Evolving Leadership Roles as Companies Grow Currie Management Consultants, Inc. 292 Lincoln St. Worcester, MA 01605 (508) 752-9229 Fax (508) 752-9226 CMC@CurrieManagement.com www.curriemanagement.com
Perfection is not attainable, but if we chase perfection we can catch excellence. --Vince Lombardi 2
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Leadership/Management Skill Character Knowledge 4
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Currie Principles 1. Audacity 2. Vision/Big Picture 3. Focus 4. Purpose 5. Strategy 6. Continuous Development 7. Execution 8. Communication 9. Motivation 10.Growth 11.Adaptability 12.Results Orientation 13.Poise 14.Gravitas 15.Integrity 16.Synergy 6
Towers Watson Leadership Effectiveness Model 7
Enterprise Leader s Tasks Strategic Vision Strategic Competence: DOING Cohesive Identity Building Capabilities And Reconciling Tensions Continuous Reinvention Competitiveness Organizational Character: BEING 8
Situational Leadership Model (High) Relationship Behavior High Relationship and Low Task Delegating Delegating Style of Leadership Participating Participating S3 S2 Selling Selling Telling Telling High Task and High Relationship S4 Low Relationship and Low Task High Task and Low Relationship S1 (Low) Task Behavior (High) Able and willing and confident Able but unwilling or insecure Unable but willing or confident Unable and unwilling or insecure R4 R3 R2 R1 Employee Readiness Paul Hersey and Ken Blanchard, Management of Organizational Behavior: Utilizing Human Resources, 4 th Ed., 1982 p. 248 9
Currie Management Consultants, Inc. 10
Currie Management Consultants, Inc. 11
Leadership Skill Character Knowledge 12
Knowledge Operational knowledge Department processes/procedures Product knowledge Industry knowledge Local, regional, global Competitive knowledge Local, regional, global Customer knowledge Who they are, what they need,. 13
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Skill The ability to use the correct knowledge with the most effective behavior to get the desired results. Communication Time management Negotiation Interpersonal Planning Directing Technical skills (sales, repair, computer) 15
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Character Empathy Self-awareness Self-management Assertiveness Trust Altruism 17
Character is how you treat those who can do nothing for you. 18
Results Performance Model Achievement Units Parts Service Rental G&A Total Sales 18,000 4,500 100% 4,500 100% 3,000 100% 30,000 100% (% of Rental, Service & Parts Gross Profit 2,160 12.0% 1,575 35% 2,925 65% 1,350 45% Revenue) 8,010 26.7% (100%) Expenses Personnel 1,080 50% 450 10% 900 20% 300 10% 600 5% 3,330 11.1% Operating 540 25% 135 3% 450 10% 210 7% 360 3% 1,695 5.7% Occupancy 216 10% 90 2% 225 5% 90 3% 240 2% 861 2.9% Total Expenses 1,836 85% 675 15% 1,575 35% 600 20% 1,200 10% 5,886 19.6% 0 Operating Profit 324 15% 900 20% 1,350 30% 750 25% -1,200-10% 2,124 7.1% 19
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Typical Growth Pattern 21
Knowledge Customer Industry Technical Competitor Product Character Empathy Self-awareness Self-management Assertiveness Attitude Altruism Charisma Skill Communication Time management Negotiation Interpersonal Planning Directing Technical skills Delegating 22
Leadership Levels Individual Contributor Sales Mgmt. Service Mgmt. Parts Mgmt. Branch Leadership Corporate Sales Corporate Aftermarket CFO Dealer Principals Owners HR 23
Stepping Up to Management Increase Take charge and give direction Assertive Communication Situational Leadership Look toward the future and anticipate issues Strategic Planning and Thinking Be willing to depend on others Decrease Need to be socially accepted Reduce Accommodation Consideration of other s thoughts and feelings Balance between Feeling & Thinking Attention to daily details Increase Delegation Delegate Seek competitive situations Goal Oriented 24
Knowledge Department Manager What knowledge points contributed to your first management position. Skill List the skills you had or acquired during your time as a department manager. Character Which personal character traits do you possess that make you a good to great manager. 25
Stepping up to Branch Leadership Continue Competitiveness Delegating Future Orientation -- Strategic Learn Persuasion Negotiation Tolerate High Expenditures of Energy Increase Risk Taking Leadership Assertive Communication Identifying Trends and Themes in Information Intuitive Personal Motivation Independent and Autonomous Behavior Decrease Attending to Daily Details 26
Branch Manager Knowledge What knowledge points contributed to your promotion to the Branch Manager position. Skill List the skills you had or acquired during your time as a department manager that influenced your promotion to the Branch Manager position. Character Which personal character traits do you possess that enhance you as a good to great Branch Manager. 27
Stepping up to Corporate Leadership Continue Delegating Future Orientation Strategic Persuade and Negotiate Tolerate High Expenditures of Energy Risk Taking Assertive Communication Identifying Trends and Themes in Information Intuitive Learn Positive Outlook Rational Decision Making Generate New Ideas Change Management Flexibility 28
Corporate Executive Knowledge What knowledge points contributed to your promotion to the Corporate Executive position. Skill List the skills you had or acquired during your time as a department manager that influenced your promotion to the Corporate Executive position. Character Which personal character traits did you improve or add to enhance you as a good to great Executive. 29
Stepping up to Owner Operator Continue Delegating Future Orientation Strategic Persuade and Negotiate Tolerate High Expenditures of Energy Risk Taking Leadership Assertive Communication Competitiveness Rational Decision Making Personal Motivation Learn Self Management Value Following the Procedures/Rules Decrease Doing Daily Details Keeping Other People Happy Independent & Autonomous Behavior Open Mindedness Acceptance of Other s Values 30
Growth Manager Basic Knowledge Customer Products Good Skills Planning Time Management Positive Character Empathy Honesty Executive In-Depth Knowledge Industry Enterprise Sharpened Skills Strategic Plans Negotiating Consistent Character Dependability Charisma 31