leading teams - pdi 20162016/06/26  · •today we only get things done through teams •usually...

Leading Teams

American Society of Military ComptrollersProfessional Development Institute

June 2016

WelcomeToday’s Approach

• WHY: Meet FM Certification Requirements

• WHAT:– Leadership vice

Management

– Leading• Setting Direction

• Align the Team

• Motivate

– Is Leading Enough

• WHEN: Today

• WHO: You, me, AI, ASMC

• HOW:– Introduction

– Purpose

– Theory

– Practice

– A history lesson

– One formal break

– Questions or comments anytime

Leadership and Management

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Leadership and Management

• The two functions are totally different

• Both are necessary for the success of an organization

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Leadership and Management

• The two functions are totally different

• Both are necessary for the success of an organization

• Management comes from within the organizational hierarchy

• Leadership can come from anywhere in the organization

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Leadership and Management

• The two functions are totally different

• Both are necessary for the success of an organization

• Management comes from within the organizational hierarchy

• Leadership can come from anywhere in the organization

• Management is usually focused on the status quo and incremental improvements

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Leadership and Management

• The two functions are totally different

• Both are necessary for the success of an organization

• Management comes from within the organizational hierarchy

• Leadership can come from anywhere in the organization

• Management is usually focused on the status quo and incremental improvements

• Leadership usually focused on implementing change

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Leadership and Management

• Leadership does not always bring positive outcomes

• Good leaders with bad intent can still lead people to bad results

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Leadership and Management

• Leadership does not always bring positive outcomes

• Good leaders with bad intent can still lead people to bad results

On the other side of the coin:

• Bad leaders with good intent can still lead people to bad results

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Managing vice Leading

Managing

• Planning

• Organizing

• Budget

• Human Resources

• Reporting

• Controlling

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Managing vice Leading

Managing

• Planning

• Organizing

• Budget

• Human Resources

• Reporting

• Controlling

Leading

• Strategic Planning

• Developing relationships

• Investing

• Motivating/Inspiring

• Implementing change

• Risk Taking

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Managing vice Leading

Managing

• Planning

• Organizing

• Budget

• Human Resources

• Reporting

• Controlling

Leading

• Strategic Planning

• Developing relationships

• Investing

• Motivating/Inspiring

• Implementing change

• Risk Taking

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You Manage things and processes….You Lead people and change!

Managing vice Leadingfor Audit Readiness

Managing• Create Project Plans

• Develop supporting organization

• Obtain funding

• Staff the organization

• Develop reporting mechanisms

• Keep plan on target

Leading• Create overall strategy

• Establish and maintain relationships with key stakeholders

• Communicate the benefits of the investment

• Sell the need to everyone especially those doing the work

• Provide recurring oversight and support

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Let’s Focus on Leading

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Leading Change

Set Direction

Align the TeamMotivate and Inspire

Leading: A simple view

• Setting Direction

• Aligning the team

• Motivating/inspiring the team

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Setting Direction

• Today we only get things done through teams

• Usually multi-functional and multi-generational

• Has unique challenges

– Function

– Language

– Business Objectives

• We need a common vision

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Setting Direction

• Start with Why

• People will want to know and you will need to set the vision

• “why” can frame your thought process while “what” can cause you to miss the big picture

• Creates a VISION

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Start with WhyIt Is About Biology

HOWWHTWHY

WHAT

HOW

Setting Direction

• Vision provides a view of the “To-Be” state and ensures everyone knows what it is.

• There is a difference between a vision and a mission statement

• Vision is future and mission is now

• Not always a major issue….works for the small things as well

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Setting Direction

• Vision provides a view of the “To-Be” state and ensures everyone knows what it is.

• There is a difference between a vision and a mission statement

• Vision is future and mission is now

• Not always a major issue….works for the small things as well

21What is wrong with this picture?

