Legaspi City, April 11, 2014

A Leadership Training for IECEP Members

Words to Ponder

The Challenges

Activity No. 1

Leadership – Delivery of Results

Importance of Vision

Activity No. 2

Leadership & Values

Activity No. 3

Leadership & Values

Activity No. 4

Levels of Energy

Dark Side of Leadership

Activity No. 5

Leadership in the 21st Century

The Interconnected World

Ten Key Points

Please switch to silent mode

your…………..

WEAPONS OF MASS

DISTRACTION

WORDS TO PONDER

“STULTUS PUER,

STULTUS MAGISTER”

- “A Stupid Student comes from a Stupid Teacher”

WORDS TO PONDER

“NEMO DAT QUOD NON HABET”

“You cannot give what you do not have”

“You cannot give love if you don’t love yourself”

WORDS TO PONDER

“If you look down others – you look down yourself “ (This is an insult to Creator – we are all created through His image)

“ACHIEVING EXCELLENCE: Getting with values”

“GOOD GOVERNANCE: What we do is what we are”

“Humility is to empty yourself in order to open yourself to learning”

WORDS TO PONDER

POOR LEADERS react to CHANGE!

GOOD LEADERS response to

CHANGE!

GREAT LEADERS create CHANGE!

URGENT but not important – Telephone ringing

IMPORTANT but not urgent – Relationship

URGENT & IMPORTANT – Fire

NOT URGENT & NOT IMPORTANT – C&J

Firm without goodness – breaks relationship

Goodness w/o firmness – results to abuse

POPULAR but not Significant

“Real leadership is an interactive art, in

which the leader is dancing with the

context, the problem, the factions, and the

objective.”

Dean Williams

Real Leadership

Activist challenge

Development challenge

Transition challenge

Maintenance challenge

Creative challenge

Crisis challenge

“So here is our great challenge: How must we adapt & evolve – now, and twenty years from now – to prepare our young men and women to thrive in the coming reality? In effect, how do we make ourselves effective tour guides for a world we have never experienced ourselves?”

Charles Vest, MIT

“….look for men with the right character, ability & motivation, & hope that when they encountered the inevitable crises, they would emerge tested as leaders……

“The ability can be assessed fairly accurately by a person’s academic record and achievement in work. Character is not so easily measured. After some successes but too many failures, I concluded that it was more important, though, now difficult to assess a person’s character.” pp. 738

MM Lee Kuan Yew The Singapore Story From Third World to First

“I decided one of the best systems was that developed by Shell. They concentrated on what they termed as man’s “currently estimated potential.” This was determined by 3 qualities – a person’s power of analysis, his imagination and his sense of reality. Together they made up an overarching attributes Shell called “helicopter quality”……I adopted it for our public service in 1983……..” pp. 740

The combination of IMAGINATION, power of ANALYSIS, and sense of

REALITY will require us to fly up and down like a

helicopter……Some people might get dizzy in the process.

YELLOW

YELLOW

YELLOW

YELLOW

Let go, allow things to happen one day at a time.

YELLOW

ATMOSPHERE WE WISH TO HAVE… • Supportive • Challenging

Child Learning

TELL

DRILL

TEST

GRADE

Child Learning

TELL

DRILL

TEST

GRADE

Indication of happening = movement

Unconscious Incompetence

Conscious Incompetence

Conscious Competence

Unconscious Competence

FINAL QUESTION THAT

WILL BE ASKED OF YOU?

What did you learn?

Nothing!

FINAL QUESTION THAT

WILL BE ASKED OF YOU?

What did you learn?

A lot!!

BARCELON Levels of learning…

Behavioral level – “hand” Skills,

application, occupation, etc.

Lifestyle level – “heart” Attitude,

feelings, way of living, pre-occupation,

etc.

Cognitive level – “head” Concepts,

ideas, theories, etc.

FINAL QUESTION THAT

WILL BE ASKED OF YOU?

What did you learn?

At the end of the day, some

people will say “We did not really

learn anything new…”

That will be an indication of how

deep they went into the process.

A Template for

GENERATION OF INSIGHT

Step One: Ask WHAT?

Step Two: Ask SO, WHAT?

Step Three: Ask SO WHAT NOW?

ACCELERATED LEARNING Schroeder Ostrander

One more…..

