Transformational Leadership

Transcription

1 The Three Imperatives to Achieve Organizational Excellence March 2, 2017 Lawrenceville, Ga Presenter: Mike Stonecipher Imperative #1 Transformational Leadership 1

2 Are Leaders Born or Made? Or, a little of both? Gentry, W., Deal,J., Stawiski,S., & Ruderman,M. (2012).Are leaders born or made? Perspectives from the executive suite. Center for Creative Leadership. 2

3 Full Range Leadership Model Ref: Bernard M. Bass & Bruce J. Avolio So, where does one start? Multifactor Leadership Questionnaire Ask your team members and peers about your leadership skills Take notes of your day. ID number of times in the effective/active quadrant vs ineffective/passive Focus on two areas to improve Develop a plan to improve Reach out to a mentor for coaching 360 Feedback Remember: Great Leaders Develop More Great Leaders 3

4 Imperative #2 Organizational Alignment Organizational Alignment If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time. - Patrick Lencioni 4

5 Traditional Top Down Approach Communication Top Management Strategy Middle Management Supervisors Message Received Associates Daily Execution WHAT TYPE OF RESULTS CAN BE EXPECTED? Keys To A Successful Strategic Plan Deployment Process 1. Align the organization s Objectives and KPI s with its Vision, Mission and Strategic Priorities 2. Involve your team to develop measurable objectives 3. Implement Leadership Standard Work and Communication Plan 4. PDCA Often Strategic Intent Reliable Execution Planned Results Catchball" is the driving force of alignment, clarification and employee involvement 5

6 Leader: Quarter: Quarterly Functional Key Result Area (KRA) Department: January February March Score Key Initiative Owner Objectives Objectives Objectives Wt Jan Feb Mar Status Leader: Quarterly Functional Department: Insource widget Johnny Quarter: stamping Onthespot Key Result Area (KRA) 20 Date: January February March Score Implement Supplier Key Initiative Owner Objectives Objectives Objectives 10 Wt Jan Feb Mar Status Leader: Quarterly Functional Department: Scorecard Insource widget Johnny Quarter: stamping Onthespot Key Result Area (KRA) 20 Date: Inventory Accuracy January February 10 March Score Implement Supplier Key Initiative Owner Objectives Objectives Objectives 10 Wt Jan Feb Mar Status Scorecard Add Consumables Insource widget Johnny to Kanban stamping Onthespot Key MeasuresInventory Owner Accuracy 10 January Target February Target March Target Wt Jan Feb Mar Status Freight Costs Implement Supplier On-Time Delivery Scorecard Add Consumables Stock Outs to Kanban 10 Cycle Count 10 Key MeasuresInventory Owner Accuracy 10 January Target February Target March Target Wt Jan Feb Mar Status Total Score Freight Costs 15 On-Time Delivery Add Consumables Stock Outs to Kanban 10 Cycle Count 10 Key Measures Owner January Target February Target March Target Wt Jan Feb Mar Status Total Score Freight Costs 15 On-Time Delivery 15 Stock Outs 10 Cycle Count 10 Date: Total Score 3/2/2017 Line of Sight Management Process Site Annual Plan 3-5 Yr. Strategic Framework Quarterly Functional Plans Team Gemba Board Lean Management System Leader Standard Work List of daily required activities (cadence) Focus on the abnormal Visual Workplace Make it easy to see the abnormal React immediately to anything abnormal Daily Follow-up Gemba Walk Set protocols Ensure Standardized work is followed Focus on processes Accountability Maintain the standards PDCA Leaders as teachers 6

7 Leader Standard Work Example Gemba Walk Carve out time, stick to it (leader std work) Regular schedule and rotation Leadership team engaged Have a theme ID abnormal Ask Questions Follow Toyota Kata Celebrate 7

8 Coaching Kata Pocket Guide Reflect on the Last Step Taken Because you don t actually know what the result of a step will be! 1. What was your Last Step? 2. What did you Expect? 3. What Actually Happened? 4. What did you Learn? Return to front of card Ref: Mike Rother, Toyota Kata Imperative #3 Accountability 8

9 Above the Line Culture Accountable Behavior The Line Unaccountable Behavior Ref: Smith and Conner, The Oz Principle The Results Model What actions created the results? What beliefs drove the actions? What experiences created the beliefs? Keep or change experience based on results. Ref: Smith and Conner, The Oz Principle 9

10 From involvement comes information, from information comes knowledge, from knowledge comes understanding, from understanding comes commitment, and from commitment comes consistent and efficient execution of the plan. - Michael Brassard, 1995 The Power of Positive Reinforcement 10

11 Discretionary Effort Performance Have to do Compliance Discretionary Effort (R+) Positive Reinforcement Get Something You Want (R-) Negative Reinforcement Avoid Something You Don t Want Time The Key to Success is Finding and Promoting Discretionary Effort. Ref: ADI 11

12 Closing Comments Roof of Technology Protects & extends the life 4 Pillars Systems of Excellence Foundation is Purpose and Direction Companies built on solid ground 12

13 Thank You! Contact Information Mike Stonecipher: Website: gamep.org 13

14 Credits The Management Compass, AMA Management Briefing, Michele L. Bechtell Bringing Out the Best in People, Aubrey Daniels The Oz Principle, Connors, Smith and Hickman The benchmark measure of transformational leadership, Bernard M. Bass & Bruce J. Avolio 14