Professional Documents
Culture Documents
The New
Millennium
Management is
about coping with complexity.
Without good management, complex
enterprises tend to become chaotic
and their existence is threatened.
Good management brings about a
degree of order and consistency.
Leadership is
about coping with change.
The greater the competitive
forces around you, and the more
volatile the world around you,
the more the need for leadership.
Building Leaders
Successful companies actively seek
out people with leadership potential
and expose them to career
experiences that will develop that
potential.
Develop a
leadership
mindset
Leadership is about
first thinking
then deciding
followed by acting swiftly
and finally, reflecting
Leadership is about
thinking exploration
deciding evaluation/selection
acting swiftly edge
reflecting analysis/introspection
All of the above are intensely
intellectual activities.
Leaders do fail
Sooner or later, nearly all leaders
outreach themselves and end up
undermining their causes. Indeed, given
their larger-than-life status, they are
perhaps prone to this hubristic fate.
[Tojo, Mussolini, Chiang, Churchill, de
Gaulle, Mao, Stalin]
Leadership crisis
Dirk Jager
P&G
Jill Barad
Mattel
Rick Thoman
Xerox
Doug Ivestor
Coca-Cola
Dale Morrison
Campbell
Rick McGinn
Lucent
Michael Hawley
Gillette
Mandela
Mother Teresa
LEARN
EMPATHIZE
ACT
DREAM
Leadership is about
YOU!
Leadership is not something that you
do. It is an expression of who you are.
- Kevin Cashman
Differentiate people
based on
performance and
values
A Leadership
Development Model
T1 Say goodbye now
PERFORMANCE
High
T3
T4
T1
T2
Low
Low
VALUES
High
T2 Coach, give a
chance
T3 Tyrant.
Warn if no change,
get rid
T4 Make them role
models
The GE Way
Differentiation
The Vitality Curve must be supported by
the reward system: salary increases,
promotions, and recognition.
Every recommendation for a reward
should be associated with a persons
position on the curve.
Differentiation
As should be given raises that are two
to three times the size given to the Bs.
Key GE Leadership
Ingredients
Energy
E =
4
Energizer
Edge
Execution
Key GE Leadership
Ingredients
E4
Energy =
Enormous Personal Energy - Strong
Bias for Action
Key GE Leadership
Ingredients
4
Energizer =
Ability to Motivate and Energize
Others ... Infectious Enthusiasm to
Max Organization Potential
Key GE Leadership
Ingredients
E4
Edge =
Competitive Spirit ... Instinctive Drive
for Speed/Impact ... Strong
Convictions and Courageous
Advocacy
Key GE Leadership
Ingredients
E4
Execution =
Deliver Results
Key GE Leadership
Ingredients
Energy
E =
4
Energizer
Edge
Execution
= Passion
The GE Way
Passion
A
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G
Name:
Title:
Mos in Position:
+ Great technologist, +
Performance
Photo
Potential
re
en
be
lt
G
Name:
Title:
Mos in Position:
+ Tenacious/pit bull, +
Performance
Photo
Potential
re
en
be
lt
G
Name:
Title:
Mos in Position:
Performance
Photo
Potential
re
en
be
lt
G
Name:
Title:
Mos in Position:
Performance
Photo
Potential
DISTINCT OR EXTINCT!
If there is nothing very special about your work,
no matter how hard you apply yourself, you wont
get noticed and that increasingly means you wont
get paid much, either.
Michael Goldhaber, Wired
Involve everyone in
the future
Involving Everyone
Assessing your response quotient
Do bosses hide behind their desks
when more junior employees
present good ideas to them?
Involving Everyone
Taking unnecessary work out of
the system
Using the brains of many for the
benefit of all
Work-Out
Involving Everyone
Work-Out: the rationale
For all these years, youve paid for my
hands when you could have had my
brain as well for nothing!
People closest to the work know it
best.
Involving Everyone
Work-Out: the rationale
Those closest to the work know more about it than
their bosses
The best way of getting these workers to pass on
that knowledge to their superiors is to give them
more power
In exchange for that power, an employee is
expected to assume more responsibility for his or
her job.
Involving Everyone
Work-Out: the process
Groups of employees are invited to
share their views on the business
and the bureaucracy that gets in
their way.
Reports, Approvals, Meetings,
Policies, and Procedures
Involving Everyone
Work-Out: the process
The manager issues a challenge or
outlines a broad agenda and then
leaves.
With a facilitator, employees list the
problems, debate solutions, and
prepare to sell their ideas when the
boss returns.
Involving Everyone
Work-Out: the process
The manager has to make on-the-spot
decisions on each proposal. Most
ideas must receive a Yes/No decision
on the spot. Decisions on the rest are
required by an agreed-upon date. No
proposal can be buried.
Involving Everyone
Work-Out: the outcome
Productivity becomes much higher
Needless and meaningless tasks are
eliminated
Workers feel liberated and satisfied at
having those tasks done away with.
Involving Everyone
Work-Out: the outcome
It helps create a culture where
everyone begins to play a part, where
everyones ideas begin to count, and
where leaders lead, not control. They
coach rather than preach and they
get better results.
