Styles of Leadership by Matthew Shil Schieltz, Demand Media

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1 Leadership is Key to Building high Performance teams August 2, 2013, 2-3 pm Hyatt Regency, Minneapolis, Minnesota Christopher K. Ahoy, 2006 APPA Fellow APPA President 2006, APPA Emeritus 2010 Emeritus Associate Vice President for Facilities Planning and Management 2010 CEO Performance Management Consulting LLC Joseph K. Han, Ed.D. Assistant Vice President Department of Facilities & Safety Division of Business Affairs and Finance Cleveland State University Different Kinds of Leadership Leadership has to drive a focus and to put in place performance expectations, goals, objectives, strategies, tactics and action plans that meets or exceed customer expectations that t ends in customer success. The seven types of leaders most often spoken are: [Transformational, The Enforcer, The Deal Maker, The Administrator, The Serial Entrepreneur, The Spin Doctor]. What kind of leader are you? A way to understand what your dominant pattern of leadership is and how it relates to the five different leadership behaviors we will take three examples: 1. Autocratic, Democratic, Laissez-faire, Transactional, Transformational Five Styles of Leadership by Matthew Shil Schieltz, Demand Media 2. Position, Permission, Production, People Development, and Pinnacle-- Leadership by John Maxwell 3. Highly capable individual, Contributing member, Competent Manger, Effective Leader, Executive Good to Great by Jim Collins 1

2 Leadership Leadership Position--The person makes the position. The position does not make the person. Leaders create an environment that motivates people (5Ms) Model, Mentor, Motivate, Monitor, Multiply success. Without the right leader in the right position no amount of alignment will lead to success. Leaders must have a clear understanding of the organizations Mission, i Vision i and Vl Values. The key component of successful leadership now and in the next century is proactive (anticipatory) and effective responsiveness to change. Vision Your organization s desired future state. The vision describes where your organization is headed, what it intends to be, or how it wishes to be be perceived in the future Where is no vision the people perish, Proverb13:12 Vision without resources is hallucinations and resources without vision is a waste. When you have a vision you have to convert it with specific goals, steps and tasks A vision is a very precise and clearly defined goal that you want to achieve and a very accurate road map and schedule to achieve that goal 2

3 Values Values has to guide all plans, decisions and actions. Value is perceived worth of a product, process, asset, or function relative to its cost and possible alternatives. Values are the guiding principles and behavior that embody how your organization are expected to operate. Values reflect and reinforce your organization's desired culture. Values support and guide the decision made by every workforce member, helping your organization accomplish its mission and attain vision appropriately. Mission A question to ask is, What is the purpose of your organization? or Why does your organization exists? A mission is your organization s overall function. The mission answers the question. What is your organization attempting to accomplish? The Mission i might define customers or markets served, distinctive or core competencies, and technologies used. 3

4 Organizational Design Why to do, What to do, How to do Norming Storming Performing Forming Process How do we determine a process to evoke values, vision and mission? We don t know what we don t know. We cannot do what we don t know. We won t know until we measure. We won t measure what we don t value. We don t value what we do not measure. 4

5 Baldrige Framework Seven criteria of management systems: 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Operations Focus 7. Results Principles 1. Curiosity An insatiable curiosity, unrelenting quest for continuous learning 2. Dimostrazione A A commitment to knowledge 3. Sensazione Continuous refinement of senses 4. Sfumoto A A willingness to embrace ambiguity 5. Arte/Scineza Balance between art and science 6. Corporalita Whole brain thinking 7. Counessione A A recognition and appreciation for system thinking 5

6 High Performance Team PMMME 1. People 2. Machines 3. Materials 4. Methods 5. Environment System Thinking People Machines Methods Materials Environment Control Process Output Feedback Loop 12 6

7 Performance Excellence Core Values 1. Visionary Leadership 6. Focus on the Future 2. Customer-Driven Excellence 3. Organizational & Personal Learning 4. Valuing Employees & Partners 5. Agility 7. Managing for Innovation 8. Management by Fact 9. Public Responsibility & Citizenship 10. Focus on Results & Creating Value 11. Systems Perspective 13 Christopher K. Ahoy Copyright March 1, 1997 All rights reserved-source Creating a World-Class Organization lecture Series Lessons from a CFaR Project Award for Excellence CFaR project Keys to building a recognized world-class high performance team. 7

8 Key practices of an effective leader Leaders are effective in what they do: initiate action required to begin the excellence journey; set the expectations necessary to drive the change effort; establish a priority and focus; and ensure the change progress is maintained. Leaders are effective in how they lead: Primal Leadership (Goleman Boyatzis & McKee, 2003). No one style fits all. It s about the team. Chris Ahoy s Information ckahoy@iastate.edu edu htpp:// (515) cell (510) h-alias%3daps&fieldkeywords=christopher+k+ahoy 16 Christopher K. Ahoy Copyright March 1, 1997 All rights reserved-source Creating a World-Class Organization lecture Series 8

9 Thank you Christopher K. Ahoy, 2006 APPA Fellow APPA President 2006, APPA Emeritus 2010 Emeritus Associate Vice President for Facilities Planning and Management 2010 CEO Performance Management Consulting LLC Joseph K. Han, Ed.D. Assistant Vice President Department of Facilities & Safety Division of Business Affairs and Finance Cleveland State University 9