Leadership
Kenneth Sullivan
William Badger
Marie Sullivan
Jacob Kashiwagi
John Michael
Dean Kashiwagi
Avi Wiezel
PBSRG
GLOBAL
P Performance Based Studies Research Group
www.pbsrg.com
© Dean Kashiwagi
LAWS
The Number of Laws of Physics
Past
=
Present
=
Future
100%
100%
100%
Laws
Laws
Laws
Laws are not created…they are discovered
© Dean Kashiwagi
An Event
Initial
conditions
Final
conditions
Laws
Laws
Time
© Dean Kashiwagi
Cycle of Learning
Perceive
Change
100%
Information
Apply
© Dean Kashiwagi
Process
Learning Speeds
All Individuals Learn At Different Speeds
Perceive
Change
100%
Information
Apply
© Dean
Kashiwagi
Process
“Types” of Individuals
100%
Information
Apply
Process
Change
Perceive
Perception of Information
100%
A
B
C
0%
Time
© Dean Kashiwagi
Simplicity: Who perceives more
information?
Perception of Information
100%
0%
A
C
Time
© Dean Kashiwagi
How to Create a KSM
Left Side (LS) (Type A) vs. Right Side (RS) (Type C)
100%
Information Level
A
LS
LS
+
C
=
RS
0%
Time
© Dean Kashiwagi
RS
C
Time
No Control
LS
Control
No Information
A
Information
Information Level
Where is Control?
RS
100%
0%
© Dean Kashiwagi
C
Time
RS
0%
© Dean Kashiwagi
Management
Leadership
No Control
LS
Control
No Information
A
Information
Information Level
Where is Management?
RS
100%
C
Time
0%
© Dean Kashiwagi
RS
Decision Making
No Decision Making
RS
Management
Leadership
No Control
LS
Control
No Information
A
Information
Information Level
Decision Making?
RS
100%
Plot the Following
Characteristics
LS
RS
LS
LS
LS
RS
RS
RS
RS
RS
LS
LS
LS
LS
•
•
•
•
•
•
•
•
•
•
•
•
Leadership
Alignment
Efficiency
Change the behavior of others
Believe in chance
Emotion/Passion
Becomes the expert in the organization
Technical
Continuous Improvement
Freedom
Believes in range/diversity
Proactive
© Dean Kashiwagi
Plot the Following
Characteristics
LS
RS
LS
LS
RS
LS
RS
LS
LS
RS
LS
RS
LS
RS
RS
•
•
•
•
•
•
•
•
•
•
•
•
•
Logical
Overview/Process
Details
Understands “why”
Understands “what”
Measures
Accountable
Reactive
Telescope “in and out”
“What if”
Genius
Maximize information flow
Loves meetings
© Dean Kashiwagi
Plot the Following
Characteristics
LS
RS
LS
LS
RS
LS
RS
RS
RS
RS
RS
RS
RS
LS
LS
•
•
•
•
•
•
•
•
•
•
•
•
•
Does not believe in being controlled
Captain of their own ship
Can change others
“Mirror” so others can see themselves
“Source of Light” or wisdom to influence all
Can influence anyone
Believe in randomness
No control over their destiny
Feels controlled
More activity
Incentives
Looks inside to improve environment
Has a more conducive environment to change
© Dean Kashiwagi
Leader At All Levels
Perception of Information
100%
0%
Time
© Dean Kashiwagi
“Leaders must be close enough to
relate to others, but far enough
ahead to motivate them.”
John Maxwell
© Dean Kashiwagi
Leader At All Levels
Perception of Information
100%
0%
Time
© Dean Kashiwagi
Leader At All Levels
•
•
Perception of Information
100%
0%
Time
Leadership has no unique traits
There is leadership in every
environment
• No two leaders are the same
• Every leader is defined by the time,
the environment, the people they
lead, and their own characteristics
• Type A’s are leaders who are more
visionary and have Type A
characteristics
• The majority of people are Cs so the
majority of leaders will have Type C
characteristics
• The only universal definition of a
leader is “anyone who people are
following” (next)
© Dean Kashiwagi
Characteristics of Leaders
• Every leader has every characteristic
• Every leader has a relative degree of every characteristic
• No two leaders are the same
• There is a leader in every group
• The leader is his environment
• The masses pick their leader
• The leader picks the masses
(next)Kashiwagi
© Dean
Worker Capability
Traditional Function of a Leader
Leadership
© Dean Kashiwagi
Worker Capability
New Leadership Model
• Leaders have no
influence over the
capability of others
• Leaders increase
productivity of the
group through
changing
alignment/function of
resources
© Dean Kashiwagi
Productivity of Group
Leadership
Leadership
Does a Leader Have Influence?
