Productive Leadership Roles, Attributes & Skills

Tom Moriarty, PE, CMRP

Alidade MER, Inc.

Author of The Productive Leadership System; Maximizing Organizational Reliability

Plant Services Magazine Human Capital Monthly Column Author

(321) 961-4306

tjmpe@alidade-mer.com

www.alidade-mer.com

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Behaviors, Habits & Culture

Culture is what most people do, most of the time.

What people do are behaviors.

Behaviors originate from memories.

Productive leaders create the right memories, by creating the right

guidance (policies, plans, processes, procedures and measures).

Productive leaders give feedback to get the right behaviors.

Repetition of the right behaviors result in the right habits.

When most people have the right habits, you get the right culture.

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Accountability is Essential

Interdependence of Accountability, Organizational

Reliability and Productive Leadership

• Unless there is accountability no management system will generate the right behaviors, habits or culture.

• The Organizational Reliability Model™ assigns accountability categories.

• The Productive Leadership Model™ is how accountable individuals execute their accountability.

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Organizational Reliability Model™

The ORM applies across leadership levels and deals with

two objectives:

1. Proactive Improvement:• Developing new direction,

guidance or asset requirements.• Improving current direction,

guidance or asset requirements.

2. Control & stability:• Executing current guidance with

current assets.• Notifying senior leaders when

there are deficiencies in current direction, current guidance and current asset.

Execution AssetsGuidance

Control & Stability

InputsOutputs

Assess Define

Proactive Improvement

Opportunity or Threat

Put Into P

ractice

Implement

Dat

a –

Stre

ngth

or W

eakn

ess

Environment

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Black boxes are the elements

defined by the Organizational

Reliability Model

A leader, provided with direction and requirements, applying leadership roles, attributes and skills, through personal and position power,

influencing others toward achieving goals.

Productive Leadership Model™

Objectives

Mission, Vision & Values

Personal PowerAssets

Position PowerGuidance

LeaderRoles, Attributes

& SkillsInfluencing

OthersGoals

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Light colored blocks are the

means a leader uses to convert

direction, guidance and assets into

achieving objectives.

The Leader

Productive Leaders must want responsibility and must have a personal mission, vision, values and objectives that align with their position and future plans.

The 5 Leadership Roles(Where leaders apply their time)

1. Expert/Technician

2. Manager/Admin

3. Coach

4. Systems Thinker

5. Visionary

These are the focus areas that the leader is working in during any part of the day.

Leaders at every level may be working in any of these five roles (or none of them).

Productive leaders allocate appropriateperiods of time to each focus area.

Leadership roles are the categories of activities that a leader is engaged in throughout the day.

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How much time in each leadership role?

Role Current % of Time Target % of Time

Technician 15% <5%

Manager/Administrator 40% 30%

Coach 15% 40%

Systems Thinker 10% 10%

Visionary 5% 10%

Other 15% 5%

How will you hold yourself accountable to target time %?

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The 5 Leadership Attributes

• Consistent• Attentive• Respectful• Motivational• Assertive

These are the attributes or characteristics that a Productive

Leader exhibits.

These attributes set the conditions for team members to feel the leader has control but appreciates their team

members.

Good CARMA!

The set of characteristics that leaders need to have, or develop, in order to become a Productive Leader.

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CARMA

• Consistent▫ Always acting or behaving the same way.

• Attentive▫ Paying attention and being aware of the needs of others and of

the organization.• Respectful

▫ Improving the way people or groups behave towards each other; modeling behaviors that increase teamwork and harmony.

• Motivating▫ Creating a willingness for others to perform at higher levels and

support decisions as well as organizational and personal objectives.

• Assertive▫ Proceeding in a decisive and confident manner to have your

own needs and organizational needs met.

Consistent does not imply any particular

leadership style.

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Assertiveness is How You Hold Others Accountable

• Assertive - Proceeding in a decisive and confident manner to have needs met.

▫ If you think in terms of a continuum, assertive would be in the middle, between submissive and aggressive.

▫ One way to think about assertiveness is to see it as a way of defending your space in a non-destructive way.

Submissive Assertive Aggressive

Submissive people may lack of self-

respect. They don’t fight for their own

needs. Don’t express their honest feelings,

needs or concerns. They allow others to

step on them and allow themselves to

be denied things that they are entitled to.

