Presentation on theme: "June 20011 Opportunities... for Leadership and Management... and Greater Success A Tool Kit for Teamwork Outcome Management Consultants... Management Coaches."— Presentation transcript:
June 20011 Opportunities... for Leadership and Management... and Greater Success A Tool Kit for Teamwork Outcome Management Consultants... Management Coaches
June 20012 Opportunities... International Association of Jesuit Business Schools n University of Detroit Mercy n June 25, 2001
June 2001 3 Opportunities n A combination of circumstances favorable to the purpose... n Fitting to the time, well timed... n Good chance or occasion … n High probability for success.
June 2001 4 Opportunities A Tool Kit for TeamworkOpportunities A Tool Kit for Teamwork 1 Thoughts 2 Leadership 3 Teamwork 4 Avoid the Activity Trap 5 Balanced Performance 6 Effective Communications 7 Effective Meetings 8The Written Plan 9 Visualization as a part of Leadership 10 Achievement Thinking 11 What works best 12eManagement 13Me & My Thinking
June 2001 5 Opportunity 1 - Thoughts n If you understand whats really happening, youll know what to do. Fortune Magazine n If I tell you how Ill measure success, Ill change your behavior. Gordon Bethune, CEO, Continental Airlines n The team with the written plan always wins! IBM n Words alone provide the least effective opportunity to communicate. Leadership differs from Management, Jan Kantor n Avoid the Activity Trap. George Odiorne, PhD
June 20016 We are what we think... Think effectively!
June 2001 7 Opportunity 2 - Leadership Leadership Differs from Management Thanks to Jan Kantor, Success Systems, Naples, FL, 1999
June 2001 8 Traits of a True Leader yThey Give Others Vision... yThey Draw Others to Them... yCreating charts and Graphs and Posting Progress is one way to let Others See how their Efforts Sharpen Teamwork and Help Reach Goals.
June 2001 9 yThey Communicate Meaning and Understanding... yLeaders have the Ability to Communicate Meaning through Models and Examples. yThey Breathe Tangible Life into Ideas. Traits of a True Leader
June 2001 10 yThey Instill Trust... yLeaders are Consistent... yPeople want to Know where their Leaders Stand … and what they Stand for! Traits of a True Leader
June 2001 11 yThey Understand Themselves. yLeaders Know the Extent of their Skills and they must be Able to Apply them Effectively. Traits of a True Leader
June 200112 If You Cant Explain Your Mission, Goals, and Vision in less than 120 Seconds... Youre Not a Leader … Youre Just a Talker. Leader Communications
June 2001 13 Our lives have gotten steadily better because something (and perhaps someone) makes humans work together and strive to make things better! The Value of a True Leader
June 2001 14 yLeadership Works Fast! yLeadership is Clear and Uncomplicated yFor a Real Life Example … Fastest Growing Companies
June 2001 15 Secrets of Fortunes Fastest Growing Companies 1. Theyre never late – Better late than never doesnt wash 2. They dont over promise – Dont get ahead of yourself 3. They sweat the small stuff – Everything makes a difference 4. They build a fortress – Build a wall around your market
June 2001 16 5. They create a culture – What are you? How do you look and act? 6. They learn from their mistakes – Your data will tell you whats working 7. They shape their story – Make your message true and clear Fortune Magazine Secrets of Fortunes Fastest Growing Companies (Page 72) Nelson D. Schwartz, Sept. 6, 1999 Secrets of Fortunes Fastest Growing Companies
June 2001 17 Opportunity 3 - Teamwork 1. Set the Goals or Targets... 2. Ask your Team for Help... 3. Build a Written Plan... 4. Measure Performance... 5. Provide Frequent Visual Feedback... 6. Tell People How Important They are... 7. Youll All Succeed! Team Leadership and Assured Success
June 2001 18 If You dont Treat your Own People Well, They wont Treat other People Well. We are in the enviable position of employing extremely talented people who love what they do. Opportunity 3 - Teamwork
June 2001 19 Our Employees can and regularly do identify with the goals of both the team and our clients, we are dedicated to be the best! Ego must always take a back seat. It is always the foundation for failure. Opportunity 3 - Teamwork
June 2001 20 These Days - There are Partnerships and there are Sinking Ships! Take your choice! Opportunity 3 - Teamwork
June 2001 21 Teamwork Performance Criteria y Honesty and Trust y Respect and Relationships y Cooperation and Mutual Help y Team Courage and Innovation y Self Direction and Synergy y Decisive and Supportive y Teamwork model for the entire Organization 1. How good a Teamworker am I personally? 2. How well are we Team-working? A Client Model, A School
June 2001 22 Who Does What? RACI - A Teamwork Tool y Responsibility for Resources y Accountability for the Outcome (One Person) y Cooperate for Success y Informed of Progress
June 2001 24 Change, ideas, passion and trends - Innovation drivers, the stimuli to move on. Challenge - The bigger the challenge, the more the energy and innovation Customer focus - Focus on Customer value, interact with them. Creativity - The more possibilities, the more ideas. Teach creativity. Communication - Open up and simplify. The DNA Of Corporate Innovation
June 2001 25 Collaboration - Innovation is a teamwork process. Teach and reward teamwork. Completion - When innovations are completed, they should be celebrated. Contemplation - Document and assess innovation projects. Build a wisdom base. Culture - Honor ideas, tolerate risk, provide stimulation, free flow of information. Thanks to Innovation Network, Business Finance, Nov. 1999 The DNA Of Corporate Innovation
June 2001 26 Opportunity 4 - Avoid the Activity Trap y People tend to become so engrossed in activity that they lose sight of its purpose. y People caught in the activity trap diminish in capability. y The activity trap originates at the top of the organization and extends to the lower level. y The activity trap kills motivation. y After Managers have decided on an activity, they resist new facts that might change their Minds.
