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					Leadership 2000

The New Supervisor and
  Director for the Next
         Century.
paulclayton@earthlink.net
Leaders Need to Understand

  Authority is a
   luxury they no
   longer have.
Ask Yourself this
  “If they take away
  my title, will they
  follow me?”
     New Operating System
Experience is not as
 valuable as it used to be –
 only their ability to adjust,
 adapt, and leverage that
 experience it.
      New Operating System
The paradigm shift of freedom
 versus responsibility,
 recognizing that the name of
 the game now is giving
 people freedom so they can
 prove that they are
 responsible
Two Operating Systems

   Industrial Age Oriented
        “Traditional”
  Information Age Oriented
Industrial
Commodity
Tool, buildings,
 merchandise. “He
 who controls the
 tools controls the
 system.”
People Then
Less educated / Dependence on
managers with education to tell them
what to do. “Father Knows Best”
Society more formal.
People Then
Speed was slow / Get across the country in 10
days
Parochial
Industrial Era
Life was Stable
Linear Sequential Work Process
Mediocre Expectations and Services
Industrial Era
One Size Fits All
Not much competition
He who owned the tolls controlled.
Industrial Era
Centralized
Preoccupation with rules
 and regulations
Hierarchical chains of
 command
Country smaller /sluggish
Information Age
The New Operating
     System
          New Commodity
We are in an information society. we are out of
 the industrial society. Before things were a
 commodity of value, today information is the
 value. Today the most influential person is
 the disgruntled worker.
People Now
Educated / informed from
media
Less formal
People Now
   Expect speed
      Global
Information Age
  Rapid Change
  Networked Process
   Using Technology
  Expectations of
   Excellence
Information Age
Customized Services
Global Competition
Fiscal Constraints
Cutting Red Tape
A Shift from a system in which
 people are accountable for
 following the rules to a system in
 which they are accountable for
 achieving results
Putting Employees First
Listen carefully to their employees
 using surveys and focus groups
Use incentives that drive their
 employees to put customers first
Empowering Employees-
for Results
Empowering front line workers to make
 more of their own decisions and solve
 more of their own problems.
Embrace labor management
 cooperation, provide training and other
 tools for employees for Humanizing the
 workplace.
Defining Purpose
       Industrial          Information
Find it in statutes,   Find it in mission,
   rules, and             vision, strategy,
   policies.              and values
                       Customer-based
Authority-based

                       Do the Right things
Do things right.
         What Matters
     Industrial              Information
Adherence to rule    Results that customers
  and procedure        value
Supervision,         Self-directed work teams.
  audits,hearings,gr
  ievances
          Work is organized
          toward
      Industrial              Information
  Interests of the      Interests of
   organization are        customers and
      paramount.           employee are
Quality is defined by      paramount.
  experts.              Quality defined by
                           customers
                           /experts /
                           employee
               How it is controlled
         Industrial               Information
Control is focused on      Control is focused on
  inputs.                    results customers
                             value.
At the top and through the Through customer
   chain of command.         /employee chain of
                             value
Compliance is focused on
   enforcement.            Motivating people to
                             comply
              Conditions Employees
      Industrial               Information
Assume people will
                       Assume people will
  screw up: build
                         perform; empower them
  system of controls
  to prevent them        to succeed.
  from doing so.
Formal hierarchy is    Flexibility important: focus
  important; focus       on big picture
  on your
  job,specialization
           The Catalytic Manager
Traditional: Authority Based
Information Age: Separate policy
  decisions (steering) from service
  delivery (rowing).
              Employee Centered
   Traditional:Manager does all /
    employees become depended on
    manager, no control
   Information: Employee Based, advisory
    groups, surveys, Self-directed work
    teams.
Mission-Driven Business
Traditional: Make money follow
  rules.
Information:Turns employees free to
  pursue the business mission with
  the most effective methods they
  can find.
          Result-oriented
Traditional: Focus on inputs, ignores
  pays little attention to outcomes
Information: Focus on outcomes,
  dedication factor
            Customer-Driven
Traditional :Pay does not come from
  customer satisfaction, one size fits
  all. No complaints your ok.
Information:Changes rules to help the
  needs of the customer and
  employee. Focus is on customer
  satisfaction.
         Anticipatory
Traditional: Write employee up in
  order to solving problems.
Information: Spends time and energy
  and training in order to prevent
  worker dissatisfaction.
          Decentralized
Traditional: Hierarchy top down.
Informational: Participation and
  Teamwork
Example: TQM, Quality Circles, Labor
  Management Committees, Employee
  Development Programs, Attitude
  Surveys
        Here’s How
   Create a clear sense of
    mission.
   Steer more, row less.
   Delegate authority and
    responsibility.
   Replace regulations with
    incentives.
            Here’s How
   Develop pay based on outcomes.
   Measure our success by customer
    satisfaction and income.
                Survey of employees:
   68% “it is important to believe that their work
    was appreciated by others.”
   63% “said they would like more recognition for
    their work.”
   67% “agreed that most people need
    appreciation for their work.”
   8% “thought people should not look for praise.”
Train your employees up-front

             Urine Test up front or suggestion
              of it on the application.
             Spend an hour, morning or day
              with director / president.
             Introduce to all employees
An executive must learn to be a
leader who is...
    more of a symphony
     conductor
    an architect
    a coach
    not a general, an
     authoritarian type
The day of the know–everything
manager is over
they do not know everything and
  everybody knows they don’t know
  everything.
        Old Operating System;
   manager had the knowledge
    and
   the power was based on that
    knowledge. You had insight.
   People weren’t going to make
    decisions unless you said it
            New Operating System
   The object now is to take the
    brilliance of the ideas of the people
    who work with you and focus them…
   to affect the direction of the business,
   to affect growth, and to affect
    strategic issues.
       New Operating System
   new unit of business is the
    individual, not the
    company.
   person can carry around
    the computing power that a
    medium-size company had
    in 1985
          New Operating System
   Their marketplace is not
    domestic, it’s global.
   They are fundamentally
    going to have to change the
    way they lead and manage
    people.
   The speed of change is only
    going to be faster.
Things are moving so fast
that if you hold onto your
experience too long, you’ll
get trapped into old ways of
looking at things.
New Operating System

  Can you learn
   faster then the
   person next to
   you.

				
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posted:5/2/2013
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