Leader
Follower
© Dean Kashiwagi
Individual Controls his
Environment
Leader
Follower
Friends
© Dean Kashiwagi
Stranger
Accountability, agency, self control,
location of the abused
Partners in crime
Slaves
Slaves
Oppressor
© Dean Kashiwagi
Does a Teacher Influence the
Students? What evidence do we
have?
Teacher
Students
© Dean Kashiwagi
Who passes more information, Type
A or Type C Teacher?
Teacher
Students
© Dean Kashiwagi
Does a Leader Have
Influence?
Influence
•
•
Influence
Leader
•
Follower
Chance
Being controlled or able to control
others
Blame others when things go sour
No influence
Leader
Follower
Stranger
•
•
•
•
No Influence
Accountable for their own actions
When something goes wrong, they
look inside first
Control their own destiny
Cannot control others
Friends
© Dean Kashiwagi
How do different people match up?
Leader
Person
Leader1
Person 2
Stranger
Friends
Friends
© Dean Kashiwagi
Stranger
“Types” of Individuals
100%
Information
Apply
Process
Change
Perceive
Perception of Information
100%
A
A
C
0%
Time
© Dean Kashiwagi
Measurement (relationship with
information)
Individual
•
•
•
•
•
•
•
•
•
•
•
•
•
Resources
Education
Family
Birth order
Friends
Hobbies
Size
Race
Religion
Government
Historical time
Job
Perception
Contractor
• Number of projects
• OT rate
• OB rate
• Customer satisfaction
• Change order rate
• Change order amount
• Size of projects
• Private/public sector
• Number of years in operation
• Performance of subvendors
• Performance of site superintendent
• Performance of project manager
• Ability to minimize risk
© Dean Kashiwagi
Who is on my molecule?
Perception of Information
100%
•
What is on my molecule
•
When is on my molecule
•
Why is on my molecule
•
Where is on my molecule
•
How much is on my
molecule
•
The molecule identifies
the individual
A
0%
Time
© Dean Kashiwagi
There’s got to be trend here,
If I can just find it………………………
Charles H. Cashmore,
40, Received probation
in the late 1990s after
Charles B. Ehrlich, 53, he was charged with
Ehrlich, has a criminal
felony theft in Utah.
record in Florida. Fined
$60,000 last year by the
SEC, and ordered to
pay back a half-million
dollars.
Clarence J. Stewart,
53, Pleaded guilty to
a drug-related charge
in the late ’80s.
Michael F. McClinton,
49, Police seized two
handguns and an
assault rifle from his
home. plead guilty in
1999 to possession of a
controlled substance.
Alfred Beardsley,
46, Arrested this
week for violating
parole for stalking by
leaving CA.
Thomas Riccio, 44,
Four time convicted
felon, Eight years in
prison.
“The Juice”
© Dean Kashiwagi
Walter Alexander,
46, A golfing buddy
of Simpson.
Different Perspectives
•
Who identifies who is on
their molecule so they can
react to the parties?
•
Who looks at their molecule
to identify where they can
improve?
