curve. Differentiation

28. A s should be given raises that are two to three times the size given to the Bs. B s should get solid increases recognizing their contributions every year. C s should get nothing. Differentiation

29. Key GE Leadership Ingredients “E 4 ”= Energy Energizer Edge Execution Values and Performance Critical to Success

30. “E 4 ” Energy = Enormous Personal Energy - Strong Bias for Action Key GE Leadership Ingredients

31. “E 4 ” Energizer = Ability to Motivate and Energize Others... Infectious Enthusiasm to Max Organization Potential Key GE Leadership Ingredients

32. “E 4 ” Edge = Competitive Spirit... Instinctive Drive for Speed/Impact... Strong Convictions and Courageous Advocacy Key GE Leadership Ingredients

33. “E 4 ” Execution = Deliver Results Key GE Leadership Ingredients

34. “E 4 ”= Energy Energizer Edge Execution = Passion

35. The GE Way A BC Passion

36. Name: Title: Mos in Position: Photo X Potential Performance GE’s People Factory + Great technologist, + Broad, customer connected + Business leader potential, (-) Still maturing as a leader Greenbelt

37. Name: Title: Mos in Position: Photo X Potential Performance + Tenacious/pit bull, + Great process thinker + 7000 foot runway, (-) Wears ambition on sleeve GE’s People Factory Greenbelt

38. Name: Title: Mos in Position: Photo X Potential Performance + Top operational leader, + Phenomenally quick learner + Good mentor, (-) Needs More edge GE’s People Factory Greenbelt

39. Name: Title: Mos in Position: Photo X Potential Performance + Bright driven, + Global thinker + Great coach/mentor + Growing into the role, (-) Execution capability GE’s People Factory Greenbelt

40. DISTINCT … OR EXTINCT! “If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed and that increasingly means you won’t get paid much, either.” — Michael Goldhaber, Wired

41. “Quite frankly, we’ve had so many applicants with attitude, over-qualification,inflated egos and hyper aggressiveness that we are looking for someone without a clue.”

42. Involve everyone in the future

43. Assessing your response quotient Do bosses hide behind their desks when more junior employees present good ideas to them? Involving Everyone

44.  Taking unnecessary work out of the system  Using the brains of many for the benefit of all Work-Out Involving Everyone

45. Work-Out: the rationale For all these years, you’ve paid for my hands when you could have had my brain as well – for nothing! People closest to the work know it best. Involving Everyone

46. Work-Out: the rationale  Those closest to the work know more about it than their bosses  The best way of getting these workers to pass on that knowledge to their superiors is to give them more power  In exchange for that power, an employee is expected to assume more responsibility for his or her job. Involving Everyone

47. Work-Out: the process Groups of employees are invited to share their views on the business and the bureaucracy that gets in their way. Reports, Approvals, Meetings, Policies, and Procedures Involving Everyone

48. Work-Out: the process The manager issues a challenge or outlines a broad agenda and then leaves. With a facilitator, employees list the problems, debate solutions, and prepare to sell their ideas when the boss returns. Involving Everyone

49. Work-Out: the process The manager has to make on-the-spot decisions on each proposal. Most ideas must receive a Yes/No decision on the spot. Decisions on the rest are required by an agreed-upon date. No proposal can be buried. Involving Everyone

50. Work-Out: the outcome  Productivity becomes much higher  Needless and meaningless tasks are eliminated  Workers feel liberated and satisfied at having those tasks done away with. Involving Everyone

51. Work-Out: the outcome It helps create a culture where everyone begins to play a part, where everyone’s ideas begin to count, and where leaders lead, not control. They coach – rather than preach – and they get better results. Involving Everyone

52. Work-Out: the steps Choose issues to discuss Select a suitable cross-functional team Choose a champion who will see the recommendations through to implementation Involving Everyone

53. Work-Out: the steps Let the team meet for a couple of days to come up with recommendations Meet with managers who can say ‘yes’ or ‘no’ on the spot, or will get back within an agreed time frame. Hold implementation meetings Involving Everyone

54. Change Effort/Payoff High Low Hard Easy JewelsHigh- Hards Low Hanging Fruit Drop E f f o r t Payoff

55. “I am firing all of you. From now on it is me and the nearsighted monkey with a dart.”

