1 developing leadership skills by ronald d. snee tunnell consulting presented at “from consultant...

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Developing Leadership Skills

ByRonald D. Snee

Tunnell Consulting

Presented at “From Consultant to Effective Leader”

ASQ Statistics DivisionRoanoke, VA

April 26-27, 2002

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Agenda

• Today’s Realities

• What is Leadership?

• What Do Leaders Do?

• Key Leadership Skills

• Ways to Develop Leadership Skills

• Summary

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Today’s Realities

• Global Competition is forcing changes in all aspects of our society

- Business - Government - Education - Health Care• Customers are demanding more• We have to change how we work and manage - All aspects of our organizations - All processes we use to do our work

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We Live in a New Era

• Old Paradigm - One Job

- Go to work, do your job and come home

• New Paradigm - We Have Two Jobs

- Do your work

- Improve on how you do your work

• Key Issue

- How to balance the

“Doing” and “Improving” workloads

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Leaders Help Us Make the Needed Changes?

Leaders help a group of people move from

One paradigm to another

"Leadership: the art of getting someone else to do something you want done because he wants to do it."

Dwight D. Eisenhower“Leaders have followers”

Bill Gore, Founder, W. L. Gore and Associates

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We have Many Kinds of Leaders

• Political

• Military

• Business

• Academic

• Religious

• Sports

• Statistical Leaders

• And many more

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Change Requires Both Leading and Managing

LeadingLeading• Moving Between

Paradigms• Doing Right

Things• Creating

Improvements• Leading &

Developing People

ManagingManaging• Working Within a

Paradigm• Doing Things

Right• Holding the Gains

• Managing Processes

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We Need Both Leading and Managing

Lead People• Direction• Communication• Resources• Coach• Reinforce

ManageProcesses

Happy Customers

Feedback - What’s working? - Need to do differently?

Healthy processes serving happy customers

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Time Spent on Doing and Improving Work

Leading Managing

Role “Improving” Work “Doing” Work

Executives 90 10

Managers 70 30

Others 30 70

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So What Do Leaders Do?

• Provide Direction - Where we are headed

• Communicate

- The “Why” & “Benefits” of the direction

• Enable, Coach and Counsel

• Recognize Results and Reinforce Desired Behavior

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Providing Direction - Showing the Way

• Vision - What Success Looks Like

• Objectives - How we will win

• Goals - How much, by when

• Strategies - What we will focus on

• Initiatives - Specific projects we will undertake

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Strategic Planning Example

• Vision Improvement is part of our culture• Objective Implement Six Sigma• Goal $30MM in 3 years• Strategy Begin in manufacturing, then

Move to New Product Development

Next initiate work in Admin areas• Initiatives BB Wave 1 in Manufacturing

BB Wave 2 in New Product DevBB Wave 3 in Admin processesBB Wave 4 in Manufacturing

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Kotter’s Eight Stages of Successful Change

• Establish a sense of urgency Positive vision of being a premier company

• Create a guiding coalition Champions

• Develop a vision and strategy Six Sigma at my company

• Communicate the change vision• Empower employees for broad based action

Aggressive results oriented training at all levels

• Generate short-term wins $50M in six months at Company A

• Consolidate gains and produce more change Using annual operating plan and communications program

• Anchor new approaches in the culture - Champions, Master Black Belts, Black Belts, Green Belts

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Elements of Successful Change• Vision• Motivating forces - Burning platform• Strong, respected leader• Broad participation• Communication - Tight networks and patterns• Training and Education• Reinforcement

Westinghouse Productivity and Quality Center

All Elements Must be Present for the Change to Be Successful

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Communicate The DirectionProvide Understanding and Hope• The direction we are pursuing

• What benefits we expect to get

• Progress - Results achieved to date

• Communication should be clear, concise and continuous

• Variety of media should be used

- People take in and process information in different ways

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Enable - Set Up People for Success

• Provide resources - people, time, $$$

• Provide training - build needed skills

• Provide methods to accomplish assigned tasks

• Remove barriers

• Coach and Counsel

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Recognize and ReinforceCatch People Doing Things Right

