dr. fred heismeyer adjunct professor webster university shanghai, china [email protected]
TRANSCRIPT
73%
9%ORGANIZATION’S LEADERSHIP DOES NOT FOCUS ON STRENGTHS
ORGANIZATION’S LEADERSHIP FOCUSES ON STRENGTHS
TALENT (a natural way of thinking, feeling, or behaving)
INVESTMENT(time spent practicing, developing your skills, and building your knowledge base)
STRENGTHS (the ability to consistently provide near-perfect performance)
IDENTIFYSTRENGTHS
THE RIGHTFIT
GREATMANAGERS
ENGAGEDEMPLOYEES
LOYALCUSTOMER
S
SUSTAINABLE GROWTH
REAL PROFIT
INCREASE
STOCKINCREASE
9
3 4
10 1211
5 6
7
1 2
8
From: First, Break all the Rules: by Marcus Buckingham and Curt Coffman
1) Do I know what is expected of me at work?
2) Do I have the materials and equipment I need to do my work
right?
3) At work, do I have the opportunity to do what I do best every day?
4) In the last seven days, have I received recognition or praise for
good work?
5) Does my supervisor, or someone at work, seem to care about me
as a person?
6) Is there someone at work who encourages my development?
7) At work, do my opinions seem to count?
8) Does the mission/purpose of my company make me feel like my
work is important?
9) Are my co-workers committed to doing quality work?
10) Do I have a best friend at work?
11) In the last six months, have I talked with someone about my
progress?
12) At work, have I had the opportunities to learn and grow?
BRAND
COMMODITY
IRRESISTABLE
FAD
RESPECT
APATHY
INDIFERENCE
LOVE
4 KINDS OF COMPANIES/ORGANIZATIONS
From: Mike Thompson, SVI
DREAMER
MOLE
CHAMPION
WORKER
INSPIRED
BORED
UNPRODUCTIVE PRODUCTIVE
4 KINDS OF employees
From: Mike Thompson, SVI
"Complexityis what tears up virtually everylarge corporate, governmental,
andinstitutional organization.“
John Ellis, a Fast Company columnist
20%
Not
EngagedActively
Disengaged
9% 71%
Engaged
Loyal, Psychologically
Committed, More Productive,
Higher Retention
Three Types of Employees in ChinaThree Types of Employees in China
Productive but Not Psychologically
Connected, More Missed Days, More
Likely to Leave
Physically Present but
Psychologically Disruptive,
Unhappy and Insist on Sharing
Their Unhappiness with
Others
2007 Gallup Organization
** My supervisor focuses on my strengths
or positive characteristics (“5” on 1-5 scale)
How Employee Feels Supervisor Focuses on Employee Talents
*Source: Gallup Poll data of U.S. working population 18 years and older from April 2004
40
22
1
57
33
38
2
4561
0%
20%
40%
60%
80%
100%
Engaged
Not Engaged
Actively DisengagedNo Focus on
Employee Strengths/Weakness
es
Focus on
Weaknesses*
Focus on
Strengths**
* My supervisor focuses on my weaknesses
or negative characteristics (“5” on 1-5 scale)
“Ignoring people is the worst thing you can do to them.” — Don Clifton
What
CANCANwe do?
strengths and weaknesses
What do others
EXPECTus to do?
stakeholder expectancies
What do we
WANT to do?
organizational and individual values
What
MIGHTwe do?
external opportunities and threats
STRATEGY
Persuasionselling vision/goalsConceptualizationbeing future oriented
Foresightusing the past to plan for the future
Provides Leadership Shares Leadership Values People Develops People Builds Community Displays Authenticity
Share Leadership
Sharethe
Vision Sharethe
Power
Sharethe
Status
ProvideLeadership
EnvisionThe
Future
ClarifyGoals
TakeInitiative
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
ValuePeople
DevelopPeople
Believe inPeople
ListenRespectively
Serve OthersFirst
Provide forLearning
ModelBehaviors
Encourageand Affirm
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
BuildRelationships
ValueDifferences
WorkCollaboratively
HaveIntegrity
Be WillingTo Learn
Be Open andAccountable
BuildCommunity
DisplayAuthenticity
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
ValuePeople
BuildCommunity
ShareLeadership
DevelopPeople
DisplayAuthenticity
ProvideLeadership
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
Believe inPeople
ListenRespectively
Serve OthersFirst
BuildRelationships
ValueDifferences
WorkCollaboratively
Sharethe Vision
Sharethe Power
Sharethe Status
Provide forLearning
ModelBehaviors
Encourageand Affirm
HaveIntegrity
Be WillingTo Learn
Be Open andAccountable
Envisionthe Future
ClarifyGoals
TakeInitiative
ValuePeople
BuildCommunity
ShareLeadership
DevelopPeople
DisplayAuthenticity
ProvideLeadership
ETHICS
MORALS VALUES
ORGANIZATIONORGANIZATION
Utilize the diverse personalities, talents and skills.
Recognize that diverse experiences gives the team necessary resources to accomplish the job.
The foundation for a strong, long lasting team is TRUST.
Doing what you say you will do, goes a long way to solidifying the trust within the team.
Accept personal responsibility for your actions.
Hold each other accountable to the rules, policies, procedures and expectations of your team.
All team members must contribute actively.
It is important for teams to know how to get everyone involved.