MODEL

MENTOR

MATE

Shows you what is humanly possible. Sets your destination Helps you learn the quick and wise ways. Guides you Stands by your side to experience it with you. Walks with you

BARCELON

ACTIVITY 1

LEARNING BUDDY TIME

Learning Buddy Time • Share your pre-training assignment 1 & 2 answers and insights with your buddy.

• Do not share metaphor yet.

METAPHOR A figure of speech in which a word, phrase or story, literally denoting one kind of object or idea, is used in place of another to suggest a

likeness or an analogy between them.

VALUE OF A METAPHOR

Martin Luther King, Jr.

I am happy to join with you today. In what will go down in history as the greatest

demonstration for freedom in the history of our nation.

Five score years ago, a great American, in whose symbolic shadow we stand

today, signed the emancipation proclamation.

This momentous victory came as a great beacon

light of hope to millions of Negro slaves, who had

been sheered in the flames of withering injustice.

The Value of Metaphor

It came as a joyous daybreak to end the long night of their captivity, but 100 years later, the Negro is still not free. 100

years later, the life of the Negro is still sadly crippled

by the manacles of segregation and the chains

of discrimination – 100 years later, the Negro lives on a lonely island of poverty, in the midst of a vast ocean of material prosperity – 100

years later, the Negro is still languished in the corners of

American society -- and finds himself in exile in his own

land.

The Value of Metaphor

So, we’ve come here today to

dramatize the shameful condition. In a sense we’ve come to our nation’s capital to cash a cheque. When the architects of our Republic

wrote the magnificent words of the constitution and the

declaration of independence, they were signing a

promissory note. To which every American was to fall

heir. This note was a promise that all men – yes, black men as well as white men would

be guaranteed the inalienable rights of life, liberty and the

pursuit of happiness.

The Value of Metaphor

• Did your metaphor have a wide perspective? How broad was the setting and how detailed did the description go? • Did your metaphor have movement? Or was the picture static? • What is the prevailing theme of your metaphor?

DELIVERY OF

RESULTS

Leadership

Leadership

S3 S2

S1 S4

DELIVERY OF RESULTS

• Empowers people through delegation of

activities.

• Accepts accountability & responsibility.

• Plans and sets targets.

• Applies good stewardship on resources.

• Provides due attention to stakeholders.

• Balances short-term with long-term

considerations.

MORE ON HELICOPTER QUALITY

a.k.a. BREADTH OF MIND

Breadth of Mind

The ability to go up and down

the ladder of abstraction, i.e.,

see a situation from the highest

vantage point of view,

then go down to attend to the

relevant details, then go up

again and formulate a personal

vision of what needs to be done.

ABSTRACTION

Level 1 – “Nuts & Bolts”

Practical

Recognition of the Problem

Simple description

Awareness of symptoms

ABSTRACTION

Level 2 – Analysis & Explanation

Using level 1 Practical Description

to develop

• Critical examination

• Logical analysis of the problem

• Defining the boundary

• Linking between aspects

• Metaphors & similes

• Suggesting causes.

ABSTRACTION Level 3 – Connections into other areas using level 1 Practical Description and level @ Analysis & Explanation to suggest * Influences across the problem boundary * Relationships with other systems e.g., political, social, economic * Examples in time and place * Setting within broad picture * The roots of the problem Problem as an “open system”

ABSTRACTION Level 4 – Setting within a personal Vision using level 1 Practical Description and level @ Analysis & Explanation and Level 3 Connections to build • Personal approach to a solution • Testing of assumptions, values, accepted realities • Commitment to action; conviction • Locating relevant detail in the broad picture • Coping with uncertainty and complexity • Setting attainable objectives

What is this?

Watch Out: Follow the sequence of pictures to see how you go Watch Out: Follow the sequence of pictures to see how you go up the

ladder of abstraction and see more of the reality…

Breadth of Mind

The ability to go up and down the ladder of abstraction, i.e., see a situation from the highest vantage point of view, then go down to attend to the relevant details, then go up again and formulate a personal vision of what needs to be done.

Breadth of Mind

The ability to go up and down the ladder of abstraction, i.e., see a situation from the highest vantage point of view, then go down to attend to the relevant details, then go up again and formulate a personal vision of what needs to be done.

NOTE: What the operative phrase is?

The Power of Vision

Why is it important to have a VISION?

Vision

Vision without action is merely a dream. Action without vision is simply marking time. Vision with action can change the world.