Aggressive people don’t care about

thoughts or feelings of others. Often, they

are loud, abusive, rude or sarcastic

people. They may berate others in

public; especially people who have less

power.

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Leadership Skills

•Time Management

•Communication

•Empowerment

•Giving & Receiving Feedback

•Conflict Management

The critical abilities leaders need to be successful.

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Efficiency and Effectiveness Based Time Management

• Emergency• Project deadline• Direction from Boss

• Other people’s problems

• Things that don’t need to be improved

• Socializing• Unscheduled, pop in visit• Other peoples problems• Unproductive meetings

• Coaching, mentoring

• Future planning• Fixing a process

problem

Avoid!!!Reduce or Eliminate

Reduce or Eliminate

Increase These!

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Idea

Encode

Send Noise Receive

Decode

Interpret Idea

Encode

Send Noise Receive

Decode

Interpret

The Communication ProcessIssues with encoding.

Issues with noise from

the environment.

Issues with interpretations.

It’s important to be aware of your own encoding, the way you send messages, the interferences with clearly hearing the message, the other person’s decoding and interpretation

of the message. Its amazing communication happens at all!

Issues with decoding.

Issues with sending.

Issues with receiving.

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Sending/Receiving Communication

• Physical Characteristics• Facial expression• Posture• Eye contact• Touch• Hand gestures

• Vocal Characteristics• Tone of voice• Vocal clarity• Verbal expressiveness

• Words• Significant, but less important than vocal and

physical characteristics.

50% of the message

40% of the message

10% of the message!

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Empowerment Boundaries

The leader must provide the boundaries

within which the solution must fit.

Establish expectations, important constraints,

time limits and resources.

Be available to answer questions and provide suggestions if asked.

.

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Empowerment Matrix

Empowerment Matrix

Role or Responsibility: Assigned To:

RoleDescription

Boundary Conditions Boundary Notes Info, Skills and/or Support Needed

Expected Results

Constraints

Resources

Time Frames

.

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Giving and Receiving Feedback

Productive Leaders keep team members informed about their performance. They use positive feedback, corrective feedback,

and they are open to hearing feedback from others.

• A behavior occurred.• I must reinforce positive behaviors and address

non-conforming behaviors.• Use the 3-Step Process for routine positive and

corrective feedback.• Use the 6-Step Process for recurring or willful

non-compliance.

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3-Step Feedback Message

1. Clearly describe the specific behavior that is noteworthy.

“The work orders you’ve been closing out have been consistently good about parts usage data.”

2. Tell the person how you feel about the behavior.

“… Because of that, I feel very good about the data we have on parts usage.”

3. Describe the effect this behavior has on the team or larger organization.

“... The plant manager has seen the data and has made the decision to invest in more critical inventory parts.”

Works equally well for corrective feedback… “The work orders you’ve been closing out have not been consistently good about parts usage data.”

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6-Step Feedback Process

1. State what was observed.

2. Explain concerns and consequences.

3. Ask for their side and listen closely.

4. Review performance expectations, if not clear.

5. Ask for a commitment to do better.

6. Monitor compliance and reinforce improved behaviors.

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Find a quiet place to

formulate your approach.

Having a plan reduces stress.

Conquering Critical Moments

It only takes a fraction of a second to disrupt automatic responses. Chose the meaning and emotion that results in constructive responses.

Help others to master this important skill.

Learn to insert a pause before determining the meaning of

the trigger.

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Conflict Management

• Assertiveness▫ The extent to which

each style satisfies a person’s own needs.

• Cooperativeness▫ The extent to which

the conflict resolution style satisfies the other party’s needs.

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Sources of Power

Productive leaders use positon powers sparingly, but they do use position power when it is appropriate.

Source Type Influence on Others

Legitimate Power PositionThe right to influence the activities of others

based on job title or position.

Coercive Power PositionThe ability to impose sanctions or punishment

to gain compliance.

Reward Power PositionThe ability to provide rewards or recognition to

gain compliance.

Expert Power PersonalRespect gained based on skills, expertise and/or

experience.

Referent Power Personal Positive personal traits and/or integrity.

Information Power Position & PersonalPossession of, or access to, valuable

information.

Connection Power Position & PersonalAccess to, or influence with, others who have

position or personal power.

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Influencing Others

• 70% of how people feel about their work situation is directly related to how they feel about the person they report to.

• When people feel respected and motivated, they perform at higher levels.