Setting Direction:A Real World Example

• 1943 FDR to General Eisenhower

• “You will enter the continent of Europe and in conjunction with other United Nations undertake operations aimed at the heart of Germany”

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Leading: A simple view

• Setting the Direction

• Aligning the team

• Motivating/inspiring the team

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Aligning the ENTIRE Team

1. Create Urgency

Leading Change, John Kotter, 1996

Aligning the ENTIRE Team

1. Create Urgency

2. Form A Coalition

Leading Change, John Kotter, 1996

Aligning the ENTIRE Team

1. Create Urgency

2. Form A Coalition

3. Create a Vision

Leading Change, John Kotter, 1996

Aligning the ENTIRE Team

1. Create Urgency

2. Form A Coalition

3. Create a Vision

4. Communicate

Leading Change, John Kotter, 1996

Communicating the Vision

Four key points:

1. Build up the resources for a decisive battle in the Normandy-Brittany region

2. Break out of the enemy’s encircling positions.

3. Drive to the Rhine and crossing it until Allied forces

4. clean out the remainder of Germany

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Eisenhower added, “This general plan, carefully outlined at staff meetings before D-Day, was never abandoned, even momentarily, throughout the campaign.” Crusade in Europe, 1997

Aligning the ENTIRE Team

1. Create Urgency

2. Form A Coalition

3. Create a Vision

4. Communicate

5. Remove Obstacles

Leading Change, John Kotter, 1996

Aligning the ENTIRE Team

1. Create Urgency

2. Form A Coalition

3. Create a Vision

4. Communicate

5. Remove Obstacles

6. Create short term Wins

Leading Change, John Kotter, 1996

Aligning the ENTIRE Team

1. Create Urgency

2. Form A Coalition

3. Create a Vision

4. Communicate

5. Remove Obstacles

6. Create short term Wins

7. Persevere

Leading Change, John Kotter, 1996

Motivate Through the Tough Times

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Aligning the ENTIRE Team

1. Create Urgency

2. Form A Coalition

3. Create a Vision

4. Communicate

5. Remove Obstacles

6. Create short term Wins

7. Persevere

8. Make the change stick

Leading Change, John Kotter, 1996

Aligning the ENTIRE TeamV Corps order for rear HQ

• 20 May 1944 Copy 43 of 60• Subject: Plan for Establishment of P• To: See Distribution List• 1. Mission. To establish a CP for Headquarters V Corps ashore in the

vicinity of ST LAURENT-SER-MER, 665894• 2. Selection of CP: A site will be selected that will accommodate

all officers and enlisted men of HQ V Corps in Force “O” and Force”B”.

• 3. Advance Party: At approximately H+120 minutes a recon part of 65 personnel will be put ashore.

• 4. Actual Location: ……..• 5. Assembly Area: ……..• 6. Vehicle Assembly Area:…….• Signed// by a 2Lt.

Aligning the ENTIRE TeamSetting expectations

• How can anyone perform or contribute if they do not know what they are supposed to do or how to do it?

• Take a moment…consider when you were given a task and didn’t have a clue

• How did that work out?

• At least we can start with a plan….then the chaos or reality will disturb it….but we have a plan

Aligning the ENTIRE TeamMaintaining accountability

• “Our landings in the Cherbourg-Havre area have failed to gain a satisfactory foothold and I have withdrawn the troops. My decision to attack at this time and place was based on the best information available. The troops, the air and the Navy did all that bravery and devotion to duty could do. If any blame or fault attaches to the attempt, it is mine alone. “ (Signed unreleased memo in case the D-Day landing was unsuccessful, June 1944)

Aligning the Entire TeamUpdate Everyone

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• How can the “team” win if they don’t know the score?

• How can the “team” improve if they don’t know where they are at?

Leading: A simple view

• Setting the Direction

• Aligning the team

• Motivating/inspiring the team

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Motivate/Inspire

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• Look at carefully

• “You are”

• “Crusade”

• “destruction of German war machine”

• “elimination of Nazi tyranny”

• “your task will not be easy”

• “I have full confidence’

NOT A WORD WASTED

Motivating and InspiringThe Entire Team

• Let’s Invade Europe!

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Motivating and InspiringThe Entire Team

• Different perspective

• Different languages

• Different cultures

• Different measures

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Motivating and InspiringThe Entire Team

• Different perspective

• Different languages

• Different cultures

• Different measures

• British, Canadian and U.S.

• Navy, Air Force, and Army

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Motivating and InspiringThe Entire Team

• Different perspective

• Different languages

• Different cultures

• Different measures

• British, Canadian and U.S.