•
The movement from C to A
requires someone to look at
who they are instead of who
they interact with
•
The secret to leadership is
example and not influence
•
It is accepting reality for
what it is and aligning the
resources
Perception of Information
100%
A
C
0%
Time
© Dean Kashiwagi
Risk Management by Contractor
D
Director
ProcurementP
Officer 1
M 1
PM
Procurement Officer 2
PM 2
PM 3
PM 4
Contractor 1
Contractor 5
Contractor 9
Contractor 13
Contractor 2
Contractor 6
Contractor 10
Contractor 14
Contractor 3
Contractor 7
Contractor 11
Contractor 15
Contractor
C 4
Contractor 8
Contractor 12
Contractor 16
© Dean Kashiwagi
Division Overview
D
DIVISION OVERVIEW
2/3/2006
Total Awarded Budget
$100,000,000
Current Cost
$120,000,000
Over Budget
$ 20,000,000
PROJECT OVERVIEW
Total Number of Projects
100
% Projects On Time
90%
# of Jobs Delayed
10
% Projects On Budget
90%
# of Jobs Over Awarded Budget
10
AVERAGE PROJECT
Project Budget
$ 1,000,000.00
# of Days Delayed
20
Number of overdue risks
2.1
Owner Rating
9.8
Risk Number
1.56
© Dean Kashiwagi
Contractors
C
© Dean Kashiwagi
PM/PI Performance Line
OVERVIEW
PM 1
PM 2
PM 3
Total Awarded Budget
$50,000,000
$10,000,000
$45,000,000
Current Cost
$51,250,000
$10,000,000
$45,800,000
Over Budget
$1,250,000
$0
$800,000
15
3
6
87%
100%
83%
2
0
1
93%
67%
100%
1
1
0
$3,333,333
$3,333,333
$7,500,000
2.5%
0.0%
1.8%
15
0
11
Number of overdue risks
0.51
1.20
0.92
Owner Rating
9.81
9.71
10.00
Risk Number
1.80
1.40
1.03
OVERVIEW OF PROJECTS
Total Number of Projects
% Projects On Time
# of Jobs Delayed
% Projects On Budget
# of Jobs Over Awarded Budget
AVERAGE PROJECT
Project Budget
% Over Awarded Budget
# of Days Delayed
© Dean Kashiwagi
M
Law of Harmony
One should be in harmony
with, and not in opposition
to, the strength and force of
the opposition. This means
that one should do nothing
that is not natural….. the
important thing is not to
strain in any way.
Bruce Lee
© Dean Kashiwagi
Leadership Change
• Instead of management, use natural alignment
• Position strengths in the optimal location
• Nature does not have a manager
• The environment optimizes itself
© Dean Kashiwagi
Inefficient Leadership Model: Influence
• Focus on changing people
• Followers are the constraint
• Requires lots of resources
• Relieves management from
accountability
© Dean Kashiwagi
No-Influence Leadership Model
• Alignment
• Requires Understanding
• Leader is the constraint
• Focus is on changing the system
• Efficient
© Dean Kashiwagi
No Influence Story
© Dean Kashiwagi
Modified Modified No Influence Story
© Dean Kashiwagi
Current Leadership Development
Ability to Influence
Management
Motivation
Training Skill Sets Physiology Psychology
Mentoring
Charisma
Development Programs
Social Factors
Servant
Listening
Evaluations
Human Behavior
Incentives
© Dean Kashiwagi Standards
Conflict Resolution
Research Results
•
No-influence principles had more documented empirical data
•
Almost all successful programs followed concepts of no-influence
•
Even though many prominent leaders claimed a belief in influencing others, their
techniques were based off of no-influence principles.
© Dean Kashiwagi
What would a Leader Do?
LS
RS
RS • Maximize Training
LS • Praise Workers for their contribution to the
work
RS • Promise rewards for good work
LS • Delegate as much work as possible
RS • Keep track of everyone’s progress
RS • Motivate through powerful emotional speeches
RS • Create a rigid structure for his employees to
follow
RS • Create lots of instruction pamphlets and guides
RS • Look for only Type “A” personnel to hire
RS • Collect lots of performance data of employees
RS • Hire managers to make sure employees stay
on task
© Dean Kashiwagi
Leadership Conclusions
•
•
•
•
•
Leadership is alignment and not influence
Leadership can be put into a process/structure
Leadership minimizes management activity (direction, control, inspection)
Leadership based process/structure is efficient and effective
Leadership based process/structure solves the larger problem of having
a lack of leaders instead of focusing on creating leaders
• This is a huge change in philosophy, structure, and operations
© Dean Kashiwagi