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:
• Knowing where to hit it:
• Total
$10
$990
$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 Statement
Provide excellent customer service and innovative acquisition solutions for our Laboratory partners
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Modernize and Streamline JPL’s
Acquisition Process
Collaboratively Partner with Our
Customers
Innovate Sourcing and
Management of JPL Supplier Base
Be an Employer of Choice
Maintain 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 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 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.
 Objective 1.1 – Improve procurement
processes to reduce processing time and
enable increased automation
 Objective 2.1 – Understand and address
customer satisfaction levels, desired
customer experience, and opportunities for
improvement
 Objective 3.1 – Ensure organizational
structure contains sufficient analytical
capability and provides targeted
programmatic and commodity support
 Objective 4.1 – Conduct Annual Strategic
Measure Analysis
 Objective 5.1 – Target and resolve repeat
audit findings
 Objective 4.2 – Workforce and Talent
Management
 Objective 5.2 – Simplify repository for
Acquisition processes and procedures
 Objective 2.2 – Develop integrated
communications and early-partnership
strategy
 Objective 3.2 – Develop a customized
training framework to measure current
skills and target gaps for training
 Objective 4.3 – Recruiting and Retention
 Objective 5.3 – Improve success rate of
identifying, communicating, and
implementing changes to operations
 Objective 1.2 – Enable Acquisition Division
personnel and end-users to view real-time
procurement status
 Objective 4.4 – Knowledge Management
 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 3.3 – 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 4.5 – Training & Development
Marcus Buckingham
• Authenticity of a leader
• --http://michaelhyatt.com/videos/an-interview-with-marcusbuckingham-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
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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
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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_y
ou_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”
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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!