Wayne Yang Head of The Citigroup Private Bank for Malaysia and Brunei

To carry the title VP at 25. To be the top Asian Banker by 30. To achieve the ranking of Global Banker of the year at 35.

LKY @ age 35!

First PM of an elected government of self-governing Singapore

LKY @ age 42

First PM of an independent Singapore

TO SEE

TO BELIEVE! IS

TO BELIEVE

TO SEE! IS

The Kitchen Tour

TO BELIEVE

TO SEE! IS

Now, go ahead and create what you would like to see in the future… also known as a… vision.

To develop your vision, consider: 20 years from today…

What significant goal would you want to have achieved by 2025? WATCH OUT: THIS REQUIRES IMAGINATION! •Position/Title •Activities •Skills •Location •Solutions to problems •Overall environment

WATCH OUT: THIS REQUIRES IMAGINATION!

To develop our vision, consider: 20 years from today…

What significant goal would WE want to have achieved by 2025? WATCH OUT: THIS REQUIRES IMAGINATION! •Activities •Present Skills •Location •Solutions to problems •Overall environment

WATCH OUT: THIS REQUIRES IMAGINATION!

ACTIVITY 2

Vision Quality Test…

me, myself and mine my family/community humanity/the world

Vision To test your vision, relate it to someone. What reaction do you get? • “Yeah, I have been thinking about that myself.” • “I’d be careful about doing that, if I were you.”

“YOU MUST BE CRAZY!!!”

[As a sign that they do not understand or cannot accept what you are thinking about. Should be tempered eventually with Sense of Reality & Power of Analysis]

How to make your vision compelling

• Create a vision community. • Have anchors. • Make it known publicly.

2 ways to get better visions

• Improve your motivation for doing what you are doing • Achieve a higher level of human consciousness

What are you doing?

Ultimate Good

Good Beyond Self

Personal Achievement/Ego

Immediate Gratification

Immediate Gratification Objective: Maximize pleasure and

minimize pain

Characteristics: Obligation is to self

alone. No desire for

common, intrinsic, or

ultimate good. Lack

of self-worth, fear of

tangible loss/harm,

boredom

Gratification: Immediate

Personal Achievement/Ego

Objective: Ego-centeredness,

better than, gain advantage

Characteristics: Promotion of self is primary. Personal power

and control are key.

Jealousy, fear of failure, cynicism, contempt,

loneliness

Gratification: Short-term

Good Beyond Self Objective: Do good beyond self

Characteristics: Principles include justice, love, and

community. Intrinsic goodness is an end in

itself. Decisions are

focused on the greater good. Methods are

righteous. Personal harmony

Gratification: Long-term

Ultimate Good

Objective: Participate in giving

and receiving ultimate meaning, goodness,

ideals and love

Characteristics: Good is ultimatized.

Principles include ultimate good, justice,

love and beauty. Methods are righteous

Gratification: Eternal

EMOTION

REVISIT YOUR EMOTIONS…

Using the “Ahhhhhh” sound, express

the following emotions in your voice:

Delight Determination

Sadness Doubt

Surprise Boredom

Sympathy Fear

Joy Disgruntled

Interest Ecstasy

10 % 60 % 30 %

Foundation

PAST

Focus

PRESENT

Vision

FUTURE

◦ 6.91B PEOPLE IN THE WORLD TODAY

50% = want to be seen

= want to be noticed

= want to recognized

= want to be acknowledged

= want to compete

= want to beat others

30% = Spectators

20% = Travel the Road Less Travelled

Law of the Farm Approach to Life

"Problems We Encounter in the

Workplace“

• SSKA (Skill, System, Knowledge, Attitude)

• Self-centeredness (Prevailing Attitude)

• Lack or breakdown of COMMUNICATION value and skills

• Disintegration between Management and Leadership

"$50 Time"

"The Convenience Parents"

"Love is not Blind"

"The Scarred Boy"

Values = Heart/ Love

Principles = "True North"

Call of the Spirit/ Conscience

Leadership with a heart, conscience, values, principles, more than knowledge and competence

Four most important things

to develop in life

Skill

Behavior Attitude

Direction The most important and basic

thing because it determines all the other three

Activity 4

The Fourfold Direction of Life:

God

Family

Work

Relationship & Service to People

(Integration of the 4 basic and ultimate directions of life)

Values/Principles = A Personal Leadership that tells me about:

My Goal My Ultimate Purpose in Life My Reason for being and living

Opportunities……..

