Professional Documents
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Optimizing Leadership Acumen
Optimizing Leadership Acumen
Optimizing Leadership Acumen
Leadership by
Practical Good Example
Every month Chapman puts on the uniform of the housekeeper, nurse aide,
parking attendant, or dietary employee and conducts “walkabouts” to find out
what it is to be that kind of employee at Riverside Methodist. Chapman’s
counterparts in other health care organizations wondered how the busy
executive could afford to do these jobs. He did not understand how they
“could afford not do them”.
A president who comes in at midnight and attends the parking lot, cleans the
floors, and talks to people on their own terms sends a powerful message. It
disarms charges that “they [management] do not understand how it is to be in
the trenches and do not care about the average employees”. Chapman says,
“The CEO does not take care of patients, the CEO takes care of people
who take care of patients.” This is an important responsibility and requires
dedicated strategic leadership.
Eire Chapman
CEO Riverside Methodist Hospital, Ohio
Leaders Crossword Puzzle
C Z N N A M A N I O F A S R
H I B B X G K A L U T C A U
N k U R M A H G I M H A R F
Y W S M A N D E L A A S D A
E R S T A L I N Y L T T A I
R U V X H I T L E R C R U
E A M I N U K A N O H O N D
R T A F A W A B A L E W A O
E A W O L O W O D F R M L R
Y A S E R A R A F A T X J A
G A M A L A B U L N A S A R
Leaders Crossword Puzzle
C Z N N A M A N I O F A S R
H I B B X G K A L U T C A U
N k U R M A H G I M H A R F
Y W S M A N D E L A A S D A
E R S T A L I N Y L T T A I
R U V X H I T L E R C R U
E A M I N U K A N O H O N D
R T A F A W A B A L E W A O
E A W O L O W O D F R M L R
Y A S E R A R A F A T X J A
G A M A L A B U L N A S E R
Who Is a Leader?
• Leading entails….
- Guiding
- Directing
- Facilitating
- Mentoring
Strategic Leadership
Strategic leadership is the process of developing
and communicating the mission, vision, and
values of the organisation inspirationally to
motivate high levels of performance using the
“language of communication” by
– Framing
– Rhetorical crafting
– Role modeling
Challenges of Leadership
• Leadership Re-orientation.
• Management/Leadership Skills & Competencies.
• Expansion of Democratic Space.
• Leadership Education & Training.
• Promoting Corporate and Individual Wellbeing.
• Information Management (Sharing!).
• Managing Diversity.
• Sustaining Peace & Harmony.
• Exciting Higher Coal Attainment.
Leadership Empowerment
• Encourage individual creative solutions to
problems;
• People assume greater ownership of
organization's success or failure;
• They use their own time and organization's
resources more effectively to accomplish goals;
• Everyone assumes responsibility for the
organization’s performance;
• Everyone becomes a leader.
Reason for Leadership Re-orientation
• Globalisation.
• ICT Revolution.
• Change in Work Setting & Work Method.
• Democracy & Liberty.
• Social & Workplace Diversity.
• Knowledge Society.
• Corporate Good Governance.
• Performance, Productivity & Profitability.
• Sustainable Development.
Leadership Vs. Management
• Leadership • Management
– Setting direction or creating a – Planning,
vision,
– Budgeting
– Enfranchising people in
– Coordinating, and
decision making,
– Evaluating performance.
– Building coalitions that get
– Consistency, and
things done, and
– Goal attainment.
– Motivating others.
– Concerned with order and
– Concerned with change,
efficiency.
movement, and doing things
different, and ideally, better
ways. order and efficiency.
Managers Versus Leaders
• Conceptual Skills
• Technical Skills
Leadership Skills
- Conceptual skill.
- Interpersonal skill.
- Technical skill.
- Analytical skill.
- Sense of mission.
- Self denial.
- Character trait’s.
- Job competence.
- Good judgment.
- Devotion.
Leadership Theories
• Trait Theories .
• Style Theories.
• Contingency Theories.
Trait Theories
• Intelligent.
• Initiative.
• Self confidence.
• Adaptability.
• Aggressive.
• Enthusiasm.
• Achievement oriented.
Style Theories
• Democratic or Participative.
• Autocratic.
