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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Leadership & Strategic Planning
Stephen Porth, Ph.D.Associate Dean
Saint Joseph’s University
Leadership Challenges in Today’s Business Climate
What are some of your greatest
challenges in leading your organization?
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Today’s ObjectivesIdentify and discuss the keys to great leadership
Apply knowledge to identify ways to enhance skills
Discuss the Role of Strategic ThinkingUnderstand a Framework for Strategic ThinkingWork with your associates to apply and hone strategic thinking skills
Resources for Leadership Development
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
What this is….
Leadership Development is a processnot a program….
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
What Makes A Leader?
What is the key to leadership?
Case StudyWho will emerge as leader(s)?Why? What are the characteristics and traits of the leader?
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
The Leadership ChallengeJim Kouzes & Barry Posner Ongoing research since 198775,000 + surveyed from around the world
Based on your experience of leadership, what do you look for and admire in a leader?
List the attributes.
The Leadership ChallengeWhat do you look for and admire in a leader? Over time & across continents, only four attributes consistently receive ratings of 50% or higher. Leaders are ….
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Honest (88%)Honest, authentic, trust-worthy, ethical, credible, integrity, character
Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.
- Norman Schwarzkopf
Forward-Looking (71%)Forward-looking, a strategic thinker, visionary, innovative
???
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Forward-Looking (71%)
If you don’t know where you’re going,
you’ll wind up somewhere else
- Yogi Berra
Competent (66%)Resolute, Determined, achieve results and change
Of the 13 million children growing up
in poverty, about half will graduate from
high school. Those that do graduate will perform on average at an 8th grade level.
You can change this.
Wendy Kopp, Founder
•more than 5,000: number of corps members •more than 12,000: number of alumni •nearly 3 million : number of students reached since inception
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Inspiring (65%)The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and incompetence. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best.“
Colin Powell
Sam Walton's #1 Rule for Success
Commit to your business. Believe in it more than anything else. If you love your work, you’ll be out there every day trying to do the best you can, and pretty soon everybody around will catch the passion from you - like a fever.
Inspiring (65%)
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Great Leaders
“To be a Great Leader, you have to be successful at achieving change – important consequential change in the results for which you are responsible.”
B. Joseph White, The Nature of Leadership (2007)
The Leadership ChallengeWhat do you look for and admire in a leader? Over time & across continents, only four attributes consistently receive ratings of 50% or higher.
Leaders are …. Honest, Forward-looking, Competent & Inspiring
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Leaders & Managers
Managers LeadersPeter Drucker Management is a
rankLeadership is a responsibility
Leaders & Managers
Managers LeadersPeter Drucker Management is a
rankLeadership is a responsibility
Warren Bennis Managers do things right.
Leaders do the right things.
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Leaders & Managers
Managers LeadersPeter Drucker Management is a
rankLeadership is a responsibility
Warren Bennis Managers do things right.
Leaders do the right things.
John Kotter Management is about coping with
complexity.
Leadership is about coping with
change.
Leadership PrinciplesGood leaders and good managers are both important… they’re just not the same thing!Being a leader requires making a choice…
great individual contributor versus a leaderthe desire to lead
Leadership skills & knowledge can be learned.
Leadership is an Inside/Outside proposition.
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
What Makes A Leader?
Honest (88%)Credible, Ethical
Inspiring (65%)Positive, Hopeful
Forward-Looking (71%)Visionary, Strategic Thinker
Competent (66%)Achieves Results,
Determined, Change Agent
Case Study
To Promote or Not To Promote
Identify reasons to promote and reasons not to promote
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Case Study
Reasons to PromotePromote because…
Reasons Not to PromoteDo not promote because…
The 7 Types of Intelligence
1. Linguistic - enjoy writing, reading, telling stories or doing crossword puzzles.
2. Logical-Mathematical - interested in patterns, categories and relationships; drawn to arithmetic problems, strategy games and experiments.
3. Bodily-Kinesthetic - process knowledge through bodily sensations; often athletic, dancers or good at crafts such as sewing or woodworking.
4. Spatial - think in images and pictures; may be fascinated with mazes, puzzles, drawing, or daydreaming.
5. Musical - enjoy singing or musical instruments; usually quite aware of sounds others may miss; often discriminating listeners.
6. Interpersonal - leaders among their peers, good at communicating and seem to understand others' feelings and motives; possess interpersonal intelligence.
7. Intrapersonal - may be shy; very aware of their own feelings and are self-motivated; a goal achiever.
Howard Gardner's books on multiple intelligences, include Intelligence Reframed - Multiple Intelligences for the 21st Century, Multiple Intelligences - The Theory in Practice, and Frames of Mind: The Theory of Multiple Intelligences.
