Leadership in the 21st Century - Week7 Summary - 5/16/12
Jack Welch MBA Program
I. What great managers do, HBR, Marcus Buckingham, Mar 2005
***********************************************************
Goal: To get the best out of the people and win their devotion
**************************************************************
Manage, Lead and Sustain individual success to High Performance
***************************************************************
Great leaders - tap into needs and fears we all share
******************************************************
Great managers - discover, develop, celebrate what's different about each person who work for them
***************************************************************************************************
Spot people who measurably, consistently, dramatically outperform peers - what makes them special ?
Figure out what makes each person tick - then Capitalize on each person's uniqueness
Think like in chess, two steps ahead
Constantly try Effective & Inventive configurations in roles & responsibilities
(0) What you need to know about each of your direct reports
***********************************************************
What are his or her strengths?
What are triggers that activate those strengths?
What is his or her learning style ?
How does each employee define himself ? eg. expertise, unique brand
(1) Discover trait & talent that is unique about each person and capitalize on it
***********************************************************************************
Average managers - Mold & Transform each employee into a role and desired style
********************************************************************************
Assume employees will be motivated by the same thing, driven by same goals, desire same kind of relationships, learn same way
They define behaviors expected to confirm to and tell employees to work on behaviors that don't come naturally
play checkers; all pieces uniform and move in same way, same pace in parallel paths; interchangeable
Great managers - Appreciate individuality (hire well, set expectations, interact productively with own bosses) & don't change the style
******************************************
They capture the enduring uniqueness of each individual going beyond race, sex, age and release the employees ..setting them free to excel
Constantly tweak the environment to give free rein to unique contribution, needs, style of each employee
Identify how each employee is different and incorporate into the overall plan
They understand employees will differ in how they think, build relationships, altruism, patient, expertise, preparation
what drives them, challenges them, goals are
Instinctively play chess; each piece moves in a different way; to play, need to know how each piece moves; to win, think carefully about how you move the pieces
Know and value the unique capabilities and eccentricities of each employee
Learn how to integrate them into a coordinated plan of attack
Turn each person's talent into performance
Identify and deploy differences among people
Challenge each employee to excel in his or her own way
Focus on Strenghts & Reinforce self assurance of each employee - Don't lecture employees on limits of their weaknesses
Rather than praise hard work, tell what specific strength they are getting good at deploying - make them resilient in face of challenges to come
Create specific frame of mind in each employee: Realistic assessment of difficulty of obstacle ahead + Unrealistically optimistic belief in ability to overcome it
If employee fails, attribute to lack of effort; in 1-on-1 tell why he is valuable member of team
Recognize employees' good work - refine with insight; publicly celebrate his achievement; professional & technical awards
Match employee with audience - what type of recognition would movtivate ?
Tailor praise to fit the person - eg. Dream Awards HSBC; employee determines the prize at $10K
Great leaders - discover what is universal and capitalize on it
****************************************************************
Rally people to a better future
Cut through differences in race, sex, age, nationality, personality
Use stories and celebrate heros
Tap into the very few needs we all share
Michelle Miller, Walgreen
*************************
Employ people with Sharply different skills, potentially disruptive differences in personality
Put people into roles and shifts that will allow them to shine - avoid clashing personalities together
Find a way for individuals to grow
Goth rocker, Jeff - hair is shaved on one side long enough on the other side to cover his face
He wanted the hard-to-cover night shift; she gave him a chance
Generic task - Straighten up the merchandise in every aisle (2 hour job) => took a long time
Specific task (accurate, analytical) => perfectly done; Jeff's forte; praised him for good work
Does not enjoy interacting with customers
Capitalize on unique strengths & keep Tweaking roles
*****************************************************
Resets & Revisions -reassigned ownership to Jeff
Frees others from chore and gives more time to greet and serve customers
Sales & Profits & customer sat increased; Perfect score in mystery shopper program
Jeff wanted to move into management after 6 months
Genoa - Twin Talents
Puts customers at ease; remembers names; asks good questions; welcoming & professional when answering phone
Neatnik, sexy aisle
Manjit outperforms peers by 5X - 300 national average; she sells 1600 through suggestive selling
Jim, the mgr, took time to see her as an individual and evaluate based on personal strengths
No employee is perfect & well-rounded
Rather than cajole out a desired behavior, carve out a role that takes advantage of Jeff's natural abilities
Capitalize on uniqueness - make each person accountable, take aownership, practice, refine
Make the unique ability a cornerstone of contributions
Builds a strong team with interdependency - helps appreciate others' skills; make people need one another
Shuffle existing hierarchies, introduce healthy disruption - challenge orthodoxy, become inquisitive, intelligent, vital
**************************************************************
There may be no I in team, but there is in Win, Michael Jordan
**************************************************************
The three levers to manage someone well
****************************************
Know her strengths, triggers that activate those strengths, how she learns
**************************************************************************
Make the most of strengths: Walk around, watch reaction to events, listen
Fine shadings* of personality are crystal clear to and highly valued by great managers
*may be invisible to some, frustrating to others
Ask a few simple, open ended questions and listen carefully to answers
New Hire Questions: Self Awareness
*******************
What was the best day at work you've had in the past three months ?