• Laissez-faire or Free Rein.
Contingency (Situational) Theory
• A balance between being completely democratic
or autocratic.
• It depends on:
• Relationship between leader and the group.
• The structure of task.
• The position of the leader within the organization.
• The amount of power vested on the leader.
Leadership Skills For The Future
The leader of the future needs to be………..
•W isdom.
• I ntellegence/ntegrity.
• S ensitivity.
• T enacity.
full
Conclusion
• A leader can achieve true success in any area if he is committed to
strive for integrity.
• Influence, success, achievement and soundness are all dependent on
a leader’s commitment to integrity.
• Smart or effective leaders think about integrity by examining their
beliefs, thoughts and actions.
• Time spent thinking about integrity is time invested in leadership
development.
• Consistent actions formed out of a deep inner commitment to
integrity is the ultimate expression of a true leader.
What Type of Leader?
• A Sheep?
• A Donkey?
• A Fox?
• An Owl?
Remember!
“A good name
is better than
Silver and Gold”
VISION, MISSION AND STRATEGIC
THINKING SKILLS: Focusing on What
You Need to Achieve Tomorrow, Today
Going Everywhere…
If you don’t
know where
you’re
going…
…. You’ll go
Everywhere!
Lest you Forgot…
Management failure to examine the question,
“What is our business?” in a timely, probing
fashion is the most important single cause of
organisational frustration and subpar performance.
When the concept of an organisation’s business is
not thought through and spelled out clearly, the
enterprise lacks a solid foundation for establishing
realistic objectives, strategies, plans, and work
assignments.
Peter Drucker
Sharing Vision is Key!
?
• Corporate vision and mission statement comes as a
result of the desire of an organisation to be successful.
What is Vision Statement?
• Vision and Mission Statements do not mean the
same thing.
• A vision statement is;
– Concise
– Clearly states the direction
– Identifies the present state or position
– Presents an image/picture of the future
– It has a long-term time frame(15 - 25 years)
– It is inspiring.
• It is not the means to reach the goals; but the
goal which inspires the means for its attainment.
Structure of Vision Statement
Vision Statement should address the following long-range vision milestones;
1. Primary product(s) or service(s);
2. Primary market(s);
3. Primary customer(s);
4. The exclusive, differentiating benefit;
5. Geographic coverage;
6. How big the enterprise will be in 15 to 25 years?
7. Competitive position;
8. Special factors.
Vision Statement has a long-term time frame and it is;
• Broad,
• Overarching,
• Inspiring, and
• Ultimate.
Objectives of Vision Statement
1. Shapes and sustains an organisation.
2. Controls an organization’s destiny.
3. Gives a clear sense of direction and how to mobilise
and channel resources for successful operations.
4. Promotes a sense of teamwork and instills an esprit de
corps throughout the organisation.
5. Motivates members of an organisation to function at
higher levels of performance and inspires them to reach
the desired future.
Mission Statement
• Mission Statement is simply a short statement that
describes the kind of business an organisation is
engaged in and what business it should be doing.
• It is concerned with the actual business activities in
which the organisation will be engaging in in the
immediate and short-range future (5 years).
• It connects where the organisation has chosen to
serve and the means by which it chooses to serve it.
Structure of Mission Statement
• Mission Statement should address the key question:
– “What are the essential mission of your enterprise, based upon what
values, and with what aspired-to results?”
• A Mission Statement should answer the following questions;
– What does your company do?
– What are the results for your customers, company, and/or others (society,
owners, etc.)?
– What are the underlying values or beliefs upon which the above is
achieved?
• Mission Statement has a short-term frame, it is more specific, practical,
descriptive, and focused.
• Keep it short and simple (KISS).
Objectives of Mission Statement
1. Establishes a strategic perspective and identity of an organisation. It answers
questions such as:
– “who are we?”,
– “where are we?”,
– “where are we going?” and
– “how are we going to where we want to go?”;
2. Guides an organisation to focus on the primary business activities and its core
competencies;
3. Defines the areas of appropriate strategic choices;
4. Determines those things that fall outside the sphere of an organisation’s operations;
5. Steers organizational decisions into a coherent pattern;
6. Enables an organisation to develop the necessary procedures and operations to
achieve in the future; and
7. Motivates members of an organisation to feel a sense of belonging and relevance,
because they see the roles they have to play to make a dream become a reality.