• Recognize accomplishments and results

- Psychological rewards

- Financial rewards

• Reinforce desired behavior

- Catch people doing things right

• People want and need feedback

- “How am I doing?” , Ed Koch, Mayor, New York

• Feedback needed for improvement

• Key tool - Management reviews

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Leaders Lead People

• Provide Direction

- Leaders show the way- Leaders show the way

• Communicate

- Leaders develop understanding and hope- Leaders develop understanding and hope

• Enable, Coach, Counsel, Provide Resources

- Leaders set people up for success- Leaders set people up for success

• Recognize Results and Reinforce Desired Behavior

- Leaders catch people doing things right- Leaders catch people doing things right

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Dalton Model for Career Development

Career Stage• Apprentice

• Colleague

• Mentor

• Sponsor

Role• Helps, follows direction

• Independent contributor

• Manager, developer of people, networker

• Shapes the organization’s direction

Leadership skills are required to function as a “Mentor” and “Sponsor”

Dalton and Thompson, 1986

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George Fisher Plot

Technical Skills

Note: George Fisher, CEO at Motorola & Kodak, has a Ph.D. In applied mathematics from Brown University

Target

Statisticians

Total QualityFacilitators

“We need employees withboth people & technicalskills”

Low High

High

PeopleSkills

Low

mcs

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Quotes on Leadership“The very essence of leadership is you have to have a vision. It

s got to be a vision you articulate forcefully on every occasion. You can’t blow an uncertain trumpet.”

Rev. Theodore Hesburgh,President Emeritus, Notre Dame University

“Leadership and learning are indispensable to each other.”John F. Kennedy

November 22, 1963

“The speed of the leader determines the rate of the pack”“It is the capacity to develop and improve their skills that

distinguishes leaders from their followers.”Warren Bennis and Bert Nanus

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Quotes on Leadership“The best coaches know what the end result looks

like.--If you don’t know what the end result is supposed to look like, you can’t get there.”

Vince Lombardi“Hey, Wait a Minute”

John Madden p224

“Failing to prepare is preparing to fail”John Wooden

“The secret of success is constancy of purpose”Benjamin Disraeli

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Quotes on Leadership

“Life is like a dog sled team. If you’re not the lead dog the view never changes.”

Anonymous

"Leadership: the art of getting someone else to do something you want done because he wants to do it."

Dwight D. Eisenhower“Leaders have followers”

Bill Gore, Founder, W. L. Gore and Associates

“You can manage what you cannot understand, but you cannot lead it.”

Myron Tribus

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Change Requires Shifts inKnowledge, Skills and Attitudes

HabitsBehaviorMindset

What? Why?

Knowledge

Want ToHow To?

Skills Attitude and DesireAdapted from Covey 1989

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Key Leadership Skills

• Business Acumen – Understand how business works

• Process and Systems Thinking • Strategic Planning and Deployment• Stakeholder Building• Communication – Clear, concise & continuous• Reviewing and Coaching• Structured Improvement Methods (Six Sigma)• Learn to Deal With Teams & Group Dynamics• Meeting Design and Facilitation• Project Planning and Management• Understanding Human Behavior

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INT

ER

FA

CE

S

Core Processes

Market Place

Business Processes

PlanningFinancialPersonnelMgmt. Info. Sys.LegalCommunicationsPublic Relations

Product Processes

Enterprise ProcessesTranslationRequirements

Collections and Definition

Market Segment

Design

Development

Manufacturing

DeliverySelling

Ordering

Distribution

Billing

Collection

Service

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Elements of Strategic Planning

• Mission – What the organization does for its customers

• Vision – What the organization wants to become

• Values – Principles organization will live by

• Objectives – What we have to do to be successful

• Strategy – How we will achieve our objectives

• Goals – Numerical targets that enable the organization to meet its objectives

• Initiatives – Actions taken to implement strategies

• Deployment – Process of taking the strategies and objectives to each level of the organization so that the overall objectives are achieved

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Modes of Behavior

Acceptanceof a

New Idea

Time

Reactive

Purposeful

Ego

•Won’t work•Costs too much•Takes too long

•I can make this work•This will be good for me

•This will be good for us•Let’s get started

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Reaction to a New Idea – Modes of Behavior

• Phase I – Reactive - This will never work - The cost is too high - I don’t have time for this• Phase II – Ego - I see some benefit for me - I think that I can make this work• Phase III – Purposeful - This can be good for us - Everyone should get this training - Let’s get started

Note: Everyone starts in the reactive phase – “Goes Reactive!” - We all pass through the Ego Phase before “Becoming Purposeful” - People move through the phases at different rates - Some people don’t ever get out of the Reactive phase

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“Shopping the Plan Around” Building Stakeholder Support

Continue to get input from stakeholders individually and revise the plan until you are ready to

share the Plan with the stakeholders as a group.

