LEADERSHIP &

MANAGEMENT
Al Holmes

SEQUUS
 AGENDA
 INTRO
 BOTTOM-UP VIEW OF LEADERSHIP
 LEADERSHIP OR MANAGEMENT
 LIFE CYCLE ISSUES
 OTHER VIEWS ON LEADERSHIP
 SOME PERSONAL PLANNING
 A quote
 In the physical world we use levers to multiply our physical strength. In the social world
managers fulfill the same function with respect to organizational effort. Like a well placed
lever, managers enable greater social achievement.

Those managers attempting to control every thought and action, minimize their power to
leverage. A good lever doesn't exert effort, it channels effort to a single point of action.

To attempt the control of effort is ultimately to restrict it. Dictating a solution stifles creativity.
It asserts the manager, and the manager alone has the right, or knows how, to think.

In the well intentioned effort to get it right, novice managers assume everyone else will get
it wrong.

Ironically, it is usually our proven ability to get things done that raises us to management.
To place that behind us, and give up control of the solution, is contrary to our nature.

 Set only my destination and the world is my resource. Define the path I must walk and I can
only watch my step.
 Your Best ‘Boss‘ Ever
three things you
remember
 Your Worst ‘Boss’ ever
3 things you
remember
 The Credibility Factor
• Honest 87%
• Forward looking 71%
• Inspiring 68%
• Competent 58%
• Fair-Minded 49%
• Supportive 46%
• Broad-Minded 41%
• Smart 38%
YOUR CREDIBILITY PLAN

•YOUR PERSONAL VISION

•MAKE IT INSPIRING
•BUILD YOUR COMPETENCE
•TELL THE TRUTH
 Some History
 Henry Mintzberg, “managing on the left,
leading on the right”
 Tom Peters: Leadership=good;
management= bad
 Kouzes & Posner: The Leadership
Challenge
 John Kotter: leadership & management
 Leading & Managing
LEADING MANAGING
 Challenge the  Preserve the
System System
 Inspire shared  Plan & Budget
Vision  Organize and Staff
 Align Constituencies 
Direct & Supervise
 Enable Others  Control and
 Encourage the Heart problem-solve
 Leading & Managing
LEADING MANAGING
1.Challenge the System 1.Preserve the System
2.Inspire shared Vision 2.Plan, Budget, Schedule
3.Align Constituencies 3.Organize and Staff
4.Enable Others 4.Direct & Supervise
5.Encourage the Heart 5.Control and problem-
solve
outcome: change, risk outcome: order, predictability
& uncertainty but and certainty but also
also commitment from compliance from
others involved others involved
 Leading & Managing
LEADING MANAGING
1.Challenge the System 1.Preserve the System
• openly challenge the  openly defend the status quo
status quo  minimize risk
• experiment & risk-take
• multiple options
 fact-based

outcome: change outcome: order

 Leading & Managing
LEADING MANAGING
2.Inspire shared Vision 2.Plan, Budget, Schedule
• values & beliefs • logical & rational
• long term direction • short-term priorities
• show excitment • specific, measurable

outcome:enthusiasm and outcome: clarity and

nervousness understanding
 Leading & Managing
LEADING MANAGING
3.Align Constituencies 3.Organize and Staff
• collect input • roles clear
• involve outsiders • specialized job
• informal structure • formal structure
• encourage goals • set goals

outcome: involvement outcome: clarity &

and commitment compliance
 Leading & Managing
LEADING MANAGING
4.Enable Others 4.Direct & Supervise
• provide skills, tools  clear direction
resources  clear standards and
• empower procedures
• role model  close supervision

outcome: freedom, choice outcome: constraint, focus

 Leading & Managing
LEADING MANAGING
5.Encourage the Heart 5.Control and problem-
• trust others to act solve
• celebrate achievements  monitor closely
• encourage experiments • regular feedback
• preventative control

outcome: new energy, outcome: constrained energy,

multiple initiatives, stay the course, build on
learning success
 Leading & Managing
LEADING MANAGING
1.Challenge the System 1.Preserve the System
2.Inspire shared Vision 2.Plan, Budget, Schedule
3.Align Constituencies 3.Organize and Staff
4.Enable Others 4.Direct & Supervise
5.Encourage the Heart 5.Control and problem-
solve
outcome: change, risk outcome: order, predictability
& uncertainty but and certainty but also
also commitment from compliance from
others involved others involved
WHERE ARE WE?
STRONG

LEADERSHIP

WEAK STRONG
MANAGEMENT
LEADERSHIP WEAK
LEADERSHIP
over-control
WEAK STRONG

MANAGEMENT MANAGEMENT
WHERE ARE WE?
STRONG WEAK
MANAGEMENT
LEADERSHIP STRONG
LEADERSHIP
out of control
WEAK

LEADERSHIP

WEAK STRONG

MANAGEMENT MANAGEMENT
WHERE ARE WE?
STRONG
STRONG
MANAGEMENT
LEADERSHIP STRONG
LEADERSHIP

WEAK

LEADERSHIP

WEAK STRONG

MANAGEMENT MANAGEMENT
WHERE ARE WE?
STRONG

LEADERSHIP

WEAK WEAK
MANAGEMENT
LEADERSHIP WEAK
LEADERSHIP

WEAK STRONG

MANAGEMENT MANAGEMENT
WHERE ARE WE? WHERE
SHOULD WE BE?
STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK STRONG

MANAGEMENT MANAGEMENT
WHERE AM I? WHERE
SHOULD I BE?
STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK STRONG

MANAGEMENT MANAGEMENT
leader-manager profile
•based on John Kotter’s model of leading
and managing
•identify 3 areas for change
•develop an action plan
•thank those who provided feedback,
share your plans, set date to review
•follow up in 3 months to see if they
noticed any change

Research on 8000 managers: those who make the biggest

gains are those who follow up. Marshal Goldsmith
 LEADING CHANGE
John Kotter
 1. establish sense of  5. empower broad -
urgency based action
 2. create the guiding  6. generate short
coalition term wins
 3. develop the vision  7. consolidate
& strategy gains .. produce
 4. communicate the more change
vision  8. anchor changes in
structure
 Summary & Wrap-Up
 What has been learned?
 How might we apply training
 Feedback on training session
 Recommendations for Next Time
 Etc.