There was a very cautious man Who never laughed or played He never risked, he never tried He never sang or played And when he one day passed away His insurance was denied For since he never really lived They claimed he never died.

WHAT KIND OF ENERGY DO WE BRING AS LEADERS?

Higher Consciousness

Levels of Human

Consciousness

•Research done by Dr. Daniel Hawkins.

•Calibrated different levels of

consciousness. •Depending on your level of

consciousness, you tend to attract and give away certain

energies – positive or negative.

•Your dominant source of life energy determines your level of

human consciousness.

Understanding Attractors David Bohm – physicist (1917-1992)

• theory that there is both a visible &

invisible universe.

• “Holographic Paradigms & other

Paradoxes” – e.g., radio waves, TV, x-ray, cell

phone waves – all invisible yet real.

• Idea of the tallest building is first in the

unmanifest and invisible thought, then it becomes

manifest.

Where is your life energy coming from?

Enlightenment Peace Joy

Love Reason

Acceptance Willingness Neutrality Courage

Pride Anger Desire Fear Grief

Apathy Guilt

Shame

DEATH

Where is your life energy coming from?

Enlightenment Peace Joy

Love Reason

Acceptance Willingness Neutrality Courage

Pride Anger Desire Fear Grief

Apathy Guilt

Shame

LIFE

DEATH

LIFE BEYOND NATURAL

Positive Attraction

Negative Reaction

700-

1000 600

540

500 400

350 310

250

200 175

150 125

100

75 50

30 20

Einstein & Gandhi

Albert Einstein was fascinated by Mahatma Gandhi. He watched newsreel after newsreel of Gandhi’s doings in India. Having seen Gandhi greet people in the street with this hands placed together as if in prayer, and with a bow, Einstein wondered what Gandhi was saying (newsreel had no sound those days). Einstein wrote to Gandhi, who replied: “Namastay.” Einstein then wrote again to ask the meaning of this Hindu word. Gandhi responded: “I honour the place in you where the entire universe resides. I honour the place in you of light, love, truth, peace, and wisdom. I honour the place in you where, when you are in that place, and I am in that place, there’s only one of us.”

Community Pope John Paul II

Spirituality of Communion:

1. Heart’s contemplation of God in us & in

others; 2. To see others as an integral part of

oneself – to weep with those who weep, to rejoice with those who rejoice.

3. To see differences of others as gift to

them and also a gift to me. 4. To “make room” for other people’s

shortcomings and imperfections. Pope John Paul II

Where is your life energy coming from?

Enlightenment Peace Joy

Love Reason

Acceptance Willingness Neutrality Courage

Pride Anger Desire Fear Grief

Apathy Guilt

Shame

LIFE

DEATH

LIFE BEYOND NATURAL

Positive Attraction

Negative Reaction

700-

1000 600

540

500 400

350 310

250

200 175

150 125

100

75 50

30 20 FORCE

POWER

LEVELS OF CONSCIOUSNESS

•85% of the world population is

below 200. •One person at the 700 level can counter balance 80 million people who are at the less-than-200 level. •One positive thought of “love” can offset a multitude of attitudes below the 200 level.

Where is your life energy coming from?

Enlightenment Peace Joy

Love Reason

Acceptance Willingness Neutrality Courage

Pride Anger Desire Fear Grief

Apathy Guilt

Shame

LIFE

DEATH

LIFE BEYOND NATURAL

Positive Attractors

Negative Reactors

700-

1000 600

540

500 400

350 310

250

200 175

150 125

100

75 50

30 20

IMPLICATIONS OF LEADERSHIP

• Leadership means supplying the

group with positive energy.

• Leadership will usually mean

absorbing/diffusing negative

energy from constituents and

giving them our positive energy –

assumes we have a good supply

and source of positive energy.

REACHING HIGHER STATE OF

AWARENESS

Intense desire to reach higher state of

awareness

• Discipline to act with constant &

universal gentleness & forgiveness w/o

exception

• Willingness to hold desires in abeyance &

surrender personal will to the source.

• As each thought, feeling, longing or deed

was surrendered to the source, the mind

becomes increasingly silent.

