Transforming Managers to Enabling Leaders. Dr. Andres Ignacio C. San Mateo Jr. Dean, College of Arts and Sciences

Transcription

1 Transforming Managers to Enabling Leaders Dr. Andres Ignacio C. San Mateo Jr. Dean, College of Arts and Sciences

2 How do we select our managers? Do we have the promotion from within policy? How do we promote from within?

3 MANAGERS MANAGERS but also LEADERS

4 What is the Challenge? Managerial employees are selected on the basis of their performance as rank and file employee

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6 The competencies needed to be an effective rank and file employee are different from the requirements to become an effective manager and a good leader.

7 A good basketball coach may not necessarily be the best basketball player.

8 Are leaders born or made? What is the difference between management and leadership?

9 Identify the following activities whether it is management or leadership: Doing things right Emphasis is on importance in doing things Focus on methods Focus on principles Concerned with climbing the ladder fast Effectiveness is the key

10 Here are the answers: Doing things right Emphasis is on importance in doing things Focus on methods Focus on principles Concerned with climbing the ladder fast Effectiveness is the key Management Leadership Management Leadership Management Leadership

11 Management vs. Leadership Management Doing things right Urgency Efficiency Methods Practices Climbing the ladder fast. Leadership Doing the right things Importance Effectiveness Purpose Principles Is the ladder leaning against the right wall?

12 Three important questions for Managers to be Enabling Leaders: 1. Who is important to us? (stakeholder s needs) 2. What is our purpose and how will we act toward one another? (mission and values) 3. Where are we going and how will we get there? (vision and strategy)

13 Mission It defines the reason of existence of a business? Why do we exist? Who is our customer? It tells the unique contribution of the organization to the world.

14 Vision A picture of the desired future, a reflection of the result we want. A clear view of what can be and what will be. Where are we going? Creates the clear sense of direction we all need to focus on. It serves as the guiding light and direction.

15 Values Answer the question How do we want to act consistent with our mission to achieve our vision? It identifies what is important to your organization, team, workgroup, etc. Provide guidance for everyday actions.

16 Strategy What will we do to get there? Creates the link between what you re passionate about giving and what your customers are passionate about getting.

17 The need to understand what matters most to your customers. Define mission and values. Create a vision and strategy that link the two.

18 What makes leadership effective? What can be done to build more effective leadership? What is the value of building highquality and recognizable leadership?

19 Leadership Brand The identity of the leaders throughout an organization that bridges customer expectations and employee and organizational behavior.

20 Firm Firm identity Leadership identity This firm is known for... Leaders at this firm are known for... Wal-Mart Everyday low prices Managing costs efficiently; getting things done on time Lexus Relentless pursuit of perfection Managing quality processes (lean manufacturing and design, Six Sigma) to improve constantly P&G Managing brands Defining and growing brands in the marketplace McKinsey Analytical, smart, strategist Managing talent and organizing people into teams to solve client problems Apple Innovation and design Creating new products and services outside industry norms Baxter Healthcare Entrepreneurial spirit Fostering innovation and trying new things PepsiCo. The next generation Building the next generation of talent

21 Leadership is important for managers. Managers must be enabling leaders. Leadership is important to provide direction while management is necessary to get things done.

22 That in all things, God may be glorified!