56. Emotional Competencies for leaders As taught by Dan Goleman

57. Articulate and arouse enthusiasm for a shared vision and mission Step forward to lead as needed regardless of position Guide the performance of others while holding them accountable Lead by example Inspiring and Guiding

58. The leader is the key source of the organization’s emotional tone. Your excitement can move an entire group in the direction you wish. Emotionally Competent Leaders “Leadership is giving energy.” - Birgitta Wistrand

59. The emotional tone set by the leader ripples downwards with remarkable precision. The most effective ones are warm and outgoing, emotionally expressive, democratic, and trusting. The average leader is invisible, while the best ones frequently walk around and strike conversations with their staff. Emotionally Competent Leaders

60. Create an environment for success

61. October 2, 2000

62. Fortune’s Most Admired - 2000

63. March 4, 2002

66. Attributes of World Class Innovativeness Quality of management Employee talent Quality of products /services

67. Long-term investment value Financial soundness Social responsibility Use of corporate assets Global business acumen Attributes of World Class

68. Corporate Culture WORLD CLASS Team Work Customer Focus Fair treatment of employees Initiative Innovation AVERAGE Minimizing risk Respecting the chain of command Supporting the boss Making budget Source: Fortune

69. Vision Mission Objectives Tactics Processes Foundation - Values Transformation to World Class A SYSTEMS APPROACH a Performance Measurement b Rewards Management c Employee Feedback d Recruitment Practices e People Development f Customer Feedback g Mission and Values Review h Quality Consciousness i Continuous Improvement Strategy

70. “I wanted to create a company where people dare to try new things - where people feel assured in knowing that only the limits of their creativity and drive, their own standards of personal excellence, will be the ceiling on how far and how fast they move.” - Jack Welch Welch on Welch

71. “If you want to get your ship in shape, practice discipline without formalism. In many businesses, a lot of time and effort are spent on supporting the guy at the top. I’m a low maintenance CO. It’s not about me, it’s about my crew.” - Cdr. Michael Abrashoff – US Navy Leadership Lessons

72. Be willfully self-contained Listen without prejudice Don’t just take command – communicate purpose Practice discipline without formalism Hand out responsibility, not orders Be devoted, and success will be yours - Cdr. Michael Abrashoff Leadership Lessons

73. 1.Hire people more talented than yourself 2.Talented people attract talented people 3.Look for the best in each person 4.Set standards for selection 5.Spend time evaluating and acculturating prospective team members Getting The Best As taught by Theodore Roosevelt

74. 6.Do not prolong consideration of people who will not receive a position 7.Ceaselessly search for new talent 8.Ruthlessly replace individuals who do not meet the standards of the enterprise 9.Work with the tools at hand Getting The Best As taught by Theodore Roosevelt

75. Hire and promote:  first, on the basis of integrity;  second, motivation;  third, capacity;  fourth, understanding;  fifth, knowledge;  and last and least, experience. The New Rules

76.  Without integrity, motivation is dangerous.  Without motivation, capacity is impotent.  Without capacity, understanding is limited.  Without understanding, knowledge is meaningless.  Without knowledge, experience is blind. The New Rules

77. The Challenge Ahead Given the right circumstances, from no more than dreams, determination, and the liberty to try, quite ordinary people consistently do extraordinary things.

78. The Road Ahead Let us humans surprise the new millennium. Let us prepare to face it with a better and finer understanding of leadership. Let us develop new methods and be better citizens of this world.

79. Beware The Yes Boss HAMLET: Do you see yonder cloud that’s almost in the shape of a camel? POLONIUS: By the mass, and ‘tis like a camel, indeed. HAMLET: Methinks it is like a weasel. POLONIUS: It is backed like a weasel. HAMLET: Or like a whale? POLONIUS: Very like a whale. - HAMLET, Act III, Scene 2

80. “On the contrary Mr. Tischbeim. I don’t think that was a stupid question at all.”

81. BROUGHT TO YOU BY SAM SWAMINATHAN Center for Creative Thinking http://www.ccthinking.com