THE DARK SIDE OF

LEADERSHIP

“Thankless Job”

“To succeed, the man (or woman) and his spouse and family had to be prepared of loss of privacy and time. Nursing a constituency and attending official functions, plus a lower income than they would earn outside, made political office unattractive.” LKY p. 744

THE DARK SIDE OF LEADERSHIP

• Power tends to corrupt. • Losing the sense of awe, wonder, surprise, love and faith. • Tyranny of the weak. • Ethical considerations:

THE DARK SIDE OF LEADERSHIP

1. Greater good for the greater number? 2. An act of injustice to correct an injustice? 3. After all is said and done, who is the ultimate judge? 4. Not to fall in love with the skills, enough to know when not to use them.

MORE…….

•Brainwashing •Manipulation •Sophistication

ACTIVITY

LEADING

In a Continuously

Changing

Environment

Institute of Electronics Engineers of the Philippines

Leadership in the 21st Century

Session Outline

• Expected Outcomes

• The challenges in the 21st Century

• How can a leader face these challenges

• Action Learning

Session Outcomes

By the end of the session, you will be able

to:

Describe 21st century challenges

Identify how leaders can face these challenges

Design a plan to develop desired leadership behaviors

We have not consolidated our democracy since the EDSA Revolt in 1986

We are a weak and divided nation

Philippines Realities

underdevelopment

injustice

homelessness

violence and rebellion

Fiscal crisis

Social crisis

Mass poverty

Unemployment

7.3 % as of January 2011

Underemployment

19.4 % as of January 2011

Budget deficit for 2011 (P300 billion)

Philippine Realities

Population: 94 Million (2010) GDP growth: 3.8 – 4.8% (2011)

World Competitiveness Index:

Singapore - Stage 5

Hong Kong - Stage 5

Japan - Stage 5

Korea - Stage 5

Taiwan - Stage 4

Malaysia - Stage 3

Indonesia - Stage 2

Philippines - Stage 1

Bangladesh - Stage 1 Cambodia - Stage 1

Country

Rank

2009-

2010

2010-

2011

Singapore 3 3

Japan 8 6

Hong Kong SAR 11 11

Taiwan 12 13

Korea 19 22

Malaysia 24 26

China 29 27

Thailand 38 37

Indonesia 44 54

Philippines 87 85 Cambodia 92 104

Bangladesh 106 107

GLOBAL COMPETITIVESNESS 2009-2011 (Selected Asian Countries)

Corruption Perception Index 2006-2010

(Source: Transparency International)

Country 2006 2007 2008 2009 2010

Singapore 5 9.4 4 9.3 4 9.2 3 9.2 1 9.3

Hong Kong 15 9.3 14 8.3 12 8.1 12 8.2 13 8.4

Japan 17 7.6 17 7.5 18 7.3 17 7.7 17 7.8 Taiwan 34 5.9 34 5.7 39 5.1 37 5.6 33 5.8

South Korea 42 5.1 43 5.1 40 5.6 39 5.5 Malaysia 44 5.0 43 5.1 47 5.1 56 4.5

China 70 3.3 72 3.5 72 3.6 79 3.6 78 3.5

Thailand 63 3.6 84 3.3 80 3.5 84 3.4 78 3.5

India 70 3.3 72 3.5 85 3.4 84 3.4 87 3.3 Vietnam 111 2.6 123 2.6 121 2.7 120 2.7 116 2.7

Philippines 121 2.5 131 2.5 141 2.3 139 2.4 134 2.4

Indonesia 130 2.2 143 2.3 126 2.6 111 2.8 110 2.8

Pakistan 142 2.4 134 2.5 139 2.4 143 2.3

Bangladesh 156 2.0 162 2.0 147 2.1 139 2.4 134 2.4

Laos 111 2.6 168 1.9 151 2.0 158 2.0 154 2.1

Cambodia 151 2.1 162 1.7 166 1.8 158 2.0 154 2.1

Myanmar 160 1.9 179 1.4 178 1.3 178 1.4 176 1.4

Somalia 180 1.0 179 1.4 180 1.0 180 1.1 178 1.1

Corruption in the Philippines

Ten years ago, in the year 2001,

a whopping 21 billion pesos of the 104 billion pesos government procurement budget, went to the pockets of legislators, officials, and contractors as kickbacks.

21 billion pesos was:

Nearly half of the DPWH’s budget

Nearly half of the DILG’s budget

Bigger than the DOTC’s budget

Bigger than the DOH’s budget

Bigger than the DOJ’s budget

Bigger than the DENR’s budget Bigger than the DSWD’s budget

About fourth of the DepEd’s budget

Corruption and Education

How Serious

is Corruption in the Philippines?