Plan Development

Individual Stakeholders

….Stakeholders Adopt Plan

Plan 1 Input 1 Plan 3Input 2Plan 2

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Leaders Recognize Different Levels of Activity and Job Responsibility.

Where we're headed

Managerial processesto guide us

Where the work gets done

Strategic

Managerial

Operational

Executives

Managers

Others

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Running Effective Meetings

• Well-Defined meeting purpose, desired outcomes, agenda and roles

• Meeting Roles - Leader – Runs the meeting - Facilitator – Helps the group conduct the meeting - Scribe – Captures ideas and issues on flip chart to keep the group focused including

Action List and Parking Lot - Note Taker – Prepares the meeting minutes - Timekeeper – Keeps track of the meeting time

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Meeting Roles

Scribe

Note Taker

Meeting Leader

Time Keeper

Facilitator

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DMAIC Six Sigma Process Improvement Model

Define the project and its financial impact

Measure the gap, listen to the process

Analyze data to determine root causes

Improve the process – Implement the solution

Control the process, standardize, and document – Sustain the gains

Control

Improve

Analyze

Measure

Define

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Measure Analyze Improve Control

Process Maps

Cause and Effect Matrix

Measurement Systems Analysis

Capability Analysis

Failure Modes and Effects Analysis

Multi-Vari Studies

Design of Experiments

Control Plans and SPC

DMAIC and the Improvement Tools

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Myths of Leadership

• Leadership is a rare skill

• Leaders are born not made

• Leaders are charismatic

• Leadership exists only at the top of an organization

• The leader controls, directs, prods, manipulates

Bennis and Nanus 1985

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Personal Change Is Required

• Insanity - Doing the Same Things and Expecting Better Results• The Only Person Who Enjoys a Change is a

Wet Baby• “If You Can’t Change Your Mind You Can’t

Change Anything”--George B. Shaw• Those Who Fail to Respond to Their Changing

World Will Have Less Influence in It

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Ways to Develop Leadership Skills

• Read books and articles

• Attend courses

• Discuss the subject with colleagues

• Practice, Practice, Practice, ………..

“Becoming a leader is like learning to play the violin in public” Anonymous

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Can I Be Successful?

“Never doubt that a small group of committed people can change the World. Indeed, it is the only thing that ever has”

Margaret Mead

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My Message

• Place an increased focus on enhancing your leadership skills

• Be on the lookout for examples - good and bad - of leadership that you can use as a model

• Best way to learn to lead is to do it

- Be on the lookout for your opportunityyour opportunity!

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References on LeadershipBennis, W and Nanus, B. (1985) Leaders - The Strategies for

Taking Charge, Harper-Row, NY. Bennis has several other books on leadership.

Covey, S. R. (1989) The Seven Habits of Highly Effective People”, Fireside, Simon and Schuster, New York, NY

Hayword, F. (1997) Churchill on Leadership, Prima Publishing, Rocklin, CA

Kotter, J. (1997) Leading Change, Harvard Business School Press, Cambridge, MA. Also see Harvard Business Review, March-April 1995

Kouzes, J. M. and Posner, B. Z. (1995) The Leadership Challenge, Jossey-Bass, San Francisco

Phillips, D. T. (1992) Lincoln on Leadership, Warner Books, New York, NY

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References on Leadership Skills

Bens, I (1999) Facilitation at a Glance, GOAL/QPC, Methuen, MA

Brassard, M. (1989) The Memory Jogger Plus, Goal/QPC, Methuen, MA

Dalton, G. W. and Thompson, P. H. (1986) Strategies for Career Management, Scott Foresman, New York, NY

Dolye, M. and Straus, D. (1982) Making Meetings Work, Jove Books, New York, NY

GOAL/QPC (1997) Project Management Memory Jogger, GOAL/QPC, Methuen, MA

Hoerl, R. W. and Snee, R.D. (2002) Statistical Thinking – Improving Business Performance, Duxbury Press, Pacific Grove, CA

Scholtes, P. R., Joiner, B. L. and Streibel, B. J. (1996) The Team Handbook, Oriel, Madison, WI

Snee, R. D. (1998) “Non-Statistical Skills that Can Help Statisticians Become More Effective”, Total Quality Management Journal, Vol. 9. No. 8, 711-722