June 2001 27 Opportunity 4 - Avoid the Activity Trap y In activity-centered organizations most problems dont get solved and many get worse. y In activity-centered organizations, facts often go into hiding. y In successful organizations, more people are clear as to their objectives. y When people are committed to a purpose, they grow rather than diminish. Management and the Activity Trap, 1973, George Odiorne, PhD
June 200128 In Successful Organizations... More People are Clear as to Their Objectives. When People are Committed to a Purpose... They Grow Rather than Diminish. George Odiorne Opportunity 4 - Avoid the Activity Trap
June 2001 29 Opportunity 5 - Balanced Performance Every Job now has Two Equal Components: y Individual Job Performance: Quality and Cost y Teamwork: Cooperation and Innovation You Must Excel in Both to Succeed! They dont average out … Overall Contribution is only as good as the least effective component.
June 2001 30 The Team Worker … The Only Kind! y Higher Quality y Faster Service y Lower Cost y Quick y Innovation y Cooperation y Relationships y Self Direction y Mutual Help y Team Innovation Individual Performance Team Member Performance 50%
June 2001 31 Performance Individual Teamwork Overall Contribution* Weight Member View Leader View Final View * Overall Contribution = Lowest Performance Evaluation (For example A + A = A and A + D = D) Balanced Performance
June 2001 32 Opportunity 6 - Effective Communications y There is a Declining Market for Words... y The World only Believes in Behavior. y If You Want to Communicate … Talk Less! y Words Just Wont Work. y Use Charts, Show Results... only Visuals Will Work! y You Cant Explain the Future … y Demonstrate it or Use a Model. y Words Alone Just Wont Work.
June 2001 33 Communications (and Teamwork) Warning Signs! EGOBLAME BS FEAR
June 2001 34 Summary of Accomplishments Communicating Accomplishments (Weekly or Monthly) y Report the data on Key Goals and Results y Significant Results Accomplishments, Im proud of... y Planned Efforts Completed, follow the Plan y Significant Plan Efforts for next few months y Barriers, need expert help to meet Goals y Report of Heroics by Team Members y One page, one side, 20 minutes to compile y Mostly for you, helpful for the entire Team y Each Team Member also prepares an SOA
June 2001 35 Opportunity 7 - Effective Meetings y Meet frequently and briefly, daily or at least weekly y Establish an agenda, follow it precisely. y Focus on results first. y Use only visual presentations for results. No words or print outs. y Have the right people there. y Everyone is equal, someone is the Team leader. No fear! y Stay on track. y Minutes in outline form that matches the agenda. Prepared at the meeting. Thanks to Roger Mosvick, Macalaster College, St. Paul, MN, 1999
June 2001 36 Opportunity 7 - Effective Meetings Opportunity 7 - Effective Meetings Why meetings are at least 50% ineffective: y Getting off the subject, rambling, redundant, digressive talk. y Meetings are inconclusive, with no results, or decisions, or follow up. y There are no goals, purpose or agenda. y Meetings are too long. y Ineffective leadership and teamwork, disorganized, little control. y They start late, and participants are tardy. y Poor, inadequate preparation by all. y Information overload. y Some individuals always monopolize the discussion. y Interruptions, from within and without. Thanks to Roger Mosvick, Macalaster College, St. Paul, MN, 1999
June 2001 37 Opportunity 8 - The Written Plan Opportunity 8 - The Written Plan The team with the written plan always wins! IBM The Essential Components: y Three parts y Part 1 - Direction Mission, Goals, Resources y Part 2 - Goal Plans A Team Plan for each Goal y Part 3 - The Direction Center Teamwork y Ring Binder Format Easy to revise y Revise Frequently Quickly fix what isnt working
June 2001 38 The major difference between successful and unsuccessful Written Plans: y Regular Team Meetings … y Frequent Plan Revisions... y Use of the Teamwork Direction Center... y Use Visuals showing current targets and results. Opportunity 8 - The Written Plan Opportunity 8 - The Written Plan The team with the written plan always wins! IBM