• Corruption afflicts the top service agencies.

• In 2009 alone, about P280 billion of the national budget was lost to corruption

How Serious

is Corruption in the Philippines?

BUT NOTHING IS MORE SERIOUS THAN THE PEOPLE’S ACCEPTANCE AND RESIGNATION

THAT CORRUPTION

IS ALREADY PART

OF THE FILIPINO WAY OF LIFE !!!

The World Today

• The world is getting smaller

• Globalization of economies

• Dynamic trade

• Porous borders

• Shifting economic forces

• Stiff competition

The World Today

• Uncertainties

• world-wide recession; reduced resources

• poverty

• war and terrorism

• Shifts in political forces

• fluctuating oil prices

• Increase in prices of goods

The World Today

• pollution:

• Climate change:

• medical advances; disease

• global warming

• natural catastrophes

• disasters

• solid waste

• hazardous substances

• air pollution

• turbulence in the labor market

The World Today

• customer demands

for efficiency,

responsiveness,

innovation

• economic well-being

• Growing population

• increasing demand for goods

The World Today

• Technological advances

• e-business; e- government

• information explosion

• changes in the workplace

• downsizing

• virtual teams

• emergence of nuclear power states

The World Today

• Other environmental concerns

• adequate water supply

• biodiversity

• food security

• “toxic leaders”

• malignant wielders of power

• democratically elected dictators and corrupt government officials who harm their followers and the larger society

The World Today

• religious fundamentalism; religious fanaticism; suicide bombers

• corporate abuses of power that cheat employees, customers, investors, and even the larger society

• widespread ethical scandals

The World Today

Frameworks for Dealing with the Natural Environment

• Cost-Benefit Framework

• Sustainable Development Framework

• Implement environmental regulation

if potential benefits outweigh potential

costs

• development which “meets the needs

of the present without compromising

the ability of future generations to

meet their own needs” (Bruntland

Commission Report to the UN)

How Organizations can be More Sensitive

to the Environment

1. Legal Posture

= respond to the

environmental preferences

of their customers if

benefits outweigh

potential costs

= obey any laws, rules, and

regulations about the

environment willingly and

without legal challenge

2. Market Posture

How Organizations can be More Sensitive

to the Environment

3. Stakeholder

Posture = respond to multiple

stakeholder groups on

environment issues

4. Dark Green

Posture = adopt environmental values

that tell us to live in more

harmony with the earth; do

not exploit the earth’s

resources for our own gain,

and certainly not in a non-

sustainable fashion.

The New Reality for Leadership

OLD Paradigm NEW Paradigm

• Stability • Change and crisis management

• Control • Empowerment

• Competition • Collaboration

• Uniformity • Diversity

• Self-centered • Higher ethical purpose

• Hero • Humble

Leadership in the 21st Century

Late 20th Century

Organizational Culture

Focused on internal processes

Early 21th Century

Organizational Culture

Focused on results and customers

Hierarchical, centralized, boundaries

Flat, distributed, no functional kingdoms

Inwardly focused Focused on customers, environment

Slow to change, long cycle times, risk-averse

Quick to adapt, encourages appropriate risks

Follow procedures Innovative, entrepreneurial

Leadership in the 21st Century

Late 20th Century

Executives, management, professionals, etc.

