leadership 2000 the new supervisor and director for the next century. [email protected]
TRANSCRIPT
Leaders Need to Understand
Authority is a luxury they no longer have.
“If they take away my title, will they follow me?”
Ask Yourself this
New Operating System
Experience is not as valuable as it used to be –only their ability to adjust, adapt, and leverage that experience it.
New Operating System
The paradigm shift of freedom versus responsibility, recognizing that the name of the game now is giving people freedom so they can prove that they are responsible
Two Operating Systems
Industrial Age Oriented “Traditional”
Information Age Oriented
Industrial CommodityTool, buildings,
merchandise. “He who controls the tools controls the system.”
People ThenLess educated / Dependence on managers with education to tell them what to do. “Father Knows Best”Society more formal.
People ThenSpeed was slow / Get across the country in 10 days
Parochial
Industrial Era Life was Stable
Linear Sequential Work Process
Mediocre Expectations and Services
Industrial Era
One Size Fits All
Not much competition
He who owned the tolls controlled.
Industrial EraCentralized
Preoccupation with rules and regulations
Hierarchical chains of command
Country smaller /sluggish
Information AgeThe New Operating
System
New CommodityWe are in an information society. we are out of
the industrial society. Before things were a commodity of value, today information is the value. Today the most influential person is the disgruntled worker.
People NowEducated / informed from media
Less formal
People Now
Expect speed
Global
Information AgeRapid Change
Networked Process Using Technology
Expectations of Excellence
Information Age
Customized Services
Global Competition
Fiscal Constraints
Cutting Red TapeA Shift from a system in which
people are accountable for following the rules to a system in which they are accountable for achieving results
Putting Employees First
Listen carefully to their employees using surveys and focus groups
Use incentives that drive their employees to put customers first
Empowering Employees-for ResultsEmpowering front line workers to make
more of their own decisions and solve more of their own problems.
Embrace labor management cooperation, provide training and other tools for employees for Humanizing the workplace.
Defining Purpose
Industrial
Find it in statutes, rules, and policies.
Authority-based
Do things right.
Information
Find it in mission, vision, strategy, and values
Customer-based
Do the Right things
What Matters
Industrial
Adherence to rule and procedure
Supervision, audits,hearings,grievances
Information
Results that customers value
Self-directed work teams.
Work is organized toward
Industrial
Interests of the organization are
paramount.
Quality is defined by experts.
Information
Interests of customers and employee are paramount.
Quality defined by customers /experts / employee
How it is controlledIndustrial
Control is focused on inputs.
At the top and through the chain of command.
Compliance is focused on enforcement.
Information
Control is focused on results customers value.
Through customer /employee chain of value
Motivating people to comply
Conditions EmployeesIndustrial
Assume people will screw up: build system of controls to prevent them from doing so.
Formal hierarchy is important; focus on your job,specialization
Information
Assume people will perform; empower them to succeed.
Flexibility important: focus on big picture
The Catalytic Manager
Traditional: Authority Based
Information Age: Separate policy decisions (steering) from service delivery (rowing).
Employee Centered
Traditional:Manager does all / employees become depended on manager, no control
Information: Employee Based, advisory groups, surveys, Self-directed work teams.
Mission-Driven Business
Traditional: Make money follow rules.
Information:Turns employees free to pursue the business mission with the most effective methods they can find.
Result-orientedTraditional: Focus on inputs, ignores
pays little attention to outcomes
Information: Focus on outcomes, dedication factor
Customer-DrivenTraditional :Pay does not come from
customer satisfaction, one size fits all. No complaints your ok.
Information:Changes rules to help the needs of the customer and employee. Focus is on customer satisfaction.
Anticipatory
Traditional: Write employee up in order to solving problems.
Information: Spends time and energy and training in order to prevent worker dissatisfaction.
Decentralized
Traditional: Hierarchy top down.
Informational: Participation and Teamwork
Example: TQM, Quality Circles, Labor Management Committees, Employee Development Programs, Attitude Surveys
Here’s How
Create a clear sense of mission.
Steer more, row less. Delegate authority and
responsibility. Replace regulations with
incentives.
Here’s How
Develop pay based on outcomes. Measure our success by customer
satisfaction and income.
Survey of employees: 68% “it is important to believe that their work
was appreciated by others.” 63% “said they would like more recognition for
their work.” 67% “agreed that most people need
appreciation for their work.” 8% “thought people should not look for praise.”
Train your employees up-front
Urine Test up front or suggestion of it on the application.
Spend an hour, morning or day with director / president.
Introduce to all employees
An executive must learn to be a leader who is...
more of a symphony conductor
an architect a coach not a general, an
authoritarian type
The day of the know–everything manager is over
they do not know everything and everybody knows they don’t know everything.
Old Operating System;
manager had the knowledge and
the power was based on that knowledge. You had insight.
People weren’t going to make decisions unless you said it
New Operating System
The object now is to take the brilliance of the ideas of the people who work with you and focus them…
to affect the direction of the business, to affect growth, and to affect
strategic issues.
New Operating System new unit of business is the
individual, not the company.
person can carry around the computing power that a medium-size company had in 1985
New Operating System
Their marketplace is not domestic, it’s global.
They are fundamentally going to have to change the way they lead and manage people.
The speed of change is only going to be faster.
Things are moving so fast that if you hold onto your experience too long, you’ll get trapped into old ways of looking at things.
New Operating System
Can you learn faster then the person next to you.