June 2001 39 Opportunity 9 - Visualization The way to teamwork and assured success! yTypes of Visuals yEffective Direction Center Elements yGraphic Examples
June 2001 40 Teamwork Direction Center - Types of Visuals y Maps, Floor Plans, and Layouts y Plan Linkages (Organization Chart) y Mission/Role, Expectations, and Goals y Goal Plans, Goal Teams, Measurements and Results y Status of all Projects y Budget Compliance, Costs, Cost Ratios, Work Force y Training and Development y Teamwork Work Area y Heroics
June 2001 41 Effective Direction Center Elements y Direction Center layout should match the plan y Visuals easy to read - Clean fonts, Large type font y Consistent use of colors y Results for each Goal and each Goal Component y Visuals must be self explanatory, accurate, timely y Dont stop the feedback y Foundation for regular (frequent) Team Meeting y Dont ignore human issues - Heroics and Wins y Don't let the Center become too cluttered or cute
June 2001 42 Basic Bar Chart - Quarterly (The Goal - have the Blue Bar below the Green Line)
June 2001 43 Basic Bar Chart - Monthly (The Goal - have the Blue Bar below the Green Line)
June 2001 44 Showing Change and its Impact Force Reduction Transfer 20 FTE In
June 2001 45 Color Communicates Meaning Goal Target or On Target or On Schedule Concern or Caution - Changes or fine tuning needed Goal Target at Risk - Fast action and change needed Actual Result - This year (Day/Week/Month/Quarter) Actual Result - Last year
June 2001 46 Reporting Results Effectively y Avoid too much detail y Avoid overly complex measures y Avoid conflicting reports from different Business Units y Assure links between performance data and targets y Avoid use of a paper-based system More things to Avoid:
June 2001 47 Reporting Results Effectively y Avoid disparate sources of data y Be sure to customize to the user y Avoid too much reliance on IT people y Avoid inconsistent data from managers y Avoid confusing charts and graphs Thanks to Business Finance, Dec. 1999, Ted Leaby
June 2001 48 The Inviting City y Clean y Safe y Smart y Healthy y Courteous y Working y Up-to-date y Well Planned y Well Managed y Today y Tomorrow y Financially Strong y Broadly Respected
June 2001 49 The Salvation Army - What we do We help those in need - anyone in need. How we help: z Soup z Soap z Salvation In that order!
June 2001 50 If I tell you how Ill measure success, I can change your behavior. Wall Street Journal, May 15, 1996 Gordon M. Bethune, CEO, Continental Airlines
June 2001 51 If you understand whats really happening, youll know what to do! Fortune Magazine, September 1996
June 2001 52 Opportunity 10 - Achievement Thinking Achievement Thinking Checklist y Aim - Clarity of Aim, clearly defined, quantifiable, lofty, easily understood y Help - Abundant use of Expert Help y Act - Do what will make a difference. Do less, achieve more y Need - Deep personal desire to reach the goal, strong feeling about success y Hope of Success - The ability to imagine succeeding, to feel the joy y Fear of Failure - The ability to use the image of failure as a positive drive More
June 2001 53 Opportunity 10 - Achievement Thinking y World Obstacles - Blocks outside the person, standing in the way of success y Personal Obstacles - Blocks within the person, standing in the way of success y Recalling Success - Reliving strong feelings from past successes y Remembering failure - Recalling the embarrassment of past failures The Achieving Society, David C. McClelland (David Allen, Clarity Associates)
June 2001 54 Opportunity 10 - Achievement Thinking When High Achievers do something important, they think, feel, and act with all ten Achievement Thinking characteristics as important elements in their thinking and approach. They differ most from low achievers in these characteristics: 1. Clarity of Aim 2. Abundant use of Expert Help 3. Nothing defeats them!