• Behaviors are based on needs.

• Leader’s must take responsibility to understand each team member’s needs and to guide behaviors and habits.

• Learn about needs and motivations theories:

▫ Maslow’s Hierarchy of Needs.

▫ McClelland’s Needs Theory.

▫ Hertzberg’s Motivator-Hygiene Theory.

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What my mentors taught me…

A leader is responsible and accountable; take the heat for bad things, give credit to the team members for the good things.

If the Team fails, the Leader didn’t put them in position to succeed.

Never take the trust your team places in you for granted.

Letting a poor performer slide is an insult to everyone else.

Golden Rule of Leadership: Praise in public, correct in private.

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Wrap Up

Concluding thoughts and questions?

Tom Moriarty, PE, CMRP

tjmpe@alidade-mer.com

(321) 961-4306 cell

www.alidade-mer.com

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The Two Most Important Questions to Learn:1. What needs to be done?2. How would you do it?

How to get your boss to take accountability:“Unless otherwise directed…”

Average Supervisor in Position for 10.8 years.

• 26% have had no leadership training.

• 20% less than once in five years.

A larger % of Managers lack

sufficient leadership training.

Engineers or other individual

performers attain manager positions.

Nearly 1/3 of Senior Managers have had

insufficient leadership training.

Productive Leadership

training should occur every 2 to

3 years.

Train half, to one third of

leaders every year.

This keeps the concepts fresh,

makes managers more attentive.

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Four Ways to Create Memories

• Spaced repetition.▫ Example: Learning the Pythagorean

Equation.

• Engaging multiple senses.▫ Example: Learning to drive a car;

• Similar Circumstances/Environment.▫ Example: Computer-based training.

• Traumatic or Emotional Event.▫ Example: Car crash.

How do you make things stick?

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Memories to Behaviors,Behaviors to Habits

1. Rat placed behind partition.

2. Reward (chocolate) consistently placed at one end of the ‘T’.

3. Partition is raised.

4. Rat smells reward, searches excitedly.

5. Eventually finds the reward. Test is repeated dozens of times.

Rats are used because their brains are a good analog for human brain

basic function.

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Initial Maze Run After Repeated Maze Runs

Duhigg, Charles. The Power of Habit: Why We Do What We Do in Life and Business (Kindle Location 389). Random House Publishing Group. Kindle Edition.

Rat ‘T’ Maze test measuring

brain activity

after initial and

repeated runs of the same task.

Control Shifts from Cerebral Cortex to Basil Ganglia.(The Learning Curve)

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What Level of Responsibility Do You Delegate?

Telling

Participating

Delegating

Selling

Based on Hersey and Blanchard’s Situational Leadership Model

Direction from Supervisor

Su

pp

ort

fro

m S

up

erv

iso

r

High

Low High

The Situational Leadership Model illustrates that a leader’s approach to empowerment changes with the person’s readiness (willingness and ability).

Most people are capable of more than they are currently doing. Each

individual needs some degree of structure and support to be

successful.

A leader must assess the readiness of people to take more responsibility & encourage them to grow professionally.

Criteria for assessing readiness:• Importance of the task.• Maturity and experience.• Willingness.• Your confidence in them.

Willing & Able

Unwilling & Able

Willing & Unable

Unwilling & Unable

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Principles of Empowering Leadership

Let People Solve Problems at the Lowest Level.

Share Information Widely.

Let Those Who Will Live with a Requirement Participate in Developing

the Requirement.

Expand the Scope of What People Do.

.

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The Responsibility Hierarchy

Regressive

Reactive

Control

Proactive

Proactive – I determine the outcomes by influencing the future.

Control – I set goals, plan, schedule and work the plan and schedule.

Reactive – Whatever comes my way I will respond as best I can.

Regressive – I give up! I can only recoil from the situation around me.

Personal Mission,

Vision, Values & Objectives

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Enhancing or Degrading Power

Position Power Delegated

Proper Use of Position Power

Personal Power Given by Others

Proper Balance of Position &

Personal Power

Increased Position &

Personal Power

Position Power Delegated

Decreased Position &

Personal Power

Improper Balance of Position &

Personal Power

Personal Power Withheld by

Others

Improper Use of Position Power

Leaders are initially provided position power. How they use initial position power has a great influence over how

much additional power they will be given. You can always start again to properly use position power, and start to build personal power.

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