MSETM Program

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MSETM 5110 – LEADERSHIP STRATEGIES
Session 2
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Review “Rules of Engagement”
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Summary of Student Profiles
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Recap Session 1
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Management/Leadership Divergence and Convergence: Looking for the
Common Threads
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Video: Craig Weatherup, Former President and CEO, Pepsi Cola, North
America
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Reengineering Leadership
MSETM 5110 – LEADERSHIP STRATEGIES
Course Structure
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Review of Leadership Styles
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Examples of Recognized Leaders
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Examples of Emerging Leaders
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A Look at Values and Virtuality
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Use of HBR Case Studies for Relevancy and Application
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Presentations by Guest Executives
MSETM 5110 – LEADERSHIP STRATEGIES
Case Studies
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Case Study 1: Harvard Business Review (Bartlett), “GE’s Two-Decade
Transformation: Jack Welch’s Leadership.” Product Number 301040.
Case Study 2: Harvard Business Review. “A Video with Craig
Weatherup” (former CEO, Pepsico). Product Number 494518 (4/4/94).
Case Study 3: Harvard Business Review (Hutton), “Lycos, Inc.: The USA
Network, Lycos and TMCS Merger.” Product Number 100048 (4/16/00).
Case Study 4: Harvard Business Review (Hill and Farkas) “Meg
Whitman at e-Bay, Inc.” Product Number 401024 (2/28/01). -orHarvard Business Review (Ryans and Vandenbosh) “Compaq Computer
Corp.: The Dell Challenge.” Product Number 900M14 (7/01/00).
MSETM Program
A Master of Science degree designed for practicing…
Engineers and Scientists
whose careers involve…
Management of People,
Projects, Technology, and
Strategy
MSETM 5110 – LEADERSHIP STRATEGIES
Overarching/Fundamental Question: What is Leadership?
Vision/Mission
<—>
(Strategy)
Values
<—>
(Principles)
Executing/Implementing
<—>
(Aligning)
Performance/Results
<—>
(Metrics)
Continuous Improvement
<—>
(Leveraging)
MSETM 5110 – LEADERSHIP STRATEGIES
Doing the Right Things to:
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Sustain Employment
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Advance Career
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Achieve Personal Balance
…Personalizing Leadership
MSETM 5110 – LEADERSHIP STRATEGIES
The Ten-Chit Exercise: How Do I Spend My Capital?
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Intellectual
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Physical
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Emotional
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Political
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Financial
MSETM 5110 – LEADERSHIP STRATEGIES
Purpose
Connectivity
Relevancy
Application
MSETM 5110 – LEADERSHIP STRATEGIES
Session 1
“Immersion” Thru Anthology – Video, HBR, News Magazines, Anecdotes
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Technology Evolution
The Knowledge – Intensive Economy
Next Generation Leadership
Start – and Continue – to Look for Common Threads
Establish Bridge Between Leadership Seminar and MSETM Program
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Complementary Dimension
Learning About Leadership, Not Teaching How to Lead
Finding the Right Model for Individual/Team Success
Standards, Ethics, Integrity
MSETM 5110 – LEADERSHIP STRATEGIES
Environment
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Technology Evolution
Shorter Product Lifecycles
Globalization
Increased Competition
Downsizing/Rightsizing
Entrepreneurial/Intrapreneurship
Virtual Corporation
Enron Collapse
???
MSETM 5110 – LEADERSHIP STRATEGIES
Lost Market Capitalization in Last Two Years ($’s B):
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Cisco
- $399
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Lucent
- $216
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AT&T
- $93
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Enron
- $70
Source: CNN News, 1/14/02
MSETM 5110 – LEADERSHIP STRATEGIES
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Leadership Pre 9-11
Leadership Post 9-11
– Rudy Giuliani
– George Bush – Presidential Directive 39 (Anti-Terrorism); established
Homeland Defense (Tom Ridge); launched “Operation Enduring Freedom.”
