TDG Leadership Legacy Forum
10/1/12
Presented By: Greg Martis
What Current Historical Event requires these
leadership characteristics?
• Leadership Characteristics:
– Requires Financial responsibility, budget savvy, can understand and sell
accounting viewpoints
– Perceives the consequences of actions (3 steps ahead), makes tough, sound
decisions on time.
– Ingrained precepts of quality/continuous improvement
– Can be creative, innovative and resourceful to get results
Answer At The End Of My Talk
Agenda
•
•
•
•
Intro and background
• Darren Meyer – IT Management
to Inside Sales Manager
Magnetrol background
IT Vision slide and IT Horizontals • John Aaron – “Freedom Within
Structure”
Current activities tied IT
• Loren Data – Experience,
Horizontals
experience, experience.
• Break
• Will Fiedler – Transitions –
personal, job, and company.
• Wrap-up
Background (see essay bio too)
• Born and raised in Lockport, Illinois
• 2 brothers, mom and dad born in Lockport, mom’s
Great Grandparents came from Italy
• Education:
– 1980 - Graduated from LTHS (home of the “Porters”)
– 1984 - North Central College (B.S. Chemistry and
Computer Science)
– 1990 - Drexel University (M.S. Computer & Electrical
Engineering)
• 1 wife, 2 daughters, and 1 dog (all M’s)
• Lived in Illinois, Delaware, Pennsylvania, and
England – traveled for business and pleasure to 25
countries
• Outside interests
– Anything outdoors, especially fly fishing, hiking,
orienteering, and camping
– Racquetball, basketball, baseball, and biking
– Coaching
School & Work History
• B.S. Chemistry & Computer Science, M.S. Computer & Electrical Engineering
• Argonne National Laboratory (’82-’84)
– As an intern in college, learned the value of “real” money and research
• DuPont (’84-’90)
– First job out of college, learned what 40 hours/week is like, “a year-long project,
huh?”
• UOP (’90-’07)
– Advanced Process Control, Project Management, Lived in UK for 3 years.
Understanding work and family life, learning about the “rest” of the world and
valuing diversity, global infrastructure support
• Honeywell Specialty Materials (’07-’09)
– Integrating with a large company, expanded management to 92 locations across
the world. Learned about up-ward management, a lot of change and movement,
politics, outsourcing/co-sourcing
• Honeywell Technology Solutions Inc. (’09-’11)
– IT services for government contracts working with all military branches, NASA, and
FAA. Experience to government contracts and spending decrease, services
business, group transformation, lots of travel, budget management, and
leadership development
• Magnetrol (Dec 2011)
– Business transformation, building global team, and having fun!
About 800 employees, impressive employee commitment, global
presence, 500 reps, 10,000 customers, >200 products, IT is locally
focused, point solutions to meet local needs, much more…
What is level and flow control?
What is level and flow control?
Why is this important to us?
• Our lives are touched every day and every minute by level and
flow control applications
• Level and flow control protect dangerous environments –
nuclear, petrochemical, and waste treatment
• Something as “simple” as this can make money
• IT is embedded throughout the product lifecycle: in the control
process, data collection, product manufacturing, engineering,
marketing, sales efforts, financial processing, global reach, and
many more areas
Don’t let the size of the company fool you, IT is just as complex in
small to medium sized companies as the conglomerates. More on
this later…
Magnetrol - Vision, Mission, Values
VISION STATEMENT:
To be the customers’ preferred partner in the global supply of level and flow control
solutions
MISSION STATEMENT: To grow profitably to a $250M company by:
• Leveraging the entrepreneurial spirit rooted in our “family business” heritage and
further developing human assets for a diverse, open, inspired and technologically
advanced culture where each associate is valued and fully engaged.
• Ensuring that the highest standards of corporate citizenship are an inherent part of
the way we conduct business.
• Fostering an operationally effective organization for bringing superior quality
products and services to market that consistently exceed customer expectations and
facilitate customer partnerships.
• Exceeding industry growth focusing on key market segments and adapting our
products, distribution, manufacturing and services to best address current and
emerging customer needs.