Involving Everyone
Work-Out: the steps
Choose issues to discuss
Select a suitable cross-functional team
Choose a champion who will see the
recommendations through to
implementation
Involving Everyone
Work-Out: the steps
Let the team meet for a couple of days to
come up with recommendations
Meet with managers who can say yes or
no on the spot, or will get back within an
agreed time frame.
Hold implementation meetings
Change Effort/Payoff
High
Payoff
Jewels
HighHards
Low
Hanging
Fruit
Drop
Low
Easy
Effort
Hard
Emotionally Competent
Leaders
The leader is the key source of the
organizations emotional tone. Your
excitement can move an entire group in
the direction you wish.
Leadership is giving energy.
- Birgitta Wistrand
Emotionally Competent
Leaders
The emotional tone set by the leader
ripples downwards with remarkable
precision. The most effective ones are
warm and outgoing, emotionally
expressive, democratic, and trusting.
The average leader is invisible, while the
best ones frequently walk around and
strike conversations with their staff.
Create an
environment for
success
October 2, 2000
Fortunes Most
Admired - 2000
March 4, 2002
2001
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
2000
1
5
3
14
9
17
74
18
4
2
21
20
24
N/A
26
61
40
60
35
15
34
27
7
8
10
COMPANY
INDUSTRY
General Electric
Electronics, Electrical Equipment
Wal-Mart Stores
General Merchandisers
Microsoft
Computers, Office Equipment
Berkshire Hathaway
Insurance: P & C (stock)
Home Depot
Specialty Retailers
Johnson & Johnson
Pharmaceuticals
FedEx
Mail, Package, Freight Delivery
Citigroup
Banks: Commercial and Savings
Intel
Semiconductors
Cisco Systems
Network Communications
Merck
Pharmaceuticals
Pfizer
Pharmaceuticals
United Parcel Service
Mail, Package, Freight Delivery
Target
General Merchandisers
Procter & Gamble
Soaps, Cosmetics
PepsiCo
Beverages
AOL Time Warner
Entertainment
Anheuser-Busch
Beverages
Exxon Mobil
Petroleum Refining
Coca-Cola Enterprises
Beverages
J.P. Morgan Chase
Banks: Commercial and Savings
American International Group
Insurance: P & C (stock)
Dell Computer
Computers, Office Equipment
Nokia
Network Communications
Toyota Motor
Motor Vehicles
2001
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
2000
37
62
6
51
48
22
52
N/A
54
N/A
70
67
N/A
39
46
29
N/A
N/A
58
33
19
N/A
N/A
N/A
31
COMPANY
Northwestern Mutual Life Ins.
Walgreen
Sony
Eli Lilly
Continental Airlines
Walt Disney
Bristol-Myers Squibb
Duke Energy
E.I. du Pont de Nemours
Boeing
Colgate-Palmolive
Caterpillar
Sun Microsystems
Nestl
SBC Communications
Honda Motor
Oracle
Deere
Alcoa
BP
Ford Motor
BellSouth
Kroger
Texas Instruments
Singapore Airlines
INDUSTRY
Insurance: Life, Health (stock)
Food & Drug Stores
Electronics, Electrical Equipment
Pharmaceuticals
Airlines
Entertainment
Pharmaceuticals
Energy
Chemicals
Aerospace and Defense
Soaps, Cosmetics
Industrial & Farm Equipment
Computers, Office Equipment
Consumer Food Products
Telecommunications
Motor Vehicles
Computers, Office Equipment
Industrial & Farm Equipment
Metals
Petroleum Refining
Motor Vehicles
Telecommunications
Food & Drug Stores
Semiconductors
Airlines
Corporate Culture
WORLD CLASS
Team Work
Initiative
Customer Focus
Fair treatment of
employees
AVERAGE
Minimizing risk
Respecting the
chain of command
Innovation
Source: Fortune
Vision
Mission
Objectives
Strategy
a Performance Measurement
b Rewards Management
c Employee Feedback
d Recruitment Practices
e People Development
f Customer Feedback
g Mission and Values Review
h Quality Consciousness
i Continuous Improvement
Tactics
Processes
Foundation - Values
Transformation to World Class
A SYSTEMS APPROACH
Welch on Welch
I wanted to create a company where
people dare to try new things - where
people feel assured in knowing that only
the limits of their creativity and drive, their
own standards of personal excellence,
will be the ceiling on how far and how fast
they move.
- Jack Welch
Leadership Lessons
If you want to get your ship in shape, practice
discipline without formalism. In many
businesses, a lot of time and effort are spent
on supporting the guy at the top. Im a low
maintenance CO. Its not about me, its about
my crew.
- Cdr. Michael Abrashoff US Navy
Leadership Lessons
Be willfully self-contained
Listen without prejudice
Dont just take command
communicate purpose
Practice discipline without formalism
Hand out responsibility, not orders
Be devoted, and success will be yours
- Cdr. Michael Abrashoff
BROUGHT TO YOU BY
SAM SWAMINATHAN
Center for Creative Thinking
http://www.ccthinking.com