Stay within the boundaries set, whether internal or external boundaries.
Discuss boundaries changing and the implications to your team.
Although the goals may change over time, each member should clearly understand what these goals are at any point.
Without clear goals, people become apathetic or use the group to achieve their own personal goals.
Team members need to feel they can speak their minds.
The team should have ample time to communicate, share information, discuss issues and use informal communication channels.
Teams need leaders, both formal and informal.
Leadership should be shared.
Leaders help coordinate the work of the team.
Team Focus and Purpose
Team Performance
Skills and Training
Communication
Interpersonal Problems
Meetings
1. Be patient and caring with your team.
2. Assume the best about people.3. Fix the problem, don’t fix the
blame.
4. Focus on behaviors, not attitudes.
5. Establish regular, effective team meetings.
6. Focus on the race, not the hurdles.
7. Involve the right people in problem solving.
8. Don’t break your pick on unsolvable problems.
9. Develop the skills and discipline of effective problem solving.
10. Know your roles, purpose, boundaries, and resources.
11. Focus on results.12. Remember that the team is
not an end in itself.
Mid-Term ReviewMid-Term Review
1. Morning Class: We will meet at 8:30 a.m. in the large lecture room on the left of the entrance. Afternoon Class: We will meet at 1:00 p.m. in our normal classroom. BE ON TIME!
2. There will be 25 questions.
3. The exam will consist of multiple choice questions and true/false questions.
4. You will have one-hour to complete the exam.Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
5. Electronic aids (cell phones, computers, electronic translators, tablets, etc.) may NOT be used.
6. This is NOT an open book exam.
7. This is an individual exam, NOT a team exam.
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
1. Definition of VABE2. Three elements of the Leadership Point of View3. Definition of Leadership, including various parts of
the definition4. The definition of Infocracies and the details of this
era as defined by the text’s author5. Identify the four levels for which leadership occurs6. The main parts of the Diamond Model of
Leadership and what each part means7. Definition of ethics8. Definition of power
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
9. The three levels that exist for leading strategic change
10. Identify the four panes of the Johari Window11. Identify the dimensions of leadership decision
making.12. Demonstrate an understanding of the
differences between Level one, two and three of human activity and how they relate to leadership
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
13. Identify what the dark side of Level Three Leadership is
14. Identify the three levels of organizational activity15. Define morality/morals16. Define manipulation17. Identify four cornerstones of moral foundation of
effective leadership
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
18. Identify the seven levels of similarity and differences as described in the text book
19. Define behavior20. Define value chain21. Identify the three parts of self-concept22. Identify the six steps to effective leadership as
described in the text
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
23. Know this quote and what it means: “Behaving as and becoming an effective leader is a secondary by-product of an intense commitment to a purpose”
24. Know what the author means when he talks about “your center or core” and how he relates this concept to leadership
25. Know this quote and what it means: “Leadership is an act of engagement.”
26. Define empowerment27. Explain why celebrating success is important
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
28. Define Emotional Intelligence and the components of EQ
29. Define empathy30. Define World-Class Performers (WCPs)31. Explain the World Class Performance cycle as
identified by the author in the text32. What are the characteristics of Flow33. Define and explain resonance
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
34. Identify why setbacks, obstacles and successes are important in our quest for resonance
35. Define what a Strategic Issue is36. Identify the three components of competitive
advantage37. Define strategy38. Identify the five basic elements of strategic
competition39. Identify the four parts of the SWOT model
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
40. Identify the four additional, related, action-oriented questions that guide strategic choices and that corresponds to the SWOT analysis
41. Define Core Capabilities and how these are important to a leader
42. Identify why strategic thinking is important to an organization
43. Identify the five key elements of strategic thinking
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
44. Identify and define each of the six distinct and sequential parts of an organizational charter
45. Define effective leadership and the six steps to achieve effective leadership
46. Identify the four major dimensions of the Personal Styles Inventory
47. Identify what style on the PSI you were and a brief description of the style
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
48. Explain Sam Walton’s “Rule 4” of doing business relating to communication (see slides)
49. Define the difference between leader and manager (see slides)
50. Define the term “Learning Organization” as developed by Peter Senge
Source: Level Three Leadership
Mid-Term ReviewMid-Term Review
51. Identify the three level of culture (see slides)52. State why the customer is important to all of
us as leaders (see slides)53. Identify the six organizational functions of the
Servant/Healthy Organization model. (see slides)
54. Identify the parts of the Strengths Equation: Talent X Investment = Strengths (see slides)
55. Suggest how you will use all of the materials learned so far in this class in your quest for leadership and leadership growth
Source: Level Three Leadership
Presentations must be 20 minutes (minimum 18 minutes/maximum 22 minutes) not including questions from the audience.
All members of the team must participate in the presentation.
ALL TEAMS must submit an electronic copy of your PowerPoint slides (turned in at the beginning of class 7)
Week 7
Cultural ImpactPower & InfluenceEmotional IntelligenceInnovative ThinkingMission/GoalsEthics/Values
Week 8
Virtual OrganizationsTeam DynamicsProblem-Solving &
Decision Making
Motivation/EngagementPor – Book Summaries
Week 7
Power & InfluenceInnovative ThinkingEthics/Values
Week 8
Mission/GoalsLearning OrganizationProblem-Solving &
Decision MakingEmotional Intelligence