THE FISH STARTS
TO STINK AT
THE HEAD
ONWAA 2011 Spring Assembly
Sault Ste. Marie, ON
Micheal Nadeau, MBA
What The Heck Is A
Leader Anyway?
LEADESHIP
 Leadership can be defined as one's ability to get others
to willingly follow.
 A leader with vision has a clear, vivid picture of where
to go, a real understanding on what success looks like,
how to achieve it AND shares and acts upon this
vision.
 Action is the mark of a leader. A leader is always doing
something in pursuit of the vision, inspiring others to
do the same.
LEADERSHIP
Think about a Leader you really admire. List the
reasons why you admired that person.
Think about a Leader you really did not like. List
the reasons why you did not respect that person.
LEADERSHIP QUALITIES
 1.
Integrity. A person of integrity is the same on the
outside and on the inside. Such an individual can be trusted
because he or she never veers from inner values, even when
it might be easy to do so.
 2.
Dedication. A leader spends whatever time or
energy is necessary to accomplish the task at hand. A leader
inspires dedication by example, doing whatever it takes to
complete the next step toward the vision.
LEADERSHIP QUALITIES
 3.
Generous. A generous leader ensures that credit for
successes are spread as widely as possible throughout the
organization. Conversely, a good leader takes personal
responsibility for failures as they occur.
 4.
Openness. Being able to listen to new ideas, even if
they do not conform to the usual way of thinking. Good
leaders are able to suspend judgment while listening to
others’ ideas, as well as accept new ways of doing things
that someone else thought of.
LEADERSHIP QUALITIES
 5.
Creativity. The ability to think differently, to get
outside of the box that constrains solutions. The most
important question that a leader can ask is, “What if … ?”.
 6.
Fairness. Dealing with others consistently and justly. A
leader must check all the facts and hear everyone out
before passing judgment. Avoid leaping to conclusions based
on incomplete evidence.
LEADERSHIP QUALITIES
 7.
Assertiveness. The ability to clearly state what one
expects so that there will be no misunderstandings. A leader
must be assertive to get the desired results. Along with
assertiveness comes the responsibility to clearly understand
what followers expect from their leader.
 8.
A sense of humor. This is vital to relieve tension
and boredom, as well as to defuse hostility. Effective leaders
know how to use humor to energize followers.
LEADERSHIP
Do you think leaders are born or made?
A grandfather talking to his young grandson
tells the boy he has two wolves inside of him
struggling with each other. The first is the wolf
of peace, love and kindness. The other wolf is
fear, greed and hatred. "Which wolf will win,
grandfather?" asks the young boy. ”
Whichever one I feed," is the reply.
What The Heck Is A
Manager Anyway?
MANAGEMENT
 The verb manage comes from the Italian maneggiare, which
means to handle, train or control horses.
Some definitions of management are:
 Organization and coordination of the activities of an
enterprise in accordance with certain policies and in
achievement of clearly defined objectives.
MANAGEMENT
 Donald J. Cough defines management as, "Management is the
art and science of decision making and leadership.”
 Louis Allen defines, "Management is what a manager does".
 Mary Parker Follett (1868 –1933) defined management as
"the art of getting things done through people".
HENRI FAYOL (1841–1925),
1.forecasting,
2.planning,
3.organizing,
4.commanding,
5.coordinating and
6.controlling (a manager must receive feedback
about a process in order to make necessary
adjustments).
PRINCIPLES OF MANAGEMENT
Fayol also developed 14 principles of management
that have stood the test of time. These
management principles should be understood and
utilized on a regular basis.
MANAGEMENT
 Division of work. Specialization increases outcomes/output
by making employees more efficient.
 Authority. Managers must be able to give orders. Authority
gives them this right. Note that responsibility arises
wherever authority is exercised.
 Discipline. Employees must obey and respect the rules that
govern the organization. Good discipline is the result of
effective leadership, a clear understanding between
management and workers regarding the organization's rules,
and the sensible use of penalties for infractions of the rules.
MANAGEMENT
 Unity of command. Every employee should receive orders
from only one superior, like from top to bottom in an
organization.
 Unity of direction. Each group of organizational activities
that have the same objective should be directed by one
manager using one plan.
 Subordination of individual interests to the general
interest. The interests of any one employee or group of
employees should not take precedence over the interests of
the organization as a whole.
MANAGEMENT
 Remuneration. Employees must be paid a fair wage for
their services.
