Leadership is Simple, Followership is a Challenge - Lehigh University Guest Lecture
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Leadership is Simple, Followership is a Challenge - Lehigh University Guest Lecture
- 1. © 2013 Joe Hessmiller Leadership is Simple The Challenge is Effective Followership
- 2. Joe Hessmiller • Director, CAI • Over 30 years in IT; analyst, programmer, project manager, business development, business unit manager, CIO. • Worked with – and learned from - dozens of executives and managers from F500 corporations, large government agencies and the military in US and UK. 2
- 3. Objective for Presentation 1. What Is Leadership? 2. What Is Followership? 3. Where Do You Start? 4. How To Get Others On Board? 3 Why is this important?
- 5. What Is Leadership? Dave Ulrich & Norm Smallwood, “What Is an Effective Leader?”, RBL Group, 2009
- 6. Traditional Leadership Proficiency Basics… Dave Ulrich & Norm Smallwood, “What Is an Effective Leader?”, RBL Group, 2009
- 7. …Are Nothing Without Leadership Differentiation “Leaders need to have the Leadership Code building blocks to be effective and they need to know their organization’s unique brand…” Customize Your Style to the Organization Dave Ulrich & Norm Smallwood, “What Is an Effective Leader?”, RBL Group, 2009
- 8. But, Remember Collins “Bottom Line” Leadership Key: The Hedgehog Concept • What Can You Be “Best in the World” At? • What Is Your Denominator? • What Are You Passionate About?
- 10. Warren Bennis: No Leadership Without Followership “…the longer I study effective leaders, the more I am convinced of the underappreciated importance of effective followers..” Warren Bennis, Distinguished Professor of Business Administration at the University of Southern California School of Business Administration, THE DILEMMA AT THE TOP; Followers Make Good Leaders Good, 1989
- 11. Leaders Need Effective Followers “Executives who ignited transformations from good to great did not first figure out where to drive the bus, then get the right people to take it there. Instead, they got the right people on the bus and then figured out where to drive it.” Jim Collins, “Good to Great”, 2001
- 12. Your Goal? BE ONE OF THOSE PEOPLE ON THE BUS The Future Express
- 13. Follower Types
- 14. 10 Rules of Effective Followership 1. Be Coachable 2. Anticipate Needs 3. Seize the Initiative 4. Offer Solutions, Not Problems 5. Be Goal Driven, Not Interrupt Driven
- 15. 6. Do More Than Expected, But Not More Than You Should 7. Earn Trust Through Consistent Dependability 8. Communicate Proactively and Honestly 9. Be Loyal 10.Be Compassionate 10 Rules of Effective Followership
- 16. Another Point of View… Follower Relationship Dynamic
- 17. Performance Initiative • Working Effectively With Others • Embracing Change • Doing the Job (Competence) • Seeing Oneself As A Resource
- 18. Relationship Initiative • Building Trust • Communicating Courageously • Identifying with the Leader • Adopting the Leader’s Vision
- 19. Enough “Theory” Where Do You Start? • • • • • •
- 20. Understand Leadership Skill Cycle IDENTIFY Problems CONCEIVE Solutions PRIORITIZE Plans IMPLEMENT Capabilities PRODUCE Results Results Problems Solutions Plans Capabilities ENABLE Collabor ation ENSURE Contol
- 21. Start Making Things Happen and Sustaining the Change IMPLEMENT Capabilities PRODUCE Results
- 22. The Causes of Project Failure Are Known. Where to Start? Focus on the Conditions for Success 22
- 23. Show Your Care About Monitoring the Key Data • Results Data – data that measures attributes of the product to be delivered. – Costs, Times, Quantities, Quality • Conditions Data – data that measures the attributes of the process that produces the product to be delivered. – Capability, Commitment, Collaboration
- 24. Be Prepared to Communicate Through Common Understanding Automotive Engineers Long Ago Defined the Critical Measures for Safe, Effective Engine Operation. 24
- 25. The Basic Automobile Dashboard Automotive Gauge Odometer Clock Fuel Level Speedometer Tachometer Oil Pressure Oil Temperature Water Pressure Water Temperature Voltmeter 25
- 26. What Questions Are We Asking? Automotive Gauge Asks the Question Odometer How far have we gone? Clock How much time has it taken? Fuel Level How far can we go? Speedometer How fast are we going now? Tachometer How intensely is engine working? Oil Pressure Do we have enough ‘lubrication’ to keep parts working well together? Oil Temperature How smooth are interactions? Water Pressure Do we have enough coolant to keep the engine producing? Water Temperature How effective is the coolant in keeping the engine cool? Voltmeter Is enough energy being applied to the other important systems? 26
- 27. What Measures What? Automotive Gauge Asks the Question To Measure Odometer How far? Deliverables Delivered Clock How long? Duration Fuel Level How much further? Input Units Available Speedometer How fast? Deliverables per Unit of Time Tachometer How intensely? Effort Intensity Oil Pressure Do we have enough lubrication to smooth interactions? Supply of Lubricant to Smooth Interaction Between Components Oil Temperature How smooth are interactions? Ability of Lubricant to smooth Interaction Between Components Water Pressure Do we have enough coolant to keep the engine producing? Supply of Coolant to dissipate excess engine heat Water Temperature How effective is the coolant in keeping the engine cool? Ability of Coolant to dissipate engine heat Voltmeter Is enough energy being applied to the other important systems? Ability to Support other Control and Comfort Systems 27
- 28. Relating to the “Real World” To Measure Automotive Metric Service Measures Deliverables Delivered Miles Service Level Achieved, Function Point Delivered Duration Hour Hour Input Units Available Gallons Resource Hour Deliverables per Unit of Time Miles Per Hour Earned Value Per Clock Hour Effort Intensity RPM Hours Worked Per Week/Available Hours Supply of Lubricant to Smooth Interaction Between Components PSI Stakeholder Interaction Satisfaction Ability of Lubricant to Smooth Interaction Between Components Degrees Number of Open Issues from Stakeholder Interactions Supply of Coolant to dissipate excess engine heat PSI Duration to Close Issues Ability of Coolant to dissipate engine heat Degrees Number of Escalated Issues Ability to Support other Control and Comfort Systems Volts On Time Process Deliverables (Status, Reporting, Training) 28
- 29. The World Is Increasingly Complex. Simplify It. Lead It. 29 Good Luck. We’re Counting on You.
Notas do Editor
- Strategists create, define and deliver principles of WHAT CAN BE. Leaders need to know where they are going and communicate that effectively to others. Work with OTHERS to test ideas and plan the journey (taking into consideration money, people, organizational capabilities). Executors ensure discipline (process) and the technical expertise to get the right things done right. Talent managers help people develop themselves for the good of the organization. Human Capital developers build the culture and capabilities to ensure the organization has the capabilites needed for the long term, not just the close-in objectives. Personal Proficiency. Effective leaders learn. They inspire loyalty because of their personal integrity. They are decisive and impassioned. Confident, courageous. Tolerate ambiguity.