THE FISH STARTS TO STINK AT THE HEAD ONWAA 2011 Spring Assembly Sault Ste. Marie, ON Micheal Nadeau, MBA

What The Heck Is A Leader Anyway?

LEADESHIP Leadership can be defined as one's ability to get others to willingly follow. A leader with vision has a clear, vivid picture of where to go, a real understanding on what success looks like, how to achieve it AND shares and acts upon this vision. Action is the mark of a leader. A leader is always doing something in pursuit of the vision, inspiring others to do the same.

LEADERSHIP Think about a Leader you really admire. List the reasons why you admired that person. Think about a Leader you really did not like. List the reasons why you did not respect that person.

LEADERSHIP QUALITIES 1.Integrity. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be easy to do so. 2.Dedication. A leader spends whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision.

LEADERSHIP QUALITIES 3.Generous. A generous leader ensures that credit for successes are spread as widely as possible throughout the organization. Conversely, a good leader takes personal responsibility for failures as they occur. 4.Openness. Being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others ideas, as well as accept new ways of doing things that someone else thought of.

LEADERSHIP QUALITIES 5.Creativity. The ability to think differently, to get outside of the box that constrains solutions. The most important question that a leader can ask is, What if ?. 6.Fairness. Dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. Avoid leaping to conclusions based on incomplete evidence.

LEADERSHIP QUALITIES 7.Assertiveness. The ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. 8.A sense of humor. This is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers.

LEADERSHIP Do you think leaders are born or made?

A grandfather talking to his young grandson tells the boy he has two wolves inside of him struggling with each other. The first is the wolf of peace, love and kindness. The other wolf is fear, greed and hatred. "Which wolf will win, grandfather?" asks the young boy. Whichever one I feed," is the reply.

What The Heck Is A Manager Anyway?

MANAGEMENT The verb manage comes from the Italian maneggiare, which means to handle, train or control horses.Italian Some definitions of management are: Organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives.

MANAGEMENT Donald J. Cough defines management as, "Management is the art and science of decision making and leadership. Louis Allen defines, "Management is what a manager does". Mary Parker Follett (1868 1933) defined management as "the art of getting things done through people".

HENRI FAYOLHENRI FAYOL (18411925), 1.forecasting, 2.planning, 3.organizing, 4.commanding, 5.coordinating and 6.controlling (a manager must receive feedback about a process in order to make necessary adjustments).

PRINCIPLES OF MANAGEMENT Fayol also developed 14 principles of management that have stood the test of time. These management principles should be understood and utilized on a regular basis.

MANAGEMENT Division of work. Specialization increases outcomes/output by making employees more efficient. Authority. Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised. Discipline. Employees must obey and respect the rules that govern the organization. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organization's rules, and the sensible use of penalties for infractions of the rules.

MANAGEMENT Unity of command. Every employee should receive orders from only one superior, like from top to bottom in an organization. Unity of direction. Each group of organizational activities that have the same objective should be directed by one manager using one plan. Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.

MANAGEMENT Remuneration. Employees must be paid a fair wage for their services. Centralization. Centralization refers to the degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinates) is a question of importance. A managers task is to find the best degree of centralization for each situation.

MANAGEMENT Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross- communications can be allowed if agreed to by all parties and superiors are kept informed.

MANAGEMENT Order. People and materials should be in the right place at the right time. Equity. Managers should be kind and fair to their subordinates. Stability of tenure of personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

MANAGEMENT Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort. Esprit de corps. Promoting team spirit will build harmony and unity within the organization.

WHAT MAKES A GOOD MANAGER? There are three fundamental (general) skills that a manager requires: 1.Technical 2.Human 3.Conceptual

MANAGEMENT 1.TECHNICAL. A manager should be good at the specific tasks the employees do. This helps to provide the credibility or knowledge to persuade people to do certain things. 2.HUMAN. The manager has to know how to work with people. 3.CONCEPTUAL. The manager can see the organization as a whole. There needs to be knowledge of the organization and what it does and how it interacts with other organizations.

1. Possess well-defined goals. 2. Be able to allocate resources according to priorities. 3. Be able to make decisions, act upon them, and accept responsibility for them. 4. Be willing to compromise. 5. Be able to delegate and to depend on subordinates.

6. Be self-motivated and self-controlled. 7. Be able to organize, plan, and communicate for effective use of resources. 8. Maintain good relationships with others. 9. Possess emotional maturity and the internal strength to cope with frustration, disappointment, and stress. 10. Be able to appraise oneself and one's performance objectively, to admit to being wrong.

REMEMBER One of the most important skills of a manager is to understand people and what makes them motivated to do the work in the achievement of certain goal(s).

MANAGEMENT Write down 3 things you like about your current or past manager? Write down 3 things you do not like about your current or past manager?

What makes your job difficult? CHANGE

IMPLEMENTING CHANGE Kurt Lewin (1890 - 1947) was a German-American psychologist, known as one of the modern pioneers of social, organizational, and applied psychology.GermanAmerican psychologist socialorganizationalapplied psychology LEWIN developed a change model that is still effective today.

LEWINS MODEL

UNFREEZE 1. Determine what needs to change. 2. Create the need for change. 3. Manage and understand the doubts and concerns.

CHANGE 1. Communicate often. 2. Dispel rumors. 3. Empower action. 4. Involve people in the process.

RE-FREEZE 1. Anchor the changes into the culture. 2. Develop ways to sustain the change. 3. Provide support and training. 4. Celebrate success!

LIPPITT Lippitt, Watson and Westleys (1958) theory is an extended take on Lewins Theory about change. It is a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself.

LIPPITT MODEL 1. Diagnose the problem. 2. Assess motivation. 3. Check to see if the change agent can do the job. 4. Write a plan to implement the change. 5. Determine the role of the change agent. 6. Maintain the change. 7. Terminate the helping relationship.

REMEMBER If not in survival-mode, a manager should avoid creating hierarchies in an organization as this will only create inferiority and superiority complexes in people after a while and will reduce the full potential of everyone. Consistency in behavior is an important characteristic of a good manager. Managers should perform their work exactly as they preach to others. This is all part of consistency.

REMEMBER Managers should be friendly and approachable. Communicate with everyone regularly and when it is necessary. Managers should support their staff through praise, encouragement and improving the work environment. Managers should be leaders. They must have creativity and not just the practical skills to solve problems.

REMEMBER Managers should have the ability to confidently and appropriately direct others to work if they have not yet actualized and reached the level of being self-managed. When things go wrong, everyone is responsible, not just staff, but also management. Everyone must work together. Firing or disciplining people is not the way to solve problems. It should be seen as a last resort.

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THE FISH STARTS TO STINK AT THE HEAD ONWAA 2011 Spring Assembly Sault Ste. Marie, ON Micheal Nadeau, MBA