Module 5
Leadership and Strategic
Planning
1
Leadership
• The ability to
positively influence
people and systems
to have a
meaningful impact
and achieve results
2
Strategic Planning
• The process of envisioning an
organization’s future and developing
the necessary procedures and
operations to achieve that future.
“If you don’t know where you are going, any road
will lead you there.”
3
The Baldrige “Leadership Triad”
Strategic
Planning
Operations
Leadership
Customer and
Market Focus
4
Executive Leadership
• Defining and communicating business directions
• Ensuring that goals and expectations are met
• Reviewing business performance and taking
appropriate aciton
• Creating an enjoyable work environment
• Soliciting input and feedback from customers
• Ensuring that employees are effective
contributors
• Motivating, inspiring, and energizing employees
• Recognizing employee contributions
• Providing honest feedback
5
Core Leadership Skills
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Vision
Empowerment
Intuition
Self-understanding
Value congruence
– (Culture)
6
Achieving Quality through Culture
Your Culture is Your Brand
8 Steps:
Creating a new culture calls for new methods
Champion the vision and re-channel the energy
Make your early moves bold, dramatic, and unwavering
Surrounding yourself with talented, tough-minded nonconformists
Re-engineer the reward system to reinforce the behaviors you want
Track progress, measure results, and hold people accountable
Remove obstacles and bureaucratic practices
Establish concrete evidence and tangible results through small wins
7
How Great Leaders Inspire
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire
_action.html
http://www.ted.com/talks/david_logan_on_tribal_leadership.html
“The passion is in living and working in the spirit of a quality
ethic—which means having a deep belief that what you do to make
quality better makes everything in the organization better”
~A.V. Feigenbaum
8
Question
• Most corporate quality failures rest with?
– A) Manufacturing
– B) Teams
– C) Quality Management
– D) Leadership
9
Leading Practices - Leadership
• Create a customer-focused strategic vision and clear
quality values
• Create and sustain leadership system and
environment for empowerment, innovation, and
organizational learning
• Set high expectations and demonstrate personal
commitment and involvement in quality
• Integrate quality values into daily leadership and
management and communicate extensively
• Integrate public responsibilities and community
support into business practices
10
Leadership Theories
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Trait approach
Behavioral approach
Contingency (situational) approach
Role approach
Emerging theories:
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Attributional theory
Transactional (Charismatic) theory
Transformational leadership theory
Substitutes for leadership theory
Emotional intelligence theory
11
Zenger-Miller
Leadership Competencies
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Setting or sharing a vision
Managing a change
Focusing on the customer
Dealing with individuals
Supporting teams and
groups
• Sharing information
• Solving problems, making
decisions
• Managing business
processes
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Managing projects
Displaying technical skills
Managing time and resources
Taking responsibility
Taking initiative beyond job
requirements
Handling emotions
Displaying professional ethics
Showing compassion
Making credible presentations
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How to Start a Movement
13
Leadership System
• Refers to how decisions are made, communicated, and
carried out at all levels; mechanisms for leadership
development, self-examination, and improvement
• Effectiveness of leadership system depends in part on its
organizational structure
“The first follower is an underestimated form of leadership”
“The first follower is what transforms a lone nut into a leader”
“The leader is over glorified, the first follower transforms the
lone nut into a leader – therefore, nurture your first followers”
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Common Organizational Structure
Customers
Customer
team
Customer
team
Customer
team
Systems and support services
Executive steering committee
CEO
15
Leadership and Public Responsibilities
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Ethics
Health, safety, and environment
Community support
CSR (Corporate Social
Responsibility)
• Sustainable Business
Practices
16
Strategic Planning
“A strategy is a pattern or plan that integrates an
organization’s major goals, policies, and action
sequences into a cohesive whole.”
Formal strategy includes:
• Goals to be achieved
• Policies to guide or limit action
• Action sequences, or programs,
that accomplish the goals
17
Tasks Accomplished
by Strategic Planning
• Understand important customer and
operational requirements
• Optimize use of resources and ensure bridging
between short-term and longer-term
requirements
• Ensure that quality initiatives are understood at
all organizational levels
• Ensure that work organizations and structures
will facilitate accomplishment of strategic plan
18
Leading Practices Strategic Planning
• Active participation of top management,
employees, customers, suppliers
• Systematic planning systems for strategy
development and deployment, including
measurement, feedback, and review
• Use of a variety of external and internal data
• Align short-term action plans with long-term
strategic objectives, communicate them, and
track progress
19
Strategic Planning Process
Reason for existence
Mission
Future intent
Attitudes and policies
Vision
Guiding Principles
Environmental assessment
Strategies
Broad statements of direction
Strategic Objectives
Action Plans
Capabilities and risks
Things to change or
improve
Implementation
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Mission
• Definition of products and services,
markets, customer needs, and distinctive
competencies
• Solectron: “…to provide worldwide
responsiveness to our customers by
offering the highest quality, lowest total
cost, customized, integrated, design, supply
chain, and manufacturing solutions through
long-term partnerships based on integrity
and ethical business practices.”
21
Vision
• Where the organization is headed and what
it intends to be
– Brief and memorable - grab attention
– Inspiring and challenging - creates excitement
– Descriptive of an ideal state - provides
guidance
– Appealing to all stakeholders - employees can
identify with
• Solectron: “Be the best and continuously
improve”
22
Leadership/Manager Juxtaposition
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