Leadership In

The New
Millennium
Hold on ! You cant all have the front seat!
Most corporations today are
overmanaged and underled. This leads
to enormous wastage of resources, deep
inefficiencies, and unlimited frustration.
The challenge for corporations,
communities, and countries is to
prevent this from happening.
The Simple Truth
about coping with complexity.
Without good management, complex
enterprises tend to become chaotic
and their existence is threatened.
Good management brings about a
degree of order and consistency.
Management is
about coping with change.
The greater the competitive
forces around you, and the more
volatile the world around you,
the more the need for leadership.
Leadership is
A peacetime army can usually survive
with good administration and
management in the ranks, and good
leadership at the very top.
A wartime army needs competent
leadership at all levels. You cannot
manage people effectively into battle; you
must lead them. Business today is a
never-ending battle!
War & Peace
Successful companies actively seek
out people with leadership potential
and expose them to career
experiences that will develop that
potential.
Building Leaders
Leadership is about maximizing your
followers well-being, not their
comfort.
- Chris Argyris
Long Term Thinking
Develop a
leadership
mindset
The age of progress might have
lightened our physical load but it
has numbed our minds and taken
our spirit away from work.
Speed and change are no longer
linear or additive.
What Price Progress?
Leadership is about
first thinking
then deciding
followed by acting swiftly
and finally, reflecting
Leadership is about
thinking exploration
deciding evaluation/selection
acting swiftly edge
reflecting analysis/introspection

All of the above are intensely
intellectual activities.
To become rich, I have to be miserable.
To be successful, I have to be unfair to
my customers and employees.
I must dominate to win.
I must know everything.
I have to make all the decisions.
Myths About leadership
Great leaders are dreamers
There is always a dream in all enterprise,
but the dream if it lasts, one day becomes a
reality J ean Monnet [One Europe, One
World]

India must be able to face Britain as an
equal nation, and not as a subordinate
colony. India could not, and should not,
remain a British possession. Mahatma
Gandhi
The ways in which leaders conduct their
lives their embodiments must be
clearly perceptible by those whom they
hope to influence. People who do not
practice what they preach are
hypocrites, and hypocrisy mutes the
effectiveness of their stories.

Real Leaders Are Credible
Sooner or later, nearly all leaders
outreach themselves and end up
undermining their causes. Indeed, given
their larger-than-life status, they are
perhaps prone to this hubristic fate.
[Tojo, Mussolini, Chiang, Churchill, de
Gaulle, Mao, Stalin]

Leaders do fail
Leadership crisis
Gillette
Lucent
Campbell
Coca-Cola
Xerox
Mattel
P&G
Michael Hawley
Rick McGinn
Dale Morrison
Doug Ivestor
Rick Thoman
Jill Barad
Dirk Jager
The paradox of lship
Cognitive complexity and ambiguity plague all leaders
today. If you are looking for a job description, forget it;
you are dead meat.
You have to design your own job specs, review them,
and change them as often as required.
Speed is of essence. Yet, calm reflection when in the
clutches of competitive gales is the hallmark of
successful leaders.
The faster things happen, the slower
you need to go.
Gandhi Mandela
Havel Mother Teresa
Martin Luther King
Change doesnt have to
start at the top.
The Activists Rule
They possessed no political
power, yet each disrupted
history.It was passion, not
power, that allowed them to do
so.
The Activists Rule

What it means to lead

YOU!


Leadership is about
Leadership is not something that you
do. It is an expression of who you are.

- Kevin Cashman

We are not certain you have a mandate anymore.
Differentiate people
based on
performance and
values
T1 Say goodbye
now

T2 Coach, give a
chance

T3 Tyrant.
Warn if no change,
get rid

T4 Make them role
models
T3 T4
T1 T2
Low VALUES High
High







Low
P
E
R
F
O
R
M
A
N
C
E

A Leadership
Development Model
The GE Way
A
B C
The Vitality Curve must be supported by
the reward system: salary increases,
promotions, and recognition.
Every recommendation for a reward
should be associated with a persons
position on the curve.
Differentiation
As should be given raises that are two
to three times the size given to the Bs.
Bs should get solid increases
recognizing their contributions every
year.
Cs should get nothing.
Differentiation
Key GE Leadership
I ngredients
E
4
=
Energy
Energizer
Edge
Execution
Values and Performance Critical to Success
E
4

Energy =
Enormous Personal Energy - Strong
Bias for Action
Key GE Leadership
I ngredients
E
4

Energizer =
Ability to Motivate and Energize
Others ... Infectious Enthusiasm to
Max Organization Potential
Key GE Leadership
I ngredients
E
4

Edge =
Competitive Spirit ... Instinctive Drive
for Speed/Impact ... Strong
Convictions and Courageous
Advocacy
Key GE Leadership
I ngredients
E
4

Execution =
Deliver Results
Key GE Leadership
I ngredients
Key GE Leadership
I ngredients
E
4
=
Energy
Energizer
Edge
Execution
= Passion
The GE Way
A
B C
Passion
Name:
Title:
Mos in Position:
Photo
X
Potential
P
e
r
f
o
r
m
a
n
c
e

GEs People Factory
+ Great technologist, + Broad, customer connected
+ Business leader potential, (-) Still maturing as a
leader
Name:
Title:
Mos in Position:
Photo
X
Potential
P
e
r
f
o
r
m
a
n
c
e

+ Tenacious/pit bull, + Great process thinker
+ 7000 foot runway, (-) Wears ambition on sleeve
GEs People Factory
Name:
Title:
Mos in Position:
Photo
X
Potential
P
e
r
f
o
r
m
a
n
c
e

+ Top operational leader, + Phenomenally quick learner
+ Good mentor, (-) Needs More edge
GEs People Factory
Name:
Title:
Mos in Position:
Photo
X
Potential
P
e
r
f
o
r
m
a
n
c
e

+ Bright driven, + Global thinker + Great coach/mentor +
Growing into the role, (-) Execution capability
GEs People Factory
DISTINCT OR EXTINCT!

If there is nothing very special about your work,
no matter how hard you apply yourself, you wont
get noticed and that increasingly means you wont
get paid much, either.

Michael Goldhaber, Wired
Quite frankly, weve had so many applicants with
attitude, over-qualification,inflated egos and hyper
aggressiveness that we are looking for someone without
a clue.
Involve everyone in
the future
Assessing your response quotient
Do bosses hide behind their desks
when more junior employees
present good ideas to them?
I nvolving Everyone
Taking unnecessary work out of
the system
Using the brains of many for the
benefit of all
Work-Out
I nvolving Everyone
Work-Out: the rationale
For all these years, youve paid for
my hands when you could have had
my brain as well for nothing!
People closest to the work know it
best.
I nvolving Everyone
Work-Out: the rationale
Those closest to the work know more about it than
their bosses
The best way of getting these workers to pass on
that knowledge to their superiors is to give them
more power
In exchange for that power, an employee is
expected to assume more responsibility for his or
her job.
I nvolving Everyone
Work-Out: the process
Groups of employees are invited to
share their views on the business
and the bureaucracy that gets in
their way.
Reports, Approvals, Meetings,
Policies, and Procedures
I nvolving Everyone
Work-Out: the process
The manager issues a challenge or
outlines a broad agenda and then
leaves.
With a facilitator, employees list the
problems, debate solutions, and
prepare to sell their ideas when the
boss returns.
I nvolving Everyone
Work-Out: the process
The manager has to make on-the-spot
decisions on each proposal. Most
ideas must receive a Yes/No decision
on the spot. Decisions on the rest are
required by an agreed-upon date. No
proposal can be buried.
I nvolving Everyone
Work-Out: the outcome
Productivity becomes much higher
Needless and meaningless tasks are
eliminated
Workers feel liberated and satisfied at
having those tasks done away with.
I nvolving Everyone
Work-Out: the outcome
It helps create a culture where
everyone begins to play a part, where
everyones ideas begin to count, and
where leaders lead, not control. They
coach rather than preach and they
get better results.
I nvolving Everyone
Work-Out: the steps
Choose issues to discuss
Select a suitable cross-functional team
Choose a champion who will see the
recommendations through to
implementation
I nvolving Everyone
Work-Out: the steps
Let the team meet for a couple of days to
come up with recommendations
Meet with managers who can say yes or
no on the spot, or will get back within an
agreed time frame.
Hold implementation meetings
I nvolving Everyone
Change Effort/Payoff
High
Low
Hard
Easy
Jewels High-
Hards
Low
Hanging
Fruit
Drop
E f f o r t
P
a
y
o
f
f

I am firing all of you. From now on it is me and the
nearsighted monkey with a dart.

Emotional Competencies for
leaders
As taught by Dan Goleman

Articulate and arouse enthusiasm for a
shared vision and mission
Step forward to lead as needed
regardless of position
Guide the performance of others while
holding them accountable
Lead by example
I nspiring and Guiding

The leader is the key source of the
organizations emotional tone. Your
excitement can move an entire group in
the direction you wish.
Emotionally Competent
Leaders
Leadership is giving energy.
- Birgitta Wistrand

The emotional tone set by the leader
ripples downwards with remarkable
precision. The most effective ones are
warm and outgoing, emotionally
expressive, democratic, and trusting.
The average leader is invisible, while the
best ones frequently walk around and
strike conversations with their staff.
Emotionally Competent
Leaders
Create an
environment for
success
2001 2000 COMPANY INDUSTRY
1 1 General Electric Electronics, Electrical Equipment
2 5 Wal-Mart Stores General Merchandisers
3 3 Microsoft Computers, Office Equipment
4 14 Berkshire Hathaway Insurance: P & C (stock)
5 9 Home Depot Specialty Retailers
6 17 Johnson & Johnson Pharmaceuticals
7 74 FedEx Mail, Package, Freight Delivery
8 18 Citigroup Banks: Commercial and Savings
9 4 Intel Semiconductors
10 2 Cisco Systems Network Communications
11 21 Merck Pharmaceuticals
12 20 Pfizer Pharmaceuticals
13 24 United Parcel Service Mail, Package, Freight Delivery
14 N/A Target General Merchandisers
15 26 Procter & Gamble Soaps, Cosmetics
16 61 PepsiCo Beverages
17 40 AOL Time Warner Entertainment
18 60 Anheuser-Busch Beverages
19 35 Exxon Mobil Petroleum Refining
20 15 Coca-Cola Enterprises Beverages
21 34 J.P. Morgan Chase Banks: Commercial and Savings
22 27 American International Group Insurance: P & C (stock)
23 7 Dell Computer Computers, Office Equipment
24 8 Nokia Network Communications
25 10 Toyota Motor Motor Vehicles
2001 2000 COMPANY INDUSTRY
26 37 Northwestern Mutual Life Ins. Insurance: Life, Health (stock)
27 62 Walgreen Food & Drug Stores
28 6 Sony Electronics, Electrical Equipment
29 51 Eli Lilly Pharmaceuticals
30 48 Continental Airlines Airlines
31 22 Walt Disney Entertainment
32 52 Bristol-Myers Squibb Pharmaceuticals
33 N/A Duke Energy Energy
34 54 E.I. du Pont de Nemours Chemicals
35 N/A Boeing Aerospace and Defense
36 70 Colgate-Palmolive Soaps, Cosmetics
37 67 Caterpillar Industrial & Farm Equipment
38 N/A Sun Microsystems Computers, Office Equipment
39 39 Nestl Consumer Food Products
40 46 SBC Communications Telecommunications
41 29 Honda Motor Motor Vehicles
42 N/A Oracle Computers, Office Equipment
43 N/A Deere Industrial & Farm Equipment
44 58 Alcoa Metals
45 33 BP Petroleum Refining
46 19 Ford Motor Motor Vehicles
47 N/A BellSouth Telecommunications
48 N/A Kroger Food & Drug Stores
49 N/A Texas Instruments Semiconductors
50 31 Singapore Airlines Airlines
Attributes of World Class
Innovativeness
Quality of management
Employee talent
Quality of products /services
Long-term investment value
Financial soundness
Social responsibility
Use of corporate assets
Global business acumen

Attributes of World Class
Corporate Culture
WORLD CLASS

Team Work
Customer Focus
Fair treatment of
employees
Initiative
Innovation
AVERAGE

Minimizing risk
Respecting the
chain of command
Supporting the boss
Making budget
Source: Fortune
Vision
Mission
Objectives
Tactics
Processes
Foundation - Values
Transformation to World Class
A SYSTEMS APPROACH
a Performance Measurement
b Rewards Management
c Employee Feedback
d Recruitment Practices
e People Development
f Customer Feedback
g Mission and Values Review
h Quality Consciousness
i Continuous Improvement

Strategy
I wanted to create a company where
people dare to try new things - where
people feel assured in knowing that only
the limits of their creativity and drive, their
own standards of personal excellence,
will be the ceiling on how far and how fast
they move.
- J ack Welch
Welch on Welch
If you want to get your ship in shape, practice
discipline without formalism. In many
businesses, a lot of time and effort are spent on
supporting the guy at the top. Im a low
maintenance CO. Its not about me, its about
my crew.
- Cdr. Michael Abrashoff US Navy

Leadership Lessons
Be willfully self-contained
Listen without prejudice
Dont just take command
communicate purpose
Practice discipline without formalism
Hand out responsibility, not orders
Be devoted, and success will be yours
- Cdr. Michael Abrashoff
Leadership Lessons
1. Hire people more talented than yourself
2. Talented people attract talented people
3. Look for the best in each person
4. Set standards for selection
5. Spend time evaluating and acculturating
prospective team members
Getting The Best
As taught by Theodore Roosevelt
6. Do not prolong consideration of people who
will not receive a position
7. Ceaselessly search for new talent
8. Ruthlessly replace individuals who do not
meet the standards of the enterprise
9. Work with the tools at hand
Getting The Best
As taught by Theodore Roosevelt
Hire and promote:
first, on the basis of integrity;
second, motivation;
third, capacity;
fourth, understanding;
fifth, knowledge;
and last and least, experience.
The New Rules
Without integrity, motivation is dangerous.
Without motivation, capacity is impotent.
Without capacity, understanding is limited.
Without understanding, knowledge is
meaningless.
Without knowledge, experience is blind.
The New Rules
The Challenge Ahead
Given the right circumstances, from no
more than dreams, determination, and
the liberty to try, quite ordinary people
consistently do extraordinary things.
The Road Ahead
Let us humans surprise the new
millennium. Let us prepare to face it
with a better and finer understanding
of leadership. Let us develop new
methods and be better citizens of this
world.
Beware The Yes Boss
HAMLET: Do you see yonder cloud thats almost
in the shape of a camel?
POLONIUS: By the mass, and tis like a camel,
indeed.
HAMLET: Methinks it is like a weasel.
POLONIUS: It is backed like a weasel.
HAMLET: Or like a whale?
POLONIUS: Very like a whale.
- HAMLET, Act III, Scene 2
On the contrary Mr. Tischbeim. I dont think
that was a stupid question at all.

BROUGHT TO YOU BY
SAM SWAMINATHAN
Center for Creative Thinking
http://www.ccthinking.com