Leadership and Management
Principles
Baldrige Performance Excellence Group
April 26, 2011
Jeff MacLellan,
Vice –Chairman ~ Landmark Bank
Background
“Everything you do prepares you for what you are ultimately going to
accomplish”
 Bi-cultural Upbringing
 Military School (self discipline, leadership, learning,BC)
 SMU – BBA & MBA
 Air Force active duty during Viet Nam
 Started in banking in 1974 – credit training
 Became bank President at age 36 in 1984
 Moved to Columbia in 1987 as Pres &CEO of FNB
 Became President of Holding Co in 1995

Retired in 2009 after 35 years in banking, last 25 as CEO.
What is Leadership?

The ability to inspire confidence and
support among followers and those whose
competence and commitment produce
performance
TEN Characteristics of Leaders





Self Knowledge
Open to feedback
Eager to learn &
improve
Curious, risk taker
Ability to concentrate
or focus





Learns from adversity
Balances tradition and
change
Open style
Works well with
systems
Serves as model and
mentor
Leadership VS. Management

Leadership






Guiding
Directing
Teaching
Motivating
Achieving
Goal setting

Management





Resource coordination
Integrating to
accomplish goal
Controlling
Planning
Coordinating
Results
 Good
leaders produce results,
consistently, year after year,
constantly raising their standard.
(Results are 450 of the possible 1000
points in Baldrige application.)
Deposits(in thousands)
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
Loans
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
AssetsGrowth in Total A
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
1990
1995
2000
2005
2010
Earnings
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
$0
1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010
Landmark Bank







Put together competent, professional
management group
Provided succession management
Built 25 locations in 3 states
Bank made money every year
Bank remained healthy through all economies
Combined bank of $1.5 billion
Poised for future growth & success
Results and Baldrige







Baldrige criteria are a blueprint for success:
Vision. Mission, Purpose, Values
Measure – You manage what you measure
Goals – Clear, achievable, and measureable
Benchmark - Measure against competition
Communication - Your plan and results
Accountability – Hold leaders accountable
Non-Results
1.Venture into other industries
(stick to your knitting – Tom Peters)
2. People mistakes
3. Worst loan I ever made
What Makes a Good Leader?
Self – Awareness
Self – Regulation
Motivation
Emotional Intelligence
Social Skill
Vision
Integrity
Referred to as
Self-Management
Skills
All four reflect your
ability to manage
Relationships with Others
Self – Awareness (Know Yourself)

Definition:


The ability to recognize and understand your
moods, emotions, and drives as well as their
effect on others
Hallmarks:



Self confidence
Reliable self-assessment
Self-deprecating sense of humor – ability to laugh
at yourself
Self – Regulation (Discipline)

Definition:



The ability to control or redirect disruptive
impulses and moods
The propensity to suspend judgment – to think
before acting
Hallmarks:



Trustworthiness and integrity
Comfort with ambiguity
Openness to change
Motivation

Definition:



A passion to work for reasons that go beyond
money or status
A propensity to pursue goals with energy and
persistence
Hallmarks:



Strong drive to achieve
Optimism, even in the face of failure
Organizational commitment
Emotional Intelligence

Definition:



The ability to understand the emotional makeup of
other people
Skill of treating people according to their
emotional reactions
Hallmarks:



Expertise in building and retaining talent
Cross-cultural sensitivity
Service to employees and customers
Social Skill

Definition:



Proficiency in managing relationships and building
networks
An ability to find common ground and build rapport
Hallmarks



Effectiveness in leading change
Persuasiveness
Expertise in building and leading teams
Vision

Definition:



Unusual competence in discernment or
perception; intelligent foresight
The manner in which one sees or conceives of
something
Hallmarks:


Creativity
Intellectual Drive
Integrity

Definition:



Steadfast adherence to a strict moral or ethical
code.
The state of being unimpaired; soundness
Hallmarks




Honesty
Firm beliefs
Strong Character
Do what is “right”
Baldrige Criteria

Why am I Intrigued by Baldrige?

Results Oriented (450 out of 1000)
Comprehensive
It transcends industries – city, health care,
manufacturing, education. Baldrige criteria work
in any industry.

It Works



I wish I had encountered Baldrige 35 years ago
Jeff’s Leadership Lessons
1. Hire the best people you can, train them, trust them and let
them flourish. (and always let them know you are there for
them)
2. Hire people with different skill sets, different perspectives,
different ideas. (it strengthens decisions)
3. Keep people challenged, constantly learning; move them
around.
4. Rely on your experience and wisdom – you may see things
differently than others.
5. Be consistent – people should know what to expect.
6. Have a passion for what you do.
Jeff’s Leadership Lessons
7.
8.
9.
10.
Balance is key, in most of what you do
Be flexible – you never know what the day will bring.
When in doubt, do what is right.
Be decisive – a mediocre decision is worse than no
decision (as long as it is not a fatal one).
11. Know where you are going (if you don’t, why would
anyone follow?).
12. Communicate, communicate, communicate.
13. Protect your character.