– Colin Powell
– Don Rumsfeld
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The Harley-Davidson Posse Ride (10-day, 2300-mile, So. Padre-to-Canada
biking experience including retired bikers, yuppie weekend warriors,
“serious outlaws” to build brand loyalty, brand community)
The Abilene Paradox (Jerry Harvey), ISBN 0-669-19179-5. (“The trip no
one wanted to take or project the corporation wanted/would kill.”)
MSETM 5110 – LEADERSHIP STRATEGIES
(cont’d.)
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Emotional Intelligence (EI) vs. IQ
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A Walk in the Woods
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The Leader/Manager as Portfolio Manager
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Leveraging the Art of Leadership into the Science of Results
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Developing a “Bag of Tricks”
MSETM 5110 – LEADERSHIP STRATEGIES
Leadership is about coping with CHANGE.
Management is about coping with COMPLEXITY.
MSETM 5110 – LEADERSHIP STRATEGIES
Vision + Technology Innovation + Knowledge
Management = Improved Productivity and
Sustained Performance
MSETM 5110 – LEADERSHIP STRATEGIES
Leadership Characteristics
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Visionary (Thinking Strategically, Globally, Commercially)
Effective Communicator
Character (Honesty and Integrity)
Innovative and Bold
Tough
Smart
Able to Assess Risks
Ability to Build Relationships (Internal and External)
Ability to Process Diverse Information
Embraces Technology
Broad Understanding of the Business
Focuses on Sustainable Growth
Creates Esprit de Corps
Gets Results
Role Model Behavior
MSETM 5110 – LEADERSHIP STRATEGIES
Leadership
Teamwork
Trust
Benchmark
Competitive Advantage
Results
MSETM 5110 – LEADERSHIP STRATEGIES
Leader/Manager Partnering and Convergence
Results:
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Customer Satisfaction
Quality Indices (Six Sigma, 1 in 10K, etc.)
Reliability (MTBF, MTBM)
Time to Market/Cycle Time
Time to Cash
Return on Sales (ROS); Assets (ROA); Equity (ROE); Capital (ROC)
Gross Margin
Revenue/Profitability
The Enabler/Differentiator?
MSETM 5110 – LEADERSHIP STRATEGIES
Finding the Right Leadership/Management Equation for:
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Sustaining a Business
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Starting a Business
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Turning a Business Around
MSETM 5110 – LEADERSHIP STRATEGIES
Level 5 Leadership
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Humility
2.
Will
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Ferocious Resolve
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Tendency to Give Credit to Others
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Assign Blame to Themselves
Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce
Resolve.” (Harvard Business Review, Product Number R0101D, 1/1/01.)
MSETM 5110 – LEADERSHIP STRATEGIES
What Wartime Leaders Do:
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Define the business of the business;
Create a winning strategy;
Communicate persuasively;
Behave with integrity;
Respect others;
Act.
Judith Bardwick, “Peacetime Management and Wartime Leadership.” (The
Leader of the Future, page 131-141.)
“Heroes are those who do exceptional
things in exceptional times…”
From the movie U571
(Author unknown)
THESE ARE EXCEPTIONAL TIMES
CMC
MSETM 5110 – LEADERSHIP STRATEGIES
The Six Basic Leadership Styles
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Affiliate (“people come first”)
Authoritative (“come with me”)
Coaching (“try this”)
Coercive (“do what I tell you”)
Democratic (“what do you think?”)
Pacesetting (“do as I do, now!”)
Source: Daniel Goleman, “Leadership That Gets Results,” Harvard
Business Review, March 2000.
MSETM 5110 – LEADERSHIP STRATEGIES
Ranking of Leadership Styles in Order of Positive Impact
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Authoritative
Affiliate
Democratic
Coaching
Pacesetting
Coercive
Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business
Review, March 2000.
MSETM 5110 – LEADERSHIP STRATEGIES
Habit 1.
Habit 2.
Habit 3.
Habit 4.
Habit 5.
Habit 6.
Habit 7.
Be Proactive
Begin with the End in Mind
Put First Things First
Think Win/Win
Seek First to Understand, Then to Be Understood
Synergize
Sharpen the Saw
Steven Covey, “The 7 Habits of Highly Effective People.”
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