Example of Vision Mission Statement
Vision Statement
XYZ Company is the market leader in electronic information
and imaging systems and provides strategic solutions for
business, science, and manufacturing clients, optimizing their
performance and setting the pace for the industry.
Mission Statement
XYZ Company delivers information technologies and technical
support, resulting in enhanced performance for our clients and
proper returns for our stakeholders, based upon a foundation of
integrity and respect for the individual.
• Is your organisation’s Vision
Statement so structured?
Yes No
Customers
Products/Services
Markets
Technology
Philosophy
Self-concept
Yes No
Customers
XYZ Company delivers
Products/Services
information technologies
Markets
and technical support,
resulting in enhanced Concern for survival, growth and profitability
individual.
Sources of Corporate
Vision and Mission
Leadership disposition and declaration on
corporate strategy;
Organisational collective forum, e.g.
Retreat, Conference, Client/Customer
Relations Workshop, etc.;
Consultant’s recommendation, etc
Core Values
• Corporate Values are either embedded, implied or drawn from vision
and mission statements.
• Values are the fundamental beliefs, ethos, credo or “truths” that the
organisation holds dear.
• They are the best indicator of organisation’s philosophy and specify
what is important.
• They are guiding principles.
• They relate to;
– ethical behaviour, socially responsible decision-making, and behaviour
aspired in the future.
• Corporate values may include,
– honesty, integrity, customers, teamwork, innovation, entrepreneurial spirit,
quality, continuous improvement, excellence, etc.
Transmitting Corporate
Vision and Mission
1. A peaceful life.
2. A disciplined life.
3. A respected following.
4. A positive legacy.
5 Levels of Integrity
• A leader must have positive influence.
• Positive influence is a result of living with integrity.
• Integrity is no more doing;
– the right things,
– at the right time,
– in the right way,
– but the day to day right choices.
• The right things that need to be done are:
– Positional Integrity.
– Relational Integrity.
– Personal Integrity.
– Proficiency Integrity.
– Legacy Integrity
– Lifetime Integrity.
Observation About The
5 Levels of Integrity
• As you grow in the levels of integrity, your influence expands.
• Do not forget the lower levels of integrity as you grow to higher
levels – or our influence will decrease.
• As you grow through the levels of integrity, you will become credible
instead of simply clever.
• Every level gets much harder and takes much more work to achieve
and maintain than the one before.
• NOTE:
– A leader with integrity is focused on the process (doing the right things,
in the right way, at the right time) and not the product (expanding
influence). Attention on the basics, the influence will take care of itself!
Becoming a Person of Integrity
• Integrity is a value.
• Integrity is the foundation of character.
• Be impeccably honest with others.
• Determine self level of integrity by simply looking at things you
do in day-to-day life.
• Manifestation of high integrity is high-quality work.
• Practice integrity of work place.
• Learn the most important rule; “life only becomes better when
you become better”.
Becoming a Person of Integrity
Contd.
• “It is not the strongest of the species that survives, nor the most intelligent; It is the one
that is most adept to change.”
Charles Darwin (1809 – 1882)
• Our problems are man-made; therefore, they can be solved by man. And man can be as
big as he wants. No problem of human destiny is beyond human beings.”
President John F. Kennedy (1917 – 1963)
• “We live in an era where technology is our primary tool, knowledge the strategic asset, and
problem-solving the paramount skill…In an economy where knowledge is power and
professionals face tougher, more complex issues and possibilities at an accelerating rate,
no one can expect to succeed without knowing how to solve problems…If you are not a
problem solver, your career potential is limited!”
Christopher Hoening 2000
What is the Problem..?
• When we fear change, we call what
demands it problems; when we welcome
change, we call what invites it an
opportunity.
Problem-Solving Approaches
• “Old” Problem-Solving:
– Traditional cookbook approaches that are small-scale,
linear, deficiency-oriented, and tactical.
• “New” Problem-Solving:
– Large-scale, non-linear, opportunity-oriented, and
strategic work.
• Problem-solving in the age of biotech, the Web, smart
materials, and the global economy.