CORE VALUES:
Leadership, Integrity, Respect, Responsibility, Growth
Magnetrol Core Values
Core Values
To Associates
To Customers
To Owners
To Community
Leadership
• We strive to create an
internal environment that
encourages creativity,
innovation, and risktaking, and accountability
• We exercise
exceptional
customer service
We strive to develop
and nurture mutually
beneficial
partnerships
We take risks if
needed and speak
up with ideas and
thoughts for the
greater good
• We take
accountability for
the performance of
the
Company
•We make decisions
that contribute
positively to the
community and the
Environment
Integrity
• We are sincere, open,
honest, candid and
caring
• We take pride in our
work
• We strive to build
trust with our
customers and
business partners
• We look for
opportunities to earn
customer’s business
• We bring our best
effort every day
• We conduct
business in a fair,
ethical, and lawful
manner
• We conduct
business in a
socially responsible
and environmentally
friendly manner
Respect
• We appreciate
individual differences and
diversity
• Similarly, the value of
solid teamwork is
recognized
• We are courteous
and professional
• We are
conscientious and
timely in addressing
customer needs
• We strive to
understand and
support the
decisions
made to further
business goals
• We maintain a
positive standing in
our community via
respectful social,
environmental and
ethical conduct
Core Values (cont.)
Core Values
To Associates
To Customers
To Owners
To Community
Responsibility
• We create a safe and
secure work
environment
• We use company
assets
conscientiously
• We honor our
commitments
• We provide quality
products and
services
• We are responsive
to our customer
commitments
• We strive to utilize
resources in an
efficient and
responsible manner
• We honor our
commitments
• We support
initiatives that help
create an
increasingly
sustainable
environment
• We volunteer,
participate, and
contribute to the
community we live
in
Growth
• We encourage and
support personal and
professional growth
and development
• We reward based on
merit
• We provide input and
even challenge options
if needed leading to
richer
decisions
• We have a built in
capacity to manage
and cope with
customer
“impatience”
• The customer has
a right to demand
superior solutions
faster than we can
deliver
• We know our
competition
• We add value in
every step of our
operations
• We contribute
ideas
towards growth and
savings
• We participate in
industry events,
standards bodies,
trade organizations,
and community
business
organizations
My Experience With Large vs Medium Sized
Company Differences
Focus Area
My Current
Approach
Size of company
Huge – 150K employees
Medium - 800
employees
Apply experiences
Policies, procedures, and
standards
Very bureaucratic and a
policy for everything
Some policies, but many
policies are not
formalized
“Freedom Within
Structure”
Vision
Strategic plan – 5 years
No formal strategy
Build strategy, but not
lose focus on “the now”
Personal Control
Many levels of approval
required
Report to the CFO who
reports to the owner
Finally!
Leadership ability
Minimal
Very internally focused
Build Leadership
capability through others
and partners
Virtual
Way of working
Not established
Establish
Family considerations
24X7 expectations
Family first
Try to balance
Complexity
Major multitasking,
critical major issues, but
limited control
Not trivial, but able to
get hands around the
challenges
Bring in outside
perspectives
Learn and adapt
IT Vision for 2012 and Beyond
Assess and Prioritize
•
•
•
•
Establish & Maintain IT Portfolio Governance & Financial Mgmt Process
Vulnerabilities
Strategic Direction
Gaps/Opportunities/Demand-VOC
Constraints/Organizational Readiness
Project
Mgmt
Execute Application Roadmap (e.g. ERP, MPSS, MQOS, SharePoint, Outlook, etc.)
Execute Infrastructure Roadmap (e.g. remediate vulnerabilities, virtualization)
Change
Mgmt
Optimize Global IT Team Integration and Alignment
Maintain Efficient and Effective Operations
Jan
Feb
Mar
Apr
May
Jun
Jul
2012
Aug
Sep
Oct
Nov
Dec
14
IT Vision
Global IT Tools
(continuous work in progress)
Roadmaps
ERP- SAP
Sales, Production, HR, Financials
Processes and Procedures
Governance, PM, ITIL, Six Sigma
Infrastructure and Security
Virtualization, Backups, Firewalls
2012 Objectives
• Assessment of current environment
• Governance Model
• Group structure to meet current and future
business goals
• Critical Application/Systems roadmaps
• Change management
• Leadership/Team development
• Global IT Integration
• Financial management
• Operational Excellence
2014
OPTIMIZATION
IM, Social Media, SharePoint
2013
2012
IT Horizontals – Courtesy of Dick Dooley
IT Horizontal
Overall Technical Architecture
Project Management Office
Enterprise Wide System(s) &
Business Process Redesign
Mobile handhelds - APP based
development - Cloud Residence Multiple Function Devices (BYO).