 Centralization. Centralization refers to the degree to
which subordinates are involved in decision making.
Whether decision making is centralized (to management)
or decentralized (to subordinates) is a question of
importance. A manager’s task is to find the best degree of
centralization for each situation.
MANAGEMENT
 Scalar chain. The line of authority from top
management to the lowest ranks represents the scalar
chain. Communications should follow this chain.
However, if following the chain creates delays, crosscommunications can be allowed if agreed to by all
parties and superiors are kept informed.
MANAGEMENT
 Order. People and materials should be in the right place at
the right time.
 Equity. Managers should be kind and fair to their
subordinates.
 Stability of tenure of personnel. High employee turnover
is inefficient. Management should provide orderly personnel
planning and ensure that replacements are available to fill
vacancies.
MANAGEMENT
 Initiative. Employees who are allowed to originate and
carry out plans will exert high levels of effort.
 Esprit de corps. Promoting team spirit will build harmony
and unity within the organization.
WHAT MAKES A GOOD MANAGER?
 There are three fundamental (general) skills that a manager
requires:
1.
Technical
2.
Human
3.
Conceptual
MANAGEMENT
 1.TECHNICAL. A manager should be good at the specific tasks
the employee’s do. This helps to provide the credibility or
knowledge to persuade people to do certain things.
 2.HUMAN. The manager has to know how to work with people.

3.CONCEPTUAL. The manager can see the organization
as a whole. There needs to be knowledge of the
organization and what it does and how it interacts with
other organizations.
 1. Possess well-defined goals.
 2. Be able to allocate resources according to priorities.
 3. Be able to make decisions, act upon them, and accept
responsibility for them.
 4. Be willing to compromise.
 5. Be able to delegate and to depend on subordinates.
 6. Be self-motivated and self-controlled.
 7. Be able to organize, plan, and communicate for effective
use of resources.
 8. Maintain good relationships with others.
 9. Possess emotional maturity and the internal strength to
cope with frustration, disappointment, and stress.
 10. Be able to appraise oneself and one's performance
objectively, to admit to being wrong.
REMEMBER
One of the most important skills of a
manager is to understand people and what
makes them motivated to do the work in
the achievement of certain goal(s).
MANAGEMENT
Write down 3 things you like about your current
or past manager?
Write down 3 things you do not like about your
current or past manager?
What makes your job difficult?
CHANGE
IMPLEMENTING CHANGE
 Kurt Lewin (1890 - 1947) was a German-American
psychologist, known as one of the modern pioneers of
social, organizational, and applied psychology.
 LEWIN developed a change model that is still effective
today.
LEWIN’S MODEL
UNFREEZE
 1. Determine what needs to change.
 2. Create the need for change.
 3. Manage and understand the doubts and concerns.
CHANGE
 1. Communicate often.
 2. Dispel rumors.
 3. Empower action.
 4. Involve people in the process.
RE-FREEZE
 1. Anchor the changes into the culture.
 2. Develop ways to sustain the change.
 3. Provide support and training.
 4. Celebrate success!
LIPPITT
 Lippitt, Watson and Westley’s (1958) theory is an extended
take on Lewin’s Theory about change. It is a seven-step
theory that “focuses more on the role and responsibility of
the change agent than on the evolution of the change itself.”
LIPPITT MODEL
1.
2.
3.
4.
5.
6.
7.
Diagnose the problem.
Assess motivation.
Check to see if the change agent can do the job.
Write a plan to implement the change.
Determine the role of the change agent.
Maintain the change.
Terminate the helping relationship.
REMEMBER
 If not in survival-mode, a manager should avoid creating
hierarchies in an organization as this will only create
inferiority and superiority complexes in people after a while
and will reduce the full potential of everyone.
 Consistency in behavior is an important characteristic of a
good manager.
 Managers should perform their work exactly as they
preach to others. This is all part of consistency.
REMEMBER
 Managers should be friendly and approachable.
 Communicate with everyone regularly and when it is
necessary.
 Managers should support their staff through praise,
encouragement and improving the work environment.
 Managers should be leaders. They must have creativity and
not just the practical skills to solve problems.
REMEMBER
 Managers should have the ability to confidently and
appropriately direct others to work if they have not yet
actualized and reached the level of being self-managed.
 When things go wrong, everyone is responsible, not just
staff, but also management. Everyone must work together.
Firing or disciplining people is not the way to solve
problems. It should be seen as a last resort.
We are all the solution to our
problems...