• Navy, Air Force, and Army

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Motivating and InspiringThe Entire Team

• Different perspective• Different languages• Different cultures• Different measures

• British, Canadian and U.S.• Navy, Air Force, and Army

• Bottom Line: Different things motivate differentgroups and people.

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So What Motivates?

• Money?

So What Motivates?

• Money?

• Security?

So What Motivates?

• Money?

• Security?

• Belonging?

So What Motivates?

• Money?

• Security?

• Belonging?

• Esteem?

So What Motivates?

• Money?

• Security?

• Belonging?

• Esteem?

• Self-Actualization?

So What Motivates?

• Money?

• Security?

• Belonging?

• Esteem?

• Self-Actualization?

*Maslow’s Hierachy of Needs

Other Traditional Motivation Theories

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• Theory X & Theory Y• McGregor

Other Traditional Motivation Theories

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• Theory X & Theory Y

• Satisfiers/Dissatisfiers

• McGregor

• Herzberg

Other Traditional Motivation Theories

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• Theory X & Theory Y

• Satisfiers/Dissatisfiers

• Promotion/Prevention

• McGregor

• Herzberg

• Grant Halvarson/Higgins

Drive

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• Latest attempt to bring new light to what makes us tick

• Suggests that more recent generations are motivated by “THE WORK”

• Theory X vice Theory I• Three main issues:

– Purpose– Autonomy– Mastery

A Specific Example

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• Back to WWII

• Many studies indicated that the average GI WAS NOT motivated by:

– Democracy

– Fight against evil

– Saving the homefront

– Revenge

– Even survival

A Specific Example

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• Back to WWII

• Many studies indicated that the average GI WAS NOT motivated by:– Democracy

– Fight against evil

– Saving the homefront

– Revenge

– Even survival

• They didn’t want to let their buddies down

A Specific Example

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• Back to WWII

• Many studies indicated that the average GI WAS NOT motivated by:– Democracy

– Fight against evil

– Saving the homefront

– Revenge

– Even survival

• They didn’t want to let their buddies down Things really have not

changed that much!!!

Motivate Through the Tough Times

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Is Leadership Enough?

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Leadership IS NOT Enough

• Need management to execute

• Need leadership to weather the storm

Berlin Airlift

A Total Approach

• Need creativity to get best solutions

• Need systems thinking to get most holisiticsolution

Summary

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Summary

• We need Leadership and Management

• Leading Teams requires

– Direction

– Alignment

– Motivation

• Different leaders fill different roles at different times

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Questions?

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Back-upDecision Making

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Decision Making/Problem Solving

• Traditional Approach

• Analytical vice Intuitive

• Think, See and Do

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Traditional Decision Making

• Define Problem

• Define Success

• Gather Facts

• Analyze Facts

• Develop Alternatives

• Compare alternatives

• Make decision

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Traditional Decision Making

• Define Problem

• Define Success

• Gather Facts

• Analyze Facts

• Develop Alternatives

• Compare alternatives

• Make decision

• Implement

• Evaluate

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Analytical vice Intuitive

Analytical

• Similar to traditional approach

• Very facts based

• Does take time

• Useful when time and data are available

• Hard to argue with

• Can be distorted by hiding some pertinent facts

Intuitive

• Is not “gut based”

• Is experienced based

• Sometimes referred to as Rapid Decision Making

• Useful when time is short or data is unavailable

• Can be distorted when experience is dated

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Think, See, Do Model

• People think differently

• Situations require different approached

• Leaders who only use one approach limit their capability

• You must be aware of your “default” approach and the situation you face

• In any case you must do a bit of all three approaches

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Think, See, Do Model

Think First

• Much like traditional model

1. Define

2. Diagnose

3. Design

4. Decide

5. Do

• Proven effective

• Takes time

• Is this how you choose a spouse? What about a car?

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Think, See, Do Model

See First

• Requires an open mind

1. Preparation

2. Incubation

3. Illumination

4. Verification

• Works well for the tactile, the visual, the auditory….but not limited

• Imagine the idea that comes to you out of the blue…you can see it

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Think, See, Do Model

Do First

• The opposite of think first

• You kind of jump right in

1. Try some things

2. Figure out what works best

3. Keep doing it

4. Refine as you go along

• Works well in chaos or where things are new

• Requires an understanding that the first attempts may not work

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Innovation Curve