Creating Effective Leadership & Organizational Sustainability Now

Transcription

1 Creating Effective Leadership & Organizational Sustainability Now Richard Gerstberger PE President TAP Resource Development Group CA/NV Section AWWA 2014 Annual Fall Conference Reno, NV October 23, 2014

2 Which Line is Longer? Who thinks A lesser than B? Who thinks A greater than B? Who thinks A equal to B? A B

3 A B A greater than B

4 Mental Models & Communication (An actual radio conversation)

5 Leadership Skills Reading Test OPPORTUNITYISNOWHERE What does this say? OPPORTUNITY IS NOW HERE

6 1. Divide Unshaded portion of A into TWO equal & identical parts. 2. Divide Unshaded portion of B into THREE equal & identical parts. 3. Divide Unshaded portion of C into FOUR equal & identical parts. Clues : The solution is not in the form of triangles. The solution lies in the problem itself. 4. Divide D into SEVEN equal & identical parts. Clue: The solution is not in the form of triangles. This was done in world record time of 7 seconds!

7 Your Past Experiences May Become a Barrier Understand the Thoughts/Mental Models

8 A CRISIS IN THE INDUSTRY Water and wastewater treatment plant and system operator jobs are expected to grow by 14 percent between 2006 and 2016 Expected range of retirees in the next 5-10 years ranges from 25%-35%. More than 1 million retirees in the next two decades. Lack of qualified applicants.

9 Culture Strategic Focus Leadership Process TAP Resource Development Group Inc.

10 Strategic Focus Customer Intimacy* Total solution. Synergistic customer relationship High customization. Incremental, step-by-step relationship with customer, High demand for co-involvement Enrichment + Growth of customer Fuller realization of potential Raise the human spirit Further realization of ideals, values, higher order Focus Operational Excellence* Certainty. Consistent, reliable, dependable service at appropriate quality. Low unit cost. Market share dominance High distribution-intensive. Life-and-death situations Product Leadership* Superiority, Best Product/Service Excellence Create market niche Constant innovation to stay ahead One-of-a-Kind * Treacy & Wiersema + William Schneider

11 Strategic Focus Customer Intimacy Operational Excellence Enrichment Product Leadership*

12 Strategic Focus Customer Intimacy Unique Customer Goal Attainment Operational Excellence Organizational Goal Attainment Enrichment Product Leadership Value Centered Goal Attainment Conceptual Goal Attainment Corporate Development Group, Inc.

13 Vision A formal description of what the organization should look like in the future and how it will feel to provide value to its customers.

14 Mission A formal statement describing the future direction of the organization that is consistent with its vision.

15 Mission Goals What should we be doing? What should be the results? Measurement To what standard should we perform our mission? Theme How should the accomplishment of this mission benefit our key stakeholders?

16 Internal Focus Key Results Areas (KRAs) Organization Create organizational capabilities Employees Investment in organization s human capital Process People Financial Contribute to financial health Customer Add customer value External Focus TAP Resource Development Group Inc.

17 Culture Strategic Focus Leadership Process TAP Resource Development Group Inc.

18 Leadership Establishing focus and direction for your organization and mobilizing your people to accomplish that focus and direction. Dr. William Schneider Corporate Development Group, Inc.

19 Leadership Filters Individual Situation Role Organization From Management Research Group

20 Personal Leadership Practice Types Participative Team Builder First among equals Coach Trust Builder Charismatic Catalyst Cultivator/Harvester Commitment Builder Steward Appeal to higher-level vision Actuality Possibility Directive Authoritative Conservative/Cautious Firm/Assertive Definitive Impersonal Standard Setter Conceptual visionary Taskmaster Assertive, convincing persuader Challenger of others Corporate Development Group, Inc.

21 Myers-Briggs Type Indicator E/I - Extraversion vs. Introversion N/S - Intuition vs. Sensation T/F - Thinking vs. Feeling J/P - Judging vs. Perceiving Myers-Briggs Type Indicator (MBTI) Assessment

22 Keirsey Temperament Sorter E/I - Expressive vs. Reserved N/S - Observant vs. Introspective T/F - Tough-minded vs. Friendly J/P - Scheduling vs. Probing David Keirsey and Marilyn Bates

23 Circle One Expressive or Reserved

24 Circle One Observant or Introspective

25 Circle One Tough-minded or Friendly

26 Circle One Scheduling or Probing

27 RESULTS E/I S/N T/F J/P I N F J

28 Adapted from David Keirsey and Marilyn Bates

29 Keirsey Temperament Sorter E/I - Expressive vs. Reserved N/S - Observant vs. Introspective T/F - Tough-minded vs. Friendly J/P - Scheduling vs. Probing David Keirsey and Marilyn Bates

30 Sensation SF ST Feeling Thinking NF NT Intuition

31 Personal Leadership Practice Types Participative SF Team Builder First among equals Coach Trust Builder Charismatic NF Catalyst Cultivator/Harvester Commitment Builder Steward Appeal to higher-level vision Actuality Possibility Directive ST Authoritative Conservative/Cautious Firm/Assertive Definitive Impersonal Standard Setter NT Conceptual visionary Taskmaster Assertive, convincing persuader Challenger of others Corporate Development Group, Inc.

32 Directive Participative Charismatic Standard Setter Adapted from David Keirsey and Marilyn Bates

33 Balance Participative Self Directed Teams Directive Cross Functional Teams Charismatic Standard Setter

34 Culture Strategic Focus Leadership Process TAP Resource Development Group Inc.

35 Organizational Culture Definition: A company s culture consists of the deeply shared values and beliefs of its people. James Champy Reengineering Management

36 The only thing of real importance that leaders do is to create and manage culture. Edgar Schein Edgar Schein Professor Emeritus Professor Emeritus Sloan School of Management, MIT Sloan School of Management, MIT

37 Culture I came to see, in my time at IBM, that culture isn t just one aspect of the game it is the game. Who Says Elephants Can t Dance? Louis V. Gerstner, Jr.

38 Culture is the way we do things around here in order to succeed. Provides Consistency, Order and Structure Establishes Internal Way of Life Determines conditions for Internal Effectiveness William Schneider The Reengineering Alternative

39 Collaboration Affiliation Relationship Power Team Builder/Integrator/Coach In Control Power Role Power Authoritative/Directive/ Systematic Cultivation Self-Actualization Charisma Power Catalyst/Commitment Builder Competence Achievement Expert Power Taskmaster/Convincing Persuader Corporate Development Group, Inc.

40 Session 3: The Role of the Supervisor The goal? COMMITMENT VS COMPLIANCE Copyright 2012, State of Colorado, Get Into Water! Program

41 Session 3: The Role of the Supervisor Strategies for creating commitment Set clear & achievable expectations Ask for input Invite discussion Trust staff to perform (be hands off) Allow for mistakes (learning culture) Encourage innovation (beyond your way ) Copyright 2012, State of Colorado, Get Into Water! Program

42 Culture Strategic Focus Leadership Process TAP Resource Development Group Inc.

43 Strategic Business Planning/ Performance Management System Strategic Focus Strategic Profile/KRAs Goals Communicate Results & Celebrate Tracking & Monitoring Metrics TAP Resource Development Group Inc.

44 Barriers to Sustainability Lack of Vision Clarity Misaligned and/or Inconsistent Leadership Lack of Cultural Clarity Inconsistent Culture Lack of Effective Performance Management System TAP Resource Development Group Inc.

45 Building Your Leadership Team A Short Course on Effectively Managing Your Utility Copyright 2012, State of Colorado, Get Into Water! Program

46 Keys to Effective Utility Management & Leadership Development Copyright 2012, State of Colorado, Get Into Water! Program Establish SMART Goals for your self and for your organization, division, group or team Establish a process to ensure that goals are accomplished and to ensure accountability Do your Friday 9:00 Questions

47 Friday 9:00 Questions Have I acknowledged teams and individuals that have performed well this week? (if not, do it now) Have I been out among at least one of my workgroups? (if not, go now) Have I discussed our overall goal and goal accomplishment with some part of the organization? Have I taken care of the development needs of my staff this week? (if not, do it now) Have I coached a member of my team this week?(do it) Copyright 2012, State of Colorado, Get Into Water! Program

48 I ll Take Care of It! Copyright 2012, State of Colorado, Get Into Water! Program

49 You Should Have More Time To Meet With Your People Than They Have To Meet With You Copyright 2012, State of Colorado, Get Into Water! Program

50 Leadership & Sustainability?????? QUESTIONS Richard Gerstberger, PE TAP Resource Development Group, Inc (303) Creating Effective Organizations Through People