Six Essential Drivers of
Problem-Solving
I. Generate the Mindset • Creating teams and organisations
Develop potent ideas and attitudes
that are innovative and decisive
II. Know the Territory
Ask the right question and get good • Acquiring and absorbing strategic
information knowledge on a continuous
III. Build the Relationships • Building trust and loyalty by
Cultivate quality communication and
interaction exchanging and delivering value
IV. Manage the Journey
Choose destinations, and set directions • Working on the right projects for
V. Create the Solutions the right reasons at the right time
Design, build and maintain optimal
solution • Designing the best end-to-end,
VI. Deliver the Results complete, and well-supported
Practice intuitive, disciplined execution solutions
• Implementing solutions effectively
in complex, competitive situations
Interactive Problem-Solving
4. Follow through
3. Implement action
• Check trust bond • Check trust bond
• Establish criteria for success • Define responsibilities
• Determine how to measure performance • Set up implementation sc
• Monitor results • Establish commitment
• Take corrective action
The Six Problem-Solving Personalities
Problem-Solving “Personalities”
Drivers (likely professional source of knowledge and skills)
The Innovator
– Mindset (artist, entrepreneur, visionary, designer, counselor, poet, spiritual leader)
The Discoverer
– Territory (scientist, historian, researcher, investigator, journalist, teacher, accountant)
The Communicator
– Relationship (politician, civic leader or civil servant, social worker, legislator, publicist, agent,
salesperson)
The Playmaker
(commander, executive, physician, judge, consultant, coach)
– Journeys
The Creator
(architect, builder, engineer, inventor, investor, trader, author)
– Execution
The Difference Between
Best and Worst Problem Solvers
Territory Destroy and distort truth Censor information Apply knowledge Explore new unknown
Solutions Degrade Assets and Restrict access to Build capability Invent new technology
Ability resources
Results Sabotage every move Create roadblocks and Meet expectations Consistently exceed
barriers expectations
What is Decision-Making?
• Decision-making is choosing
among two or more alternatives
rationally.
– It sounds easier than it is in practice.
Dimensions of Decision-Making
Person “A” Person “B”
Complexity of
Information
(Number of
variables)
Degree of
focus
(Conclusions)
Rational Decision-Making Model
• The rational decision-making model is a series of steps
managers should follow to make logical, intelligent, and
well-founded decisions.
• These 7 Essential Ds of decision-making are
1. Define the situation.
2. Describe and collect needed information.
3. Develop alternatives.
4. Decide which alternative is best.
5. Develop agreement among those involved.
6. Do what is indicated.
7. Determine whether the decision was a good one and follow up.
The Decision-Making Grid
ALTERNATIVES CRITERIA
Alternative A Benefits Probability of Cost Risk Associated Time
success Consequences
Alternative B
Alternative C
Alternative C
Decision-Making Styles
• Decisive
• Hierarchical Style
• Flexible Style
• Integrative Style
Decisive Style
Advantages Disadvantages
Fast Rigid
Consistent Avoids Introspection
Reliable Low self-concept
Loyal Avoids change
Orderly Unreceptive to complex data
Obedient
(Minimum information)
Hierarchical Style
Advantages Disadvantages
High quality Suppressive or tyrannical
Complete Perfectionist
Rigorous Unable to delegate
Controlled Argumentative
(Minimum information)
Integrative Style
Advantages Disadvantages
Creative Indecisive
Empathic Unable to meet deadlines
• Don’t be afraid to communicate your goal and why you are here
• It’s about quality, not quantity. The goal is not to get as many cards as possible; it’s to have quality
conversations with a few people
• Spend half your time listening
• Treat everyone equally. That young man could be influential; the next Bill Gates or know someone you
want to meet
• Alcohol in moderation
• Don’t forget to hand out and ask for cards
• Follow-up with an email referencing your conversation and providing some helpful information
• Laugh at yourself, everyone won’t be so nice
• Networking is a learned skill - the more you do it, the easier it gets!
Remember…
• Networking is social capital. You profit from it as
much as those you relate with profit from it.
Networking is most effective when you have a
reputation for integrity. People will then feel more
comfortable giving you referrals, and accepting
your recommendations as being good ones. Both
are necessary for good long-term relationships,
which are the essence of real networking.