Leadership and Planning
workshop
9:00 am – 5:30 pm
Agenda
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9:00 – 9:15 Agenda overview
9:15 – 10:15 Interactive Introduction to Leadership and Planning
10:15 – 10:30 Break
10:30 – 12:30 Planning workshop – Strategic intent I
12:30 – 1:30 Prayer and Lunch
1:30 – 2:30 Planning workshop – Strategic Intent II
2:30 – 2:45 Break
2:45 – 3:45 Teamwork workshop – Practical ‘Shura
3:45 – 4:00 Break
4:00 – 5:00 Time planning and management – tools and practice
5:00 – 5:30 Summary and wrap up
Interactive Introduction
to Leadership
9:15 – 10:15
Leadership
The art of collective effort
Why we need to Collaborate
– The effort of a group is better than the effort of
an individual.
– The collective wisdom is more correct and
accurate than the wisdom of an individual.
– Human brain works much more effectively
when it is engaged and challenged.
The art of collective effort
Facts:
• To collaborate we need to communicate
– Sending and receiving parties.
– We share the same concepts but we conceptualize differently
– What is common sense to you might not be for me.
• To be more productive we need to be aligned like a single
arrow
• Speed is the only notion of movement.
• Learning Evolution is the only means to overcome
challenges.
The art of collective effort
Communication and Conceptualization
Externalization
Internalization
Alignment
Alignment needs a direction
“Strategic intent”
Plan Questions
•Where are we going to go?
•Why are we going there?
•What are we going to do to go there?
•How are we going to go there?
•When are we going to go?
•Who is going there?
The elements of a System
• People
• Process
• Capabilities
People
The five stages of a human being in a team:
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•
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Accomplishment
Self-Esteem
Love and Belonging
Safety needs
Survival needs
The challenge
• To create culture of love and belonging through
healthy team dynamics.
• A common problem:
– A self-esteem or accomplishment that is achieved by a
member of a team within the team not through love and
belonging is often accompanied by the frustration and
the negativism of some other members.
• A common cause:
– The problem is created because we value the result
more than the process itself.
– Misconcepts about leadership and its role
Team
• Leader
– Individual
– committee
• Members
– Individual
– subteam
Types of Leader
• Dictatorship
• Authoritative
• Consultative
• Democratic
Execution
low
Challengers
Leaders
Niche Player
Visionaries
Vision
Leadership Myths
• I think, I decide and my team should follow.
• I am the judge between the members of my team.
• My role as a leader is to listen to the opinion of
my team and to do what I think is right.
• Once I decide, no member of my team should
question why this decision is made
• As a leader, no member of my team should tell me
after I carry on my decision that if we did it
differently we could have achieved different
result.
Good Leadership
• Engage my team to come to a collective decision that
they feel they can carry on.
• Align all members of my team toward a common goal.
• Facilitate the discussion between my group to discuss
a direction or an idea, and do not voice my opinion,
but rather the opinion of the team.
• Make sure that all my people are excited about the
direction that we are going on. Recharge them.
• Create a healthy environment where the member of my
team, can suggest, decide, discuss, voice their opinion
freely with no restriction.
• Encourage the feedback and the questioning that come
from my team
Mind influencers
Devil
Desire
•Control
•Power
•Rightness
Mind + Soul
Friends
Rewards
Practical Leadership I
• Create the bill of right for every member –
tailor it for every usra’ , shuaba, mantika.
• Encourage people to talk and voice their
opinion, no matter how silly or stupid their
opinion is.
• Do not attack any body opinion, rather
respect it. (it takes a lot of courage and
training to do so)
• Encourage people at the grass root to attend
general meetings.
Practical Leadership II
• Establish a process to evaluate people periodically. Set
up a committee for that from your wise brothers. Let the
people evaluate themselves. Be open and discuss their
evaluation. You can not change a person that does not
want to change. You can not help a person that does not
see his weakness.
• Encourage people through evaluation to look at
themselves honestly by using yourself as an example.
“My weakness that I got angry very quickly. I am
training myself to be more patient. I asked brother
hassan to calm me down each time I got angry and I
will pay $5 on each incident.
• Do not be the judge. Let the people be the judge on
themselves.
Practical Leadership III
Create a plan by involving all stakeholders in it
• Direct them to the way using management initiative not your
desires.
