Leadership

A Provocative Look at an Old Topic

Leadership in Action

•A Fire•A Landing

The Station Fire

The Mars Curiosity Landing

• http://www.jpl.nasa.gov/video/details.php?id=1090

What does this have to do with leadership?• Is leadership contextual?• What is the difference in managing a project and a crisis?• How are they similar?• Are there common principles?• Do they require different skills?• Who are the leaders in these situations?

The Expert Story

• Brand new diesel locomotive wouldn’t start• Called in an expert• Expert studied the situation• Asked for a hammer• Gave the locomotive a light tap with the hammer• Started right up• Bill = $1,000

Itemize that bill!!!!

• Hitting the locomotive with a hammer: $10• Knowing where to hit it: $990• Total $1,000

What is leadership?

• Over 124,000 books on Amazon.com on leadership.• Over 943,000 on management• Countless courses, University Programs, etc.• No shortage of Material• Leadership is about leading yourself and influencing one other person

Max Dupree from “Leadership is an Art”• The Art of Leadership is liberating people to do what is required of

them in the most effective and humane way possible• The leader is a servant• Removes obstacles• Enables his or her followers to reach their full potential

• The true leader is a listener• Encourages contrary opinions• Seeks advice

• Makes commitments carefully and keeps them

What is the difference between management and leadership?• The difference between Management and Leadership is:

•Management is about doing things right

• Leadership is about doing the right things

Overview of FY14-FY 19 Strategic Plan Goals Vision Statement

Foster a respectful and dynamic work environment leading to employee growth and customer satisfaction

Mission StatementProvide excellent customer service and innovative acquisition solutions for our Laboratory partners

Vision StatementFoster a respectful and dynamic work environment leading to employee growth and customer satisfaction

Mission StatementProvide excellent customer service and innovative acquisition solutions for our Laboratory partners

Goal 1Modernize and Streamline JPL’s

Acquisition Process

Goal 1Modernize and Streamline JPL’s

Acquisition Process

Goal 2Collaboratively Partner with Our

Customers

Goal 2Collaboratively Partner with Our

Customers

Goal 3Innovate Sourcing and

Management of JPL Supplier Base

Goal 3Innovate Sourcing and

Management of JPL Supplier Base

Goal 4Be an Employer of Choice

Goal 4Be an Employer of Choice

Goal 5Maintain Approved Procurement

System

Goal 5Maintain Approved Procurement

System

The Acquisition Division will revolutionize the process of procuring of goods and services to meet the growing demands of JPL projects and programs.

The Acquisition Division will revolutionize the process of procuring of goods and services to meet the growing demands of JPL projects and programs.

The Acquisition Division will engage its customers to understand and respond to their needs and expectations, conduct proactive outreach, and act as a collaborative partner throughout the procurement process.

The Acquisition Division will engage its customers to understand and respond to their needs and expectations, conduct proactive outreach, and act as a collaborative partner throughout the procurement process.

The Acquisition Division will utilize new strategies to select the best suppliers to meet the needs of projects and programs, while maximizing the utility of every dollar allocated for JPL procurements.

The Acquisition Division will utilize new strategies to select the best suppliers to meet the needs of projects and programs, while maximizing the utility of every dollar allocated for JPL procurements.

The Acquisition Division will be an employer of choice through effective workforce management, ongoing workforce regeneration, employee engagement, and training and development.

The Acquisition Division will be an employer of choice through effective workforce management, ongoing workforce regeneration, employee engagement, and training and development.

The Acquisition Division will ensure the operation of a high-quality procurement system in compliance with all internal and external regulatory policies.

The Acquisition Division will ensure the operation of a high-quality procurement system in compliance with all internal and external regulatory policies.

Objective 1.1 – Improve procurement processes to reduce processing time and enable increased automation

Objective 1.2 – Enable Acquisition Division personnel and end-users to view real-time procurement status

Objective 1.1 – Improve procurement processes to reduce processing time and enable increased automation

Objective 1.2 – Enable Acquisition Division personnel and end-users to view real-time procurement status

Objective 2.1 – Understand and address customer satisfaction levels, desired customer experience, and opportunities for improvement

Objective 2.2 – Develop integrated communications and early-partnership strategy

Objective 2.3 – Improve Acquisition’s customer support structure

Objective 2.4 – Increase Acquisition Division personnel familiarity with current and future projects, programs and missions

Objective 2.1 – Understand and address customer satisfaction levels, desired customer experience, and opportunities for improvement

Objective 2.2 – Develop integrated communications and early-partnership strategy

Objective 2.3 – Improve Acquisition’s customer support structure

Objective 2.4 – Increase Acquisition Division personnel familiarity with current and future projects, programs and missions

Objective 3.1 – Ensure organizational structure contains sufficient analytical capability and provides targeted programmatic and commodity support

Objective 3.2 – Develop a customized training framework to measure current skills and target gaps for training

Objective 3.3 – Develop scorecard that measures the Acquisition Division’s impact on program total cost of ownership (TCO)

