Dear list,
I took the challenge of defining leadership. Below is how we
define and measure leadership. Thanks, Rick Corcoran
Leaders vs. Managers. Keep in mind that we value both, but we
require all of our managers to be able to lead. The trick is to
teach them when to be a leader and when to manage.
We determined that in order for our managers to become good
leaders they must have the following tools:
VISION OF THE FUTURE
DATA ON THE CURRENT SITUATION
POLICY DEPLOYMENT (how to get the vision into job descriptions)
360 DEGREE FEEDBACK, Plus Delta feedback
Facilitator Development Class (internal)
DEFINITIONS
Leader=
Understands things in the context of the whole system
Manager=
Understands things in a vacuum for the function of the department
Leader=
Values harmony, stability, balance among groups
Manager=
Values stimulation, highs/lows, crisis mgt.
Leader=
Manages relationships
Manager=
Manages events
Leader=
Brings people together
Manager
Separates people / competes
Leader=
Real time awareness of operations
Manager=
After the fact, tangible results awareness, Monday night
quarterbacking
Leader=
Questions to EXPLORE what works
Manager=
Answers orientated on RIGHT/WRONG
Leader=
Power is in helping, teaching, supporting
Manager=
Power is in knowing, having, keeping, witholding
Leader=
Based a lot on sensing and reading people
Manager=
Based on slogans, numbers, goals, abstractions
Leader=
Understands how things work to get desired outcome
Manger=
Demands outcomes without understanding how things work
Leader=
Values improving over time
Mananer=
Values doing it right the first time
Leader=
Control of processes by people
Manager=
Control of people by people
Leader=
'Controls' as tools for improvement
Manager=
'Controls' as means of inspection
Below is a grid that we use to define Leadership vs Management
VISION (Where we want to go)
S - | +
i |
t - A | + D
u |
a___________________|__________________
t |
i |
o - B | + C
n + | -
(where we are)
A = Person has no idea what the reality is in the operations, and
no idea where to lead to. Person is reactive, crisis driven,
rely's on outside indicators of performance. Works on priorities
as set by the Customers or Users of the processes.
B = Person has no idea of the reality of the operations, but a
clear idea where it needs to be. Person is seen as a dreamer,
philosopher. Can motivate, but loses in the long run because the
operations are immobile.
C = Person has a good understanding of the current reality, but
doesn't know where to lead people to..so it is situational without
vision or firefighting.
D = Our definition of a Leader. Person has a clear understanding
of the reality of the situation, the enablers and barriers and
knows where we need to be. This person is proactive and can focus
on the process to get us from our current point to the desired
future.
EXAMPLES OF SOME OF THE MEASURABLES
Evaluation from subordinates
1. How clear is the VISION for the Company, Department?
Do you understand what portion of the vision is your groups
responsibility?
2. What kind of Data do you currently collect to show you the
'real time' of your current situation/ and movement toward the
vision?
3. How is the data used to problem solve?
4. How is my department doing in controlling variation?
5. How well does my department do in finding out what my Customer
needs?
6. How valuable is quality?
7. Has my department identified all of our Customers?
8. How well does my department follow PDCA _ SCDA_ PDCA_ SDCA
cycle?
9. How sucessful is my department at being Non-blaming,
Non-jugemental?
10. How well does my department look at Total Systems instead of
our own needs?
11. How well does my department understand that we the results we
get because of the processes we use?
We also use team meeting or department meeting evaluations at the
conclusion of every meeting. We also train leaders in
communication skills and soft skills. Without going into a lot of
detail we have a specific view of the following situations:
TRAINING: Instructors need to go where the learning is. Any
instructor who is doing more than 40% of the talking is not
teaching. Learning involves using a process, conveying content
and building a relationship with the audience.
REPORTS: Come out from behind the podium and put down the pointer.
RESULTS (data on outcome) should be only 10% of the report. The
audience is interested in what you did to get the results and how
you identified enablers, barriers and roadblocks. Reports should
be 50% audience interaction. Report to smaller groups and leave
the rented theaters behind.
MEETINGS: Should be Cross-functional, Data driven, with an ACTION
outcome (who will do what by when) following a PDCA/SDCA process.
Let me know what you think.
All rights to the material are protected under law and copywritten
by Excel Industries and/or the Kaizen Institute or America.
Thanks for your interest,
Rick Corcoran
Kaizen Facilitator / Continuous Improvement Manager
Excel Industries
CC: corcoranre