June 2001 55 Opportunity 11 - What Works Best? Differing Types of Management and Leadership Skills Skills & StylesFemale ApproachMale Approach Organization StyleWorks well in teams Prefers Hierarchies Gaining SupportUses PersuasionFormal Commands CommunicatesCommunicates WellCommunicates Poorly AdaptabilityAdapt QuicklyResists Change Management Today October 1999 James Traeger, Navigator Program Male Communicates Poorly Resist Change
June 2001 56 Opportunity 12 - eManagement Seven Secrets of Fortunes Fastest Growing Companies y Theyre never late - Better late than never doesnt wash … y They dont over-promise - Dont get ahead of yourself … y They sweat the small stuff - Everything makes a difference … y They build a fortress - Build a wall around your market … y They create a culture - What are you? How do you look and act? y They learn from their mistakes - Your data will tell you whats working … y They shape their story - Make your message true and clear … Fortune Magazine Nelson D. Schwartz (Page 72) Sept. 6, 1999
June 2001 57 It may not always be profitable at first to be on the Net, But certainly it is going to be unprofitable not to be on it Internet from the Customers viewpoint … y Get what you want... y Just the way you want it... y Faster! (Today, the competition is always faster!) Every business assumption youve made will be challenged. Every competitive advantage youve enjoyed soon may be obsolete. eManagement
June 2001 58 Opportunity 13 - Me y Fear nothing and fear no one, do whats right. y Criticism is rarely a condemnation, it is most often a gift. y Every strength taken to an extreme becomes a weakness. y Today, most experience becomes a disadvantage. y Decide quickly … Change easily.
June 2001 59 Opportunity 13 - Me y Read broadly, read much, read for points and for ideas. (Read Fortune, the $40 MBA) y Listen well. y Its not whos wrong, its whats wrong. y It never hurts to help! y Do whats right. Ethics and Integrity Count! Outcome Management Consultants, 2001
June 2001 60 IBDs 10 Secrets to Success Investors Business Daily has spent years analyzing leaders and successful people in all walks of life. Most have ten traits that, when combined, can turn dreams into reality. Investors Business Daily, October, 1999
June 2001 61 IBDs 10 Secrets to Success 1. How you think is everything: Always be positive. Think success, not failure. Beware of a negative environment. 2. Decide upon your true dreams and goals: Write down your specific goals and develop a plan to reach them. 3. Take action: Goals are nothing without action. Dont be afraid to get started now. Just do it! 4. Never stop learning: Go back to school or read books. Get training and acquire skills. 5. Be persistent and work hard: Success is a marathon, not a sprint. Never give up.
June 2001 62 IBDs 10 Secrets to Success 6. Learn to analyze details: Get all the facts, all the input. Learn from your mistakes. 7. Focus your time and money: Dont let other things or people distract you. 8. Dont be afraid to innovate: be different: Following the herd is a sure way to mediocrity. 9. Deal and communicate with people effectively: No person is an island. Learn to understand and motivate others. 10. Be honest and dependable; take responsibility: Otherwise, numbers 1-9 wont matter.
June 2001 63 Opportunity 13 - Me yInterpret Everything in the Most Favorable Sense … yLook for Uncomplicated Solutions ySimplify yClarify yVisualization Works, Words Alone do not!
June 2001 64 Opportunity 13 - Me yBe Trusted! Your Reputation is Your Only Real Asset … ySpin is a Liars Substitute for the Truth. Spin is a Cowards Tool. yAlways Choose the High Road … All Others Go Nowhere!
June 2001 65 yAnger is Most Often your Enemy. yStrong and Bitter Words Usually Indicate a Weak Cause. Opportunity 13 - Me!
June 2001 66 Opportunity 13 - Me yAttention is an Effective Solution yDont let Your Principles Keep You from Doing what is Right. yIf Your Job isnt Fun, Youre Doing it Wrong. (Or, Youre in the Wrong Job.)
June 2001 67 Opportunity 13 - Me yTreat your People right … yThey will treat your Customers right … yYour Customers will treat your Stockholders right … David Neeleman, CEO JetBlue Airlines, 2001
June 2001 68 Opportunity 13 - Me yIm a Leader, I Think like a Leader … yIm a member of the Team... yI focus on Results! yI know change begins with me! yYou can rely on me, every time!
June 2001 69 What Generates Success? yHow you think... yHow you do things... yYour ability as a Communicator … yYour ability as a Team Builder... yYour reputation
June 200170 Life is intended to be a Joy... Do your part! Opportunities... for Leadership and Management... and Greater Success
June 200171 My Thanks to... Dean Gary Giamartino Dr. Greg Ulferts Honored IAJSB Guests