Security
Magnetrol Philosophy (evolving)
•
•
•
•
•
•
•
•
Leadership Development
•
Organizational Culture and Change
•
Ownership & accountability
expectations
Internal Consulting
•
•
•
•
•
IT Service Management - Building roadmaps focused on
Virtualization, Enterprise Systems, Security, …
Using Partners for rapid infusion of knowledge and leadership
PRIMMS, PM tools, Process Improvement – John Aaron will cover this
Business Transformation through ERP
Process Improvement with Six Sigma philosophy
Being “pushed’ by the business faster than comfortable
Reviewing hosting options for ERP
Leveraging outside expertise to assess, assist in creating strategy, and
perform vulnerability analysis
22 Leadership Characteristics wrapped around apprentice model.
Loren Data, Darren Meyer, and Will Fiedler will speak to this.
Using ADKAR model supported by two PHDs – (Julie Bjorkman and
Chris Fernandez)
Real meaning of Mission and Reinvetion
Vision, Mission, Values  Balanced Scorecard  Department Goals
Monitoring done through Department Scorecard
Great idea. Looking at driving this through Leadership Characteristics
and Apprentice program
Learning from valued partners (Contax and RL Canning)
IT Service Management
• Do you have a Services Portfolio?
• Are your customers involved in defining the services, sharing
their expectations, and providing feedback?
• How many services have you retired this year?
• What is the value of each service?
• How is each service performing?
Managing The Portfolio
Marco Cattaneo
Charles Sturt University
Amount of Effort In the Portfolio Life Cycle
• Trained 25 people on ITIL V3
fundamentals – Magnetrol and RL
Canning shared the cost and
experience
• Focusing more effort on retiring
services in order to free up time
and $ for IT investment
• Optimizing performance for the
key services that we support
• Starting to conduct more valuable
discussions with the business
• Example – Virtualized about 30
servers in the last 2 months
removing 15 physical servers from
the IT environment.
• Key Points:
–
–
–
–
Partnerships
Infuse expertise into the team at the right spot and right time
Increase knowledge and sustain learning
Ensure common goal, joint ownership, and win-win situations
Integrate their resources as quickly as possible (hone your on-boarding
process)
– Drive additional value from partners (faster implementation, more
complete solutions, documentation, insight, strategy,…)
Three Year Objective
(G.E.E.I.S)
The Goal:
A Fully Integrated, Collaborative
Global Company Using Best Practices
To Secure Long Term Competitive Advantage
Customer
Satisfaction
ERP supports the
attainment of a
Globally Enabled
Enterprise with
Integrated Systems.
21
ERP Project and Process Improvement (Process & Tools)
When implementing a global 3 year project, can we wait to improve
until after the implementation?
Now
•
•
Use Six Sigma processes and tools to
document and incrementally improve
Mind mapping
Future
Leadership Characteristics – Dick Dooley/John Aaron
Baseline Yourself
Change Management
Assessment of ERP Sponsors
Scores:
Leadership/Sponsorship: 26
Project Management: 24
Change Management: 17
Change
Management
Strategy
Change
Management Work
Areas
Change
Management
Outcomes
Communication
Awareness
Sponsorship
Desire
Results
Assess readiness for
change
Assess organization
Assess risks
Develop special
tactics
Assess/Prepare
sponsors
Assess/Prepare
individuals and
teams
Training
Coaching
Resistance
Management
Readiness
for change
Knowledge
Ability
Reinforcement
Achieve
project goals
Vision-Mission-Values Aligned To IT Performance
Vision,
Mission,
Values
Balanced
Scorecard
Department
Goals
2012 Goals
1) Globalization of IT
2) Manage Infrastructure & Security
3) Manage ERP & Applications
4) Manage IT Service & Requests
5) Define group structure to meet
the needs of the business
6) Manage capital and expense
budget
IT Scorecard
Metric
Mission
• At Honeywell – provide services to load the ship below with equipment
for 20,000 soldiers (truly life or death situation)
• How do you get people motivated and aligned to your Mission?