Based on the research of Psychologist Howard Gardner
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
The 7 Types of Intelligence
To test your dominant type of intelligence go to ….
www.quizilla.com/users/shrimpysteph/quizzes
Emotional Intelligence
1. What is EI?2. Why Does EI Matter?3. How am I doing?
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
What Is Emotional Intelligence (EI)?EI is an assortment of skills and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures.
People with high EI have the ability to accurately perceive, evaluate, express, and regulate emotions and feelings.
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
5 Components of EI
• Self-awareness (items 1 and 9)• Self-management (2, 4)• Self-motivation (3, 7)• Empathy (5, 8)• Social skills (6, 10)
Why Does EI Matter?
EI is most predictive of performance in jobs such as salesor management where success is as dependent on interpersonal skills as technical ability. People with low EI are likely to have difficulty managing others, making effective sales presentations, and working on teams.
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
“I have found, however, that the most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence (EI). It's not that IQ and technical skills are irrelevant. They do matter, but mainly as "threshold capabilities"… But my research, along with other recent studies, clearly shows that EI is the sine qua non of leadership… when I calculated the ratio of technical skills, IQ, and EI as ingredients of excellent performance, EI proved to be twice as important as the others for jobs at all levels.”
“Moreover, my analysis showed that EI played an increasingly important role at the highest levels of the company, where differences in technical skills are of negligible importance... When I compared star performers with average ones in senior leadership positions, nearly 80% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.”
D. Goleman, What Makes A Leader? Harvard Business Review
The primary derailer of executives is a lack of impulse control.
-Goleman, Working With EI
The Business Case for EI
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
• Sudden, unexpected outburst
• Strong emotions = trigger
• Uncensored behavior
An Amygdala Hijack
Page 26 The Human Brain
Scan In
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Scan Bobby Knight in picture
Emotional Intelligence
EI Self-Assessment
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Definition Hallmarks
Self AwarenessThe ability to recognize and understand your moods, emotions and drives, as well as their effect on others
Self-confidence
Realistic self assessment
Self RegulationThe ability to control or redirect disruptive impulses and moods.
The propensity to suspend judgment – to think before acting
Trustworthiness and integrity
Comfort with ambiguity
Openness to change
MotivationA passion to work for reasons that go beyond money or status
A propensity to pursue goals with energy
Strong drive to achieve, commitment
Optimism, even in the face of failure
Empathy
The ability to understand the emotional makeup of other people
Skill in treating people according to their emotional reactions
Expertise in building and retaining talent
Cross-cultural sensitivity
Service to clients and customers
Social Skill
Proficiency in managing relationships and building networks
An ability to find common ground and build rapport
Effectiveness in leading change
Persuasiveness
Expertise in building and leading teams
Emotional Intelligence
1. What is EI?2. Why Does EI Matter?3. How am I doing?
What’s My EI Score?
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Leadership Action Plan
Identify 1-2 core strengths to leverage and build upon
Identify 1-2 areas for developmentDevelop a SMART action plan for development
DevelopMission &Vision
PerformSituationAnalysis
SetObjectives& CraftStrategy
ImplementStrategy
AssessValueCreation &ProvideFeedback
Value Creation drivesthe strategy process
Effective strategicmanagement creates
value
ValueCreation
Customers
Employees
Owners
Strategic Management Framework
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Objectives and Strategies
AB
Begin With the End in Mind
“Begin with the end in mind” is based on the principle that all things are created twice. There’s a mental and a physical creation to all things.
~ Stephen R. Covey from “The Seven Habits of Highly Effective People”
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Strategic Issues
• Strategic issues: critical challenges, opportunities, problems or questions the organization needs to address for the sake of its future
• Examining strategic issues allows us to more directly connect the strengths and weaknesses to the opportunities and threats discovered in our situation assessment.
Internal Analysis
External analysis
Initiative 1 Initiative N
Strategic IssuesKey Challenges
Decision-Making Framework
Strategic Ojectives
Strategic Issues Analysis
Strategic Objectives
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June 16-19, 2008
PLMA at Saint Joseph’s University Executive Education Program
Property of Stephen J. Porth, Ph.D.Department of Management, Haub School of Business,Saint Joseph’s University, Phila. PA
Strategic Issues Analysis
Identify Strategic Issues
Establish SMART Objectives
Consider Strategic Alternatives
Choose Strategies
Setting Objectives
SMART formatExample:
Increase sales - Increase sales by average annual rate of 7% over the new three years.Improve profitability – Increase ROE to 12% next year.