Early 21th Century

People

Leaders at all levels, everyone solves problems

Top-down thinking, the General Manager

Everyone strategic, thinking, leading, doing

Individuals working in a coordinated way

Teams with joint accountability for results

Job descriptions, roles, careers, loyalty

Project-based descriptions, roles and accountabilities

Production workers Knowledge workers

People

Leadership in the 21st Century

Late 20th Century

Bureaucratic

Early 21th Century

Systems

Think of the whole system, think systematically

Few performance systems Multiple performance systems and measures

Lot of middle tiers Multiple interdependencies

Policies, procedures Values, principles, targets

Control/production-based Value-based, quality-based

Systems

Large inventories, long lead times

Just-in-time inventories, delivery

Leadership in the 21st Century

Late 20th Century

Less time-dependent, controlled

Early 21th Century

Real-time, multiple, widely shared

Paper-based processes and tools Digital-based processes and tools

Political; information used for personal power

Open, candid, widespread information sharing

Face-to-face teams only

Information

Business at the speed of talk and paper

Use of digital tools creates virtual teams

Information

Business at the speed of thought and light

Leadership in the 21st Century

Late 20th Century

Individual work rewards

Early 21th Century

Teamwork and team rewards

Management knows best Everyone is a leader

Doing things right Doing the right things

Content

Leadership Style

Risk avoidance

Context and process

Leadership Style

Taking appropriate risks

Telling and selling Coaching and delegating

Leadership in the 21st Century

Late 20th Century

Single-task jobs

Early 21th Century

Whole job

Management defines problems and solutions

Everyone is a problem solver

Most isolated from customer Everyone serving customers or clients

Work in the office, and within function

Job Design

Paper, pen, telephone

Cross-functional project teams

Job Design

Computers, input devices

Sparse feedback systems Multiple performance systems

Management and Leadership

Management:

• the attainment of organizational goals in effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources

• power is based on formal authority bestowed on the occupant by a higher authority

Management and Leadership

Leadership:

• effective use of influence independent of authority or position

• power cannot be bestowed by higher authority

Manager and Leader

Manager

• success based on predictability

Leader • success based on innovation and

adaptation

• goals • vision and values

• plans • energy

• defines vision and purpose statements

• lives vision and purpose

• defines values statements • models values

• does things right • does right things

• top-down strategy • leadership at all levels

Manager and Leader

Manager

• measurement of activities

Leader

• short-term results emphasized

• Linear, rational, analytical • Systems, aligning the whole, intuitive

• “head stuff” (behavior and compliance)

• “heart stuff” (morale and commitment)

• controls • inspires, creates new ways, coaches, mentors

• techniques • principles

• measurement of results

• long-term results; big picture emphasized

Manager and Leader

Manager

• one best style (plan, • organize, delegate, control)

Leader • multiple, situational leadership

roles and styles

• focus on content • sets context; pays attention to process

• quality control • everyone responsible for quality

• inward-looking • customer-focused

• Individual effort and reward • individual and team effort and reward

• management knows best • all together know best

Manager and Leader

Manager

• success as personal success

Leader • success as the success of others

• best for organization (focused on bottom-line)

• best for organization in society

• provides direction by keeping eye on bottom-line

• provides direction by creating a compelling vision and keeping eye on horizon

• organizes structure; creates boundaries

• creates shared culture and values; helps others grow; reduces boundaries

Manager and Leader

Manager

• focuses on objects—producing goods/services

Leader • focuses on people—inspiring and

motivation

• based on position power • based on personal power

• acts as boss • Acts as coach, facilitator, servant

• personal qualities: • emotional distance • expert mind • talking • conformity • Insight into organization

• personal qualities: • emotional connections • open mind • listening • nonconformity; courage • Insight into self

The New Leadership

Less emphasis on: More emphasis on:

• Planning • Having a vision

• Allocating responsibility • Infusing vision

• Controlling and problem solving

• Motivating and inspiring

• Retaining power • Creating change and innovation

• Creating compliance • Creating commitment

The New Leadership

Less emphasis on: More emphasis on:

• Exhibiting leader detachment and rationality

• Exhibiting interest in others and intuition

• Taking a reactive environmental approach

• Taking a proactive environmental approach

• Emphasizing contractual obligations

• Stimulating extra effort

Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles.

-John Kotter, Leading Change

TEN KEY POINTS

TEN KEY POINTS

People are illogical, unreasonable, and self-centered

Love them anyway…

1

TEN KEY POINTS

Do good anyway.

2 If you do good, people will accuse you of selfish motives.

TEN KEY POINTS

If you are successful, you win false friends and true enemies.

Succeed anyway.

3

TEN KEY POINTS

The good you do today will be forgotten tomorrow.

Do good anyway.

4

TEN KEY POINTS

Honesty and frankness make you vulnerable.

Be honest and frank anyway.

5

TEN KEY POINTS

The biggest men and women with biggest ideas can be shot

down by the smallest men and women with the smallest

minds.

Think big anyway.

6

TEN KEY POINTS

People favor underdogs but Follow only top dogs.

Fight for a few underdogs anyway.

7

TEN KEY POINTS

What you spend years building

may be destroyed overnight.

Build anyway.

8

TEN KEY POINTS

People really need help but may attack you if you do help them.

Help people anyway.

9

TEN KEY POINTS

Give the world the best you have and you may be kicked

in the teeth.

Give the world the Give the world the best you have anyway.

10