Objective 3.4 – Map JPL commodities to determine appropriate sourcing approach

Objective 3.5 – Map suppliers for appropriate collaboration/competition strategies

Objective 3.6 – Assess functionality of Oracle Advanced Procurement Suite and identify any gaps sub-optimizing sourcing or supplier management especially in regard to potential categorization schemas to allow for more granular analysis

Objective 3.7 – Target fragmented spend across Projects, Programs and Divisions for consolidation

Objective 3.1 – Ensure organizational structure contains sufficient analytical capability and provides targeted programmatic and commodity support

Objective 3.2 – Develop a customized training framework to measure current skills and target gaps for training

Objective 3.3 – Develop scorecard that measures the Acquisition Division’s impact on program total cost of ownership (TCO)

Objective 3.4 – Map JPL commodities to determine appropriate sourcing approach

Objective 3.5 – Map suppliers for appropriate collaboration/competition strategies

Objective 3.6 – Assess functionality of Oracle Advanced Procurement Suite and identify any gaps sub-optimizing sourcing or supplier management especially in regard to potential categorization schemas to allow for more granular analysis

Objective 3.7 – Target fragmented spend across Projects, Programs and Divisions for consolidation

Objective 4.1 – Conduct Annual Strategic Measure Analysis

Objective 4.2 – Workforce and Talent Management

Objective 4.3 – Recruiting and Retention

Objective 4.4 – Knowledge Management

Objective 4.5 – Training & Development

Objective 4.1 – Conduct Annual Strategic Measure Analysis

Objective 4.2 – Workforce and Talent Management

Objective 4.3 – Recruiting and Retention

Objective 4.4 – Knowledge Management

Objective 4.5 – Training & Development

Objective 5.1 – Target and resolve repeat audit findings

Objective 5.2 – Simplify repository for Acquisition processes and procedures

Objective 5.3 – Improve success rate of identifying, communicating, and implementing changes to operations

Objective 5.1 – Target and resolve repeat audit findings

Objective 5.2 – Simplify repository for Acquisition processes and procedures

Objective 5.3 – Improve success rate of identifying, communicating, and implementing changes to operations

Marcus Buckingham

• Authenticity of a leader

• --http://michaelhyatt.com/videos/an-interview-with-marcus-buckingham-about-authenticity

Who is a leader?

• Is it a position?• Does someone appoint you?• Do you earn it?• Do you seize it?

How do you become a leader?

• Same as last chart?• By your position?• Appointment?• Reading books on Amazon?• Playing golf with the boss? • Based on leadership skill?• By your actions?• Doing the very best you can with what you have in front of you• Mastering your environment

How to know if you are a leader

• You want to make a difference• You are dissatisfied with the status quo• You take action to accomplish your vision in site of obstacles• You take responsibility for your circumstances—no excuses• You take responsibility for your mistakes• You are a learner—from everyone• You do what you say you are going to do

What a leader should know

• About themselves• About others

The Day the Millwright Died

• Millwright tended the boiler that ran all the equipment in a large factory• The young manager thought he should visit the family• They read beautiful poetry while he was there• He asked who wrote the poetry and the answer was the millwright• Was he a poet who did Millwright’s work?• OR was he a Millwright who wrote poetry?• Organizations are made up of people• Leaders must endorse the concept of persons• Must recognize the hidden talents and diversity in an organization

What does a leader do?

• Back to the prior definition of a leader vs. manager• Be engaged• Show you care• Ask questions• Scan the environment• Inspire• Develop a team• Develop and mentor people• Leave a legacy

What should a leader NOT do

• Don’t be arrogant---you do not know everything• Don’t be disorganized and expect your staff to clean up for you• Fail to articulate a clear vision• Fail to be transparent• Ignore what’s going on in the organization• They don’t hold anyone accountable including themselves

How to behave yourself out of problems you have behaved yourself into…..• Speed of Trust by Stephen M.R. Covey• Talk straight• Create transparency and right wrongs• Demonstrate respect• Deliver results and get better• Confront your reality• Clear expectations and accountability• Listen and keep commitments• Extend trust

What should a leader provide their team?• Simon Sinek video

• http://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe

• SAFETY

What else should a leader provide to their team?• Encourage• Inspire• Challenge• Support• Educate

How can you tell if you are succeeding as a leader?• Look around you• Are people happy• Are they thriving?• Are they taking the initiative?• Do you feel trusted?• Is the organization moving forward?

What are the challenges for the future?• The “new work force”• The Millennials

• Who are they???• Are they good or difficult to lead

• The “others”• Baby Boomers• Generation X• Generation Y (the millennials)• Generation Z

• What do they expect?

Challenges

• How will we work?• Technology• Organizations

• Where will we work?• The “new” office• Home

• What effect on leadership?• How will we keep an eye on everyone?• How will we organize to support?

Rules for success

• Do three things have your staff do the same:• 1—Take care of yourself• 2—Stay connected to your family and friends• 2—Last do a great job!

Have it all!

• Be a life learner• Relax and enjoy the success of others• Have some fun every day• Add value to everything you do• Do what you say you are going to do!