how leadership development drives quality cindy milra ny, cfo, cao
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How Leadership Development Drives Quality Cindy Milra ny, CFO, CAO. Freese and Nichols, Inc. Multi-service engineering, architecture and environmental science firm 117-year history means experience, strength and stability 12 offices, all in Texas - PowerPoint PPT PresentationTRANSCRIPT
How Leadership Development Drives Quality
Cindy Milrany,CFO, CAO
Freese and Nichols, Inc.
• Multi-service engineering, architecture and environmental science firm
• 117-year history means experience, strength and stability
• 12 offices, all in Texas• More than 450 experienced
professionals, technical experts and support personnel
Freese and Nichols, Inc.
• 2010 Malcolm Baldrige National Quality Award• First engineering and architectural firm
to receive the award
Baldrige Criteria
4 Measurement, Analysis, Knowledge Management
1 Leadership
CRITERIA FRAMEWORK
7 Results
Organizational Profile:
Environment, Relationships, Challenges
5 Human
Resource Focus
3 Customer and Market Focus
6 Process
Management
2 Strategic Planning
Challenge
• PSMJ found:– 1 in 75 A/Es has the natural skills to lead– Many lack
• Communication skills• Marketing abilities • Business aptitudes • Interest• Entrepreneurial drive
• Leaders can be developed
StrategyThe Leadership Pipeline
Passage Three
Lead Self
Lead Others
Lead Group
Lead Business
Passage One
Passage Two
SkillsTimeValue
Leadership Pipeline: Passage Two
• Lead Others– Skills
• Managing projects• Planning & scheduling• Monitoring
performance– Time
• Setting priorities• Solving problems• Time with the team• Time with clients
– Values• Doing the work
“right”• Success of others
• Lead Group– Skills
• Thinking strategically• Thinking long-term• Motivating & inspiring• Coaching & giving
feedback– Time
• Coordinating with others
• Building social contacts
– Values• Doing the “right” work• Success of the firm
Formal Selection System
• We didn’t want the selection to become political• We didn’t want just a few people making the
decision• We wanted the managers to have input• We wanted the process to be seen as fair
Career Assessment Tool
• Business Career Interest Inventory– Application of expertise– Working with people– Control and influence
• Encouraged employees to think about their careers and where they best fit– Technical– Management– Sales/Marketing
Used Potential From Reviews
• With development, this person shows potential to perform at the next level.
• With experience and development, this person shows potential to perform at the next level.
• This person can continue to contribute and expand his/her responsibilities at the current level.
• Improvement is required in order for this person to maintain his/her current level.
Leadership Development Program
• Eight month program– Invitation from the CEO– One-day session each month– Assigned readings and projects– Senior management participation– Entire management team informed and
supportive
Critical Leadership Skills
• A company focus• A market focus• A problem-solving
focus
1. Think strategically2. Think long-term3. Competitiveness4. Energizing other5. Client focus6. Continuous improvement7. Confronting problems8. Solving problems9. Coaching and giving
feedback
Leadership Development Skills
• Strategic planning and strategic thinking• Financial skills• Management skills• Leadership skills• Coaching skills• Team-building skills• Interviewing and recruiting skills• Performance planning and review skills
Action Learning
• Learn by participating• Learn by doing• Learn by solving real-life problems• Learn by receiving feedback
– Assessments– Assigned exercises and projects– Senior management feedback
Learning Financial Skills
• Learn how to read financial statements– Balance Sheet and Income Statement– Ratios and trends
• Learn how to read F&N’s financials• Exercise
– Analyze the financial statements– Identify problems– Develop management actions– Present to senior management
Learning Strategic Thinking
• Key components of strategic planning– Mission, Vision, Strategies, Actions
• F&N’s Integrated Planning Process– CI Management System
• Exercise– SWOT analysis and recommendation
• Participate in F&N’s planning process
Individual Development Plans (IDP)
• 360 assessment of required skills– Self-assessment– Manager’s assessment– Direct reports’ assessment– Peers’ assessment
• Meet with a professional counselor/coach• Meet with their manager and the COO• Develop an IDP
Project Assignment
• Leadership Challenge, by Jim Kouzes and Barry Posner
• Plan for the first 100 days in a new job– Model the way– Inspire a shared vision– Challenge the process– Enable other to act– Encourage the heart
Results
• A broader, longer-term view– Understood the company– Understood why– Became independent thinkers
• Hit the ground running– 80% of participants were promoted– Some are now leading performers
• Becoming mentors and role models• Decentralized leadership
The Process Continues
• 2003- First Leadership Development Program•2008- Second Leadership Development Program•2011- Senior Leadership Program
Why is Leadership So Critical?
“There’s not many companies that have enjoyed 117 years of successful practice and I fully expect, with the leadership we have and the leadership that will succeed them, Freese and Nichols will be around in another 100 years.”
-Jim Nichols Chairman Emeritus Freese and Nichols, Inc.
Thank YouQuestions