• Play the role of a moderator not a decision maker. Hold your
opinion
• If your team members do not have the expertise, bring an external
expertise, try not to provide it yourself.
• Discuss and vote on plan. It does not matter which direction they
go (within management initiative), it matters that they go together.
• If you or some team member do not believe that the voted plan has
the credibility, bring an expert on the subject to moderate and give
feedback.
• Document such plan so you have a common understanding of it.
• Make sure that the documentation are agreed on and that is your
team member understanding
• You always going to have conflicted goals and objectives.
Prioritize them so you can resolve conflicts
Practical Leadership IV
• Put a measurement system, and always measure
where you are on your plan
• Update team member by periodic meeting. Make the
opening and let them present their achievement. Stick with
your role as moderator.
• Along the way, your team member will question
direction. Accept these questions as a fact that
these members are getting misaligned from the
plan. Set up time to re-discuss plan, and to get
every body in sync. Some people do not like to
change direction every while. In this era you need
to be dynamic. Do not create frustration.
Why not the theory of management
• The science of management does not apply to us as we are
not full time employed people rather we are volunteers.
Can not apply the system of rewards and punishment.
• We believe in shura’ mulzima, while science of
management deal with authoritative hierarchy – “I am
paying you to do so”. – People did not join for material
benefit rather because they believe in it.
• Theory of management are based on Adam Smith theory,
of division of labor, labor intensive, law of diminishing
value. These rule do not MAS
• We are an islamic organization, and no such management
theory has been tested on such organization – No known
best practices
Why theory of management
• We are in business of producing something. So we have a
vision and mission. We work in a team, so collaborative
management apply to us.
• We are not the employees, rather we are the stockholders
• We pay with our time and money looking for a high return
on investment ROI (in the hereafter). We want to make sure
that this is good investment and we will get the highest
return on investment possible
• We are not the employees of the organization rather the
leader of the Muslim nations – We are the “crème de la
crème”
• The theory of management in positive feedback economy
deal with the issues that associates are not needed for their
labor, rather for their intellectual capabilities – It is a new
science that emerge in late 1990’s.
Break
The process
Vision
Plan
Learn
System
Reality
Execute
Elements
Where am I going to? The End
How I am going to go there? The Mean
Why I am going there? The purpose
When I am going to go there? Time frame
How do I know I am on the right path?
Measurement
Elements
Element of Strategic Planning
- Vision
– When you take a trip, usually you know what is “the end”.
– When you take a vacation, usually you have an idea what is
“the end”.
– Issue 1: In planning, it is not easy to know what is the end.
– Solution: The best way is to imagine that you are there and to
describe what you see.
– Exercise: It is year 2003. Write a brief report about the
accomplishment of your team
– Vision is the guiding star of your direction
Element of strategic planning - Mission
• Why I am going there
Vision
Mission
Goals
Objectives
Vision
Mission
Initiatives
Goals
Guiding
Principles
Objectives
Strategies
Key Success
Factors
Barriers
Key Performance
Indicators
Drivers
Accountability
Accountability
Organizat
ion
Structure
Accountability
Govern
Strategic
Plan
Performanc
e
Measureme
nt
(BSC)
Supported
by
Project
Manageme
nt
Support
Business
Process
Architect
ure
Technolo
gy
Architect
ure
Govern
Busine
ss
Process
Performan
ce &
Quality
Manageme
nt
Busines
s Object
Activi
ty
Based
Costi
ng
Copyright © Ptech Inc. 1999
Quality
Functiona
l
Deployme
nt
Applicatio
n Design
Resource
Effectivene
ss
Measurem
ent
Vision
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Vision
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Mission
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Mission
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Objectives
Vision
Mission
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Strategies
Vision
Mission
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Objectives
Strategies
Barriers
Vision
Mission
Goals
Guiding
Principles
Objectives
Strategies
Barriers
Vision
Mission
Initiatives
Goals
Guiding
Principles
Objectives
Strategies
Barriers
Vision
Mission
Initiatives
Goals
Guiding
Principles
Objectives
Strategies
Barriers
Drivers
Vision
Mission
Initiatives
Goals
Guiding
Principles
Objectives
Strategies
Key Success
Factors
Barriers
Drivers
Vision
Mission
Initiatives
Goals
Guiding
Principles
Objectives
Strategies
Key Success
Factors
Barriers
Key Performance
Indicators
Drivers