*******************************************************************
What was the person doing and why he enjoyed it so much
What activity you look forward to
Learn Interests and abilities, what satisfies them
What was the worst day you've had at work in past three months ?
****************************************************************
Why ? What irked you so much ?
What drains your energy, an activity you never look forward to & want to stop
Self-Assure: Set high goals, persist in the face of obstacles, bounce back when reversals occur, ultimately achieve gaoals they set
*************
Overcoming Employee Weakness & Getting to increased employee productivity & engagement
***************************************************************************************
If employee shows repeated failure
***********************************
Try Four approaches to overcoming weaknesses
(1) skill or knowledge:
***********************
offer relevant training, allow time for incorporating new skills, look for signs of improvement
if no improvement, then manage around this weakness
(2) Find her a complementary partner
************************************
Compensate for the areas of weakness with honor and support
Manage expectations and work with and around the area of strength eg. Analytical mind of Claudia
(3) Introduce a nifty discipline Technique
******************************************
Accomplish through discipline rather than instinct
eg. use 3rd party authority to weigh in
(4) Rearrange employee's work to make weakness irrelevant
*********************************************************
envision and create a more effective arrangement
courageously make management work
Trigger good performance
************************
Squeeze the right trigger - employee will push harder and persevere in face of resistance
eg. time of day, attention from you, Recognition, money
Squeeze wrong trigger - person will shut down
eg. independence, feeling micromanaged
Differences of trait and talent are like blood types
****************************************************
Cut across superficial variations of race, sex, age and capture each person's uniqueness
****************************************************************************************
Learning Style
***************
(1) Analyzer - Absorbs info about individual tasks like a Sponge & is diligent; hates mistakes
**************
Role play & give ample time prior to performance
(2) Doer - Learns by doing during performance through trial and error when he is figuring things out himself
*********
Preparation is a dry uninspiring activity; mistakes are the raw materials for learning
Pick a task, give brief overview of desired outcomes, get out of the way
(3) Watcher - Learns by seeing total performance & studying individual tasks in relation to big picture
***********
role play & doing won't work; led her ride shotgun with one of the most experienced performers
How does everything come together into a cohesive whole ?
The Elusive One Thing
**********************
Effective Leadership depends on situation & style.
Different situations require different actions from the leader.
Good management depends on combo of actions
*******************************************
selecting talented employees, setting clear expectations, catching people doing things right
Controlling insight
*******************
- best explanation of greatest number of events
- help you know which action have most far reaching influence
Must be Applicable across wide range of situations
Must Serve as a multiplier with exponential improvement - not just be an incremental additive
Must Guide action
II. Week7, Lecture1 - Collaboration vs Zero sum Game
*****************************************************
Collaboration mind-set
***********************
As leader who engenders trust, Ask "is there another way to look at this problem? is win-win possible ?"
********************************************************************************************************
Missing ingredient is Trust
****************************
- Many people approach conflict as all-or-none attitude
*******************************************************
a competition to destroy the opponent
victory for one rather than victory for all
rather than putting egos away to find a sustainable solution, compromise
they fight to win - with win/lose, black/white, winner take it all approach
- The Lure of the Zero sum game: a reality in some situations, an unproductive mindset in other situations
***********************************
Total winnings of all parties taken together equals zero - someone is going to win and someone will lose
eg. when Two people compete for one job
- root cause
*************
aggressive human nature
behaviors hard wired in our brains during evolution
culture
- 9/10 children's games objective is
kill, capture, eliminate, bankrupt or harm players
- 1/10 follow the leader
parallel striving, no competition, no score or elimination, no cooperation
- Two survivors, one person life raft: collaborative outcome - don't board life raft or share time on raft;
************************************* *********************************************************************
inferior solution: "if one person has to die, rather be you
assumption: the other person will not climb onto raft when you are hanging on other side; will change places when you get tired
- Two sick people, one Ugli Fruit cure:
***************************************
Both children live: Share information through simple conversation to find a collaborative solution; juice vs peel
only one child lives: Flip coin
Both children die: Anger, negotiation fails, run out of time
Barrier to reach agreement: unwilling to share critical information about child's needs
*******************************************************************
don't trust other person to be candid
- Nickel Auction game
*********************
Equitable solution: Take turns winning - Penny equity solution:each player gains a penny; without additional time, money, risk
Easy obvious way to earn 4X more
bidder who says pass when other person says once cent cannot be sure the other person will reciprocate in following round
- Missing ingredient: Trust, Collaborative solutions need Trust
****************************************************************
Barrier: lack of common history; ability to establish trust is rare, function of time in relationships(how long it has lasted, how long expected to last)
- company A never buys from your company B; has close relationship with company C which is now on strike; A comes to B; you know they will revert to C after strike
*******************************************
Pricing strategy? High price if it is one time; Low if there is chance of upside
Dr DP
Jack Welch MBA Program
I. What great managers do, HBR, Marcus Buckingham, Mar 2005
***********************************************************
Goal: To get the best out of the people and win their devotion
**************************************************************
Manage, Lead and Sustain individual success to High Performance
***************************************************************
Great leaders - tap into needs and fears we all share
******************************************************
Great managers - discover, develop, celebrate what's different about each person who work for them
***************************************************************************************************
Spot people who measurably, consistently, dramatically outperform peers - what makes them special ?
Figure out what makes each person tick - then Capitalize on each person's uniqueness
Think like in chess, two steps ahead
Constantly try Effective & Inventive configurations in roles & responsibilities
(0) What you need to know about each of your direct reports
***********************************************************
What are his or her strengths?
What are triggers that activate those strengths?
What is his or her learning style ?
How does each employee define himself ? eg. expertise, unique brand
(1) Discover trait & talent that is unique about each person and capitalize on it
***********************************************************************************
Average managers - Mold & Transform each employee into a role and desired style
********************************************************************************
Assume employees will be motivated by the same thing, driven by same goals, desire same kind of relationships, learn same way
They define behaviors expected to confirm to and tell employees to work on behaviors that don't come naturally
play checkers; all pieces uniform and move in same way, same pace in parallel paths; interchangeable
Great managers - Appreciate individuality (hire well, set expectations, interact productively with own bosses) & don't change the style
******************************************
They capture the enduring uniqueness of each individual going beyond race, sex, age and release the employees ..setting them free to excel
Constantly tweak the environment to give free rein to unique contribution, needs, style of each employee
Identify how each employee is different and incorporate into the overall plan
They understand employees will differ in how they think, build relationships, altruism, patient, expertise, preparation
what drives them, challenges them, goals are
Instinctively play chess; each piece moves in a different way; to play, need to know how each piece moves; to win, think carefully about how you move the pieces
Know and value the unique capabilities and eccentricities of each employee
Learn how to integrate them into a coordinated plan of attack
Turn each person's talent into performance
Identify and deploy differences among people
Challenge each employee to excel in his or her own way
Focus on Strenghts & Reinforce self assurance of each employee - Don't lecture employees on limits of their weaknesses
Rather than praise hard work, tell what specific strength they are getting good at deploying - make them resilient in face of challenges to come
Create specific frame of mind in each employee: Realistic assessment of difficulty of obstacle ahead + Unrealistically optimistic belief in ability to overcome it
If employee fails, attribute to lack of effort; in 1-on-1 tell why he is valuable member of team
Recognize employees' good work - refine with insight; publicly celebrate his achievement; professional & technical awards
Match employee with audience - what type of recognition would movtivate ?
Tