Management and Leadership in the Modern Appraisal Organization. Nelson Karpa MBA, AACI P.App, AMAA, AAM

Transcription

1 Management and Leadership in the Modern Appraisal Organization Nelson Karpa MBA, AACI P.App, AMAA, AAM

2 AGENDA What defines a manager? What defines a leader? Which is better? Concepts related to management and leadership What concerns leaders? Leadership styles 6/19/2017 2

3 AGENDA A leader s job Situational leadership The new leader When the job doesn t get done Leadership issues Selection of leaders Summary 6/19/2017 3

4 MANAGEMENT & LEADERSHIP Drawn from years of experience & from the wisdom of others 6/19/2017 4

5 Leadership Lessons from Others 6/19/2017 5

6 MANAGEMENT - LEADERSHIP 6/19/2017 6

7 MANAGEMENT Things Systems Organizing Controlling Resourcing 6/19/2017 7

8 LEADERSHIP People Values Morale Direction Vision Why 6/19/2017 8

9 MANAGER 6/19/2017 9

10 MANAGER Preserve the system Defends the way it is done Eliminates risk Perfects / optimizes 6/19/

11 MANAGER Plan, budget and schedule Short term Prioritize Logical Brings order 6/19/

12 MANAGER Organize and staff Structure Roles / responsibilities 6/19/

13 MANAGER Direct and Supervise Day to day What, when, how 6/19/

14 MANAGER Control and problem solve Fix Prevent bad stuff from happening Contain 6/19/

15 MANAGER Order Predictability Stability 6/19/

16 LEADER 6/19/

17 LEADER Challenge the system Disrupt Diverge Add risk 6/19/

18 LEADER A clear and compelling vision directs and inspires action Inspire a shared vision Long term Inspiring Big picture 6/19/

19 LEADER Align key stakeholders Outside / Inside Informal Relationships Pulling people together 6/19/

20 LEADER Enable others Provide skills Provide knowledge Creativity Empowerment 6/19/

21 LEADER Encourage the heart Expand energy Tries to make good things happen 6/19/

22 LEADER Change Uncertainty Risk Vision 6/19/

23 LEADER If the rate of change on the outside exceeds the rate of change on the inside the end is near. Jack Welch 6/19/

24 MANAGE / LEAD 6/19/

25 MANAGE / LEADER Which is better? Leadership Based on principles Management Based on technical abilities 6/19/

26 Leadership Lessons from Space 6/19/

27 CONCEPTS 6/19/

28 AUTHORITY A right to decide A tool to exercise Can be passed (down) 6/19/

29 POWER Ability to enforce Sanction Reward or punish 6/19/

30 TYPES OF POWER INFORMAL Informal Knowledge / expertise Wisdom (seen it before) Experience Connections Persuasion All of these require some form of trust 6/19/

31 TYPES OF POWER FORMAL Positional Seen on the organizational chart 6/19/

32 POWER WHEN TO USE WHICH? 6/19/

33 RESPONSIBILITY Look after Take care of 6/19/

34 ACCOUNTABILITY Who gets the credit or the blame? 6/19/

35 ACCOUNTABILITY 6/19/

36 WHAT PRODUCTIVE EMPLOYEES SAY I know what is expected of me at work I have the materials and equipment that I need to do the work right In the last 7 days I have received recognition or praise for the work that I have done. I have the opportunity to do what I do best every day 6/19/

37 WHAT PRODUCTIVE EMPLOYEES SAY My supervisor seems to care about me as a person Someone at work encourages my development At work, my opinion seems to count The mission or purpose of my company makes me feel my work is important 6/19/

38 WHAT PRODUCTIVE EMPLOYEES SAY My coworkers are committed to doing quality work I have a best friend at work In the last 6 months, I have talked to someone about my progress At work, I have had opportunities to learn and grow 6/19/

39 WHAT SHOULD THE LEADER BE CONCERNED WITH?

40 WHAT SHOULD THE LEADER BE CONCERNED WITH? Performance It s all about

41 WHAT SHOULD THE LEADER BE CONCERNED WITH? Performance People

42 A LEADERS JOB Select Who is on the team What position do they play 6/19/

43 A LEADERS JOB Communicate Expectations Vision The Why 6/19/

44 TRAIN & DEVELOP Build skills Technical /management / leadership Thinking skills Problem Solving 6/19/

45 MANAGE Provide tools Provide resources Remove obstacles 6/19/

46 MOTIVATE 6/19/

47 LEADERSHIP STYLES AUTOCRATIC My call PERMISSIVE Your call DEMOCRACY Our Call Our input Discussion Each gets a vote AUTHORITARIAN Get Input My call Actively consider all input 6/19/

48 LEADERSHIP STYLES Which is Best? 6/19/

49 FACTORS FOR CONSIDERATION Urgency Skill vs. complexity Personality/style (default) 6/19/

50 SITUATIONAL LEADERSHIP Match leadership style to the situation! 6/19/

51 THE NEW LEADER 6/19/

52 THE NEW LEADER The skills that got you there are not the skills you need to move ahead 6/19/

53 THE NEW LEADER Impediments I can do it better/faster Satisfaction (time horizon) 6/19/

54 THE NEW LEADER Relationships Not quite one of the gang 6/19/

55 WHEN THE JOB DOES NOT GET DONE UNDERSTANDING Communications CAPABILITY OBSTACLES/ OPPORTUNITIES Training Skill Development Add resources Remove barriers WILLINGNESS 6/19/

56 WHEN THE JOB DOES NOT GET DONE This is where you need to be involved with your staff! 6/19/

57 STAFF DEVELOPMENT Delegating vs. Tasking 6/19/

58 Delegation vs. Tasking To be an effective delegator you need to be OK with the methods / result if it met the objectives, but was done differently than you would have done it. 6/19/

59 LEADERSHIP ISSUES Courage To do something against your self interest 6/19/

60 LEADERSHIP ISSUES Vision Which way do we go? How do we get there? You are concerned with the outcome. Destination parameters 6/19/

61 PERSPECTIVE 6/19/

62 MODELING THE BEHAVIOUR Self Awareness Walk this way. 6/19/

63 MODELING THE BEHAVIOUR Unity with your team ohang together or hang separately 6/19/

64 CALM 6/19/

65 CALM 6/19/

66 Pressure 6/19/

67 DEVELOPMENT Teach the steps by asking questions Think out loud show them all considerations Don t rob them of the experience Create artificial learning experiences Self Efficacy 6/19/

68 STAY CONNECTED MBWA Need Information 6/19/

69 RECOGNITION Praise in public Correct in private 6/19/

70 SELECTING LEADERS 6/19/

71 LEADERS CHARACTER Select for WISDOM Train for Select for TECHNICAL SKILLS & KNOWLEDGE Train for 6/19/

72 LEADERS A combination of Character Competencies Commitment 6/19/

73 LEADERS CHARACTER Trait/Values COMPETENCIES Organizational / People Strategic / Business COMMITMENT Aspirations Engagement 6/19/

74 LEADERSHIP A journey Work with and through others It s all about people Success is not final, failure is not fatal: it is the courage to continue that counts. Winston Churchill 6/19/

75 Management and Leadership in the Modern Appraisal Organization Nelson Karpa MBA, AACI P.App, AMAA, AAM

76 Thank you Nelson Karpa MBA, AACI P.App, AMAA, AAM