• Create an urgency
• Reinvent yourself, your team, your company
• Define what’s in it for everyone
• Paint the transformation picture – “before and after”
Internal Consulting
The role of the ? professional is being transformed from that of the
guardians or enforcer of an organization’s policies and procedures into that
of a strategic business partner. As demands on and expectations of ?
professionals change, they must continually develop new skills to add value
to the organization. Essential skills of the ? Professional as Business
Partner are consulting skills. As an internal consultant, ? professionals act
as a proactive advisor providing critical input into the strategic initiatives of
the organization and become increasingly involved in the implementation
of strategies. As ? professionals take on these additional responsibilities,
their role changes and they are able to have a greater impact on the
organization.
What Would This Look Like In Your Organization?
BREAK
Darren Meyer
Transition: IT to Sales Management
• Greg told on day #2 with Magnetrol that I was
going to leave IT
• Long time supervisor moved out
• New supervisor never in a ‘pure’ supervisor
role previously
• 4th boss in ~12 months (previously had same
boss for 10+ years)
Leadership Performance in Different Roles, Over Time
• Your customer changes, but problems,
challenges, expectations, etc. remain the same
• Management of people is the same –
obtaining discretionary energy of your team
• Must “re-learn” how to manage up/down to
different people
Technology Changes Facilitate Organizational Change and
Leadership Change
• Can’t ‘default’ to system/IT solution…must
explore people and processes first!
• How to introduce better/different use of
technology amongst a slew of other changes
• Making sure not to overstep non-IT bounds
and/or upcoming ERP changes…Becoming a
user!
Collaboration Across Functional Lines
• IT gets a very broad view of the organization –
a great opportunity to grow professionally
• IT must often act as a bridge across various
gaps…user specifications…user
expectations…user understanding…etc.
• IT is all about problem solving
• These are valuable business skills…not IT skills,
if nurtured correctly and combined with the
correct delivery
John Aaron
Life-Long Leadership
Learning for Project Managers
John Aaron
Dick Dooley
Greg Martis
How Do People Learn?
Bloom's Taxonomy (1956 Taxonomy of Educational Objectives) divides educational objectives into three
"domains": cognitive, affective, and psychomotor. It remains one of the most foundational and essential
elements in education.
The Project View
Milestones
Exit Criteria
Project Manager Report—Includes Measurement of
“Doing, Experience, Achievement”
Sample Report from PRIMMS®
Target Competencies Touch Upon Various Levels and Modalities for
Each Project Cycle
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
Financial responsibility, budget savvy, can understand and sell accounting viewpoints
Persuasive, can move others to action, can delegate effectively
Perceives the consequences of actions (3 steps ahead), makes tough, sound decisions on time.
Business acumen and judgment, keeps cool under pressure and can handle “bad news”
Good at the art of presentation, communication and giving feedback
Ingrained precepts of quality/continuous improvement
Effective use of power, can negotiate, be diplomatic and tough
Can be creative, innovative and resourceful to get results
Excellent holistic/conceptual ability with capacity for detail
Maturity and willingness to be accountable
Customer orientation
Is positive, encouraging and reasonably optimistic
Can develop and effectively articulate a vision
Personal integrity, credibility and ethics
Sensitivity to managing time, timing issues and other people’s time
Build teamwork capacity & energy
Awareness of internal/external politics
A team player, positive attitude, can work in collaboration with others
Can handle complexity/ambiguity
Capacity for strategic thinking & action
Ability to understand and interact with the market
Builds and adjusts relationships
Decisions reflect a global orientation and mindset
Can leverage a diverse work force
Intuitive, good instincts, anticipates, future oriented
Understanding of, comfort with, and insight into risk
Qual Cards for Each Leadership Competency
Assists in Mentoring
Mentoring : Assessing Leadership Development As Well As
Project Results for Each Project Cycle
Competency
Development
Each Project is an
Opportunity to Execute a
Cycle
Time
Our internal structures make
repetitions of Knowing, Doing and
Becoming additive for competency
development over time.
Competency 1
Competency 2
Higher Level Thinking Components
Competency 3
Perception
Lower Level Thinking
Components
Senses
Muscles
Action
Loren Data
No relation
to this guy! HELLO
My Name is…
LOREN
DATA
IT’S BEEN A COLORFUL CAREER………….. SO FAR!!!!
INSIDE SALES MANAGER
PROJECT QUOTES / APP. ENG.
/ TS MANAGER
PRODUCTION COORDINATOR
WAREHOUSE SUPERVISOR
PRODUCTION EXPEDITOR
SALES / QUOTATIONS
PC ORDER SCHEDULER
INVENTORY EXPEDITOR
MACHINE SHOP – DRILL OPS.
MATERIAL HANDLER
LEADERSHIP
• DIFFERENT ROLES
• YOUNGER GENERATION …HELPFUL?
TECHNOLOGY
• TELEX
• CLOUDS
CHANGE
• WALK INTO THE LIGHT
• IT’S ALL IN THE HEAD (AND THE GUI)
Will Fiedler
Wrap Up
Week At A Glance
Magnetrol
TDG
Monday, 10/1
Tuesday, 10/2
Wednesday, 10/3
Thursday, 10/4
Friday, 10/5
The Dooley Group
Leadership Legacy
Meetings
The Dooley Group
Leadership Legacy
Meetings
ERP Steering Team and
Advisory Council
Kickoff
ERP Team Lead and
Advisory Members
Kickoff
ERP Team Lead
Workshop
- Keynote talk
- Outside companies
and Universities
- Transportable
lessons from Cantigny
- 10 Meeting Themes
- Feedback
- Share experience
-Speakers from
Outside companies
and Universities
- Transportable
lessons from Cantigny
- 10 Meeting Themes
- Feedback
- Shared experience
- Role of Leader in DDay
- Different Groups
Working Together
- Understanding all
Team Members’ Issues
and Goals
- Coordinating a
Global Attack Strategy
- Understanding the
Resources Needed to
Do the Job
- Visualizing the
project, potential
failure points, and
plans to mitigate
weaknesses or
problems
Hal Nelson & Dick Dooley
- Role of Leader in DDay
- Different Groups
Working Together
- Understanding all
Team Members’ Issues
and Goals
- Coordinating a
Global Attack Strategy
- Understanding the
Resources Needed to
Do the Job
- Visualizing the
project, potential
failure points, and
plans to mitigate
weaknesses or
problems
- Integration and
external infusion of
ideas
- Tactical Project
Management role
- Effective teams
- Change
Management
- Communications
- Myers-Briggs
analysis
- Leadership
Enjoy The Meeting And Happy Oktoberfest!
Colette Huzinec VP & Chief HR
Officer, SmithBucklin Corp
“Corporate Wide Culture &
Expectations in a unique CEO
Leadership Framework Approaching Their Third Cycle”
John Falsetti, Executive
Director of Information
Technology, Maryville –Trying
to Influence Change with “C”
Level Leaders” and Limited
Resources
General Hal Nelson [Retired]
U.S. Army – Session and
Location
Overview, Basic & essential
Army Leadership ideas, plus
transformation
of the highest order, today, in
the U.S. Military
Joe Salwach, Director, Info.
Services, the University of
Kentucky - “Emerging Leaders,
from three Cycles, connections/
outreach,
Changes, impact
Truls Henriksen, Owner Henriksen Group
“Leadership Perceptions
From a Unique
Entrepreneur & Technical
Counsel – Impact on
today’s younger /evolving
professionals”
Colonel U.S. Army (Retired) Paul
Herbert, Executive director
of the first Division Museum at
Cantigny - “ Leadership Lessons
From Three Different but
Very Successful Senior Military
Leaders, Their Styles, Personalities,
and Fit, to the
Times and Situations”
Melanie Hanson, Executive
Director & Mark Zirkelbach, VP &
CIO Loma Linda University Health
Systems – “Preparatory and Very
Focused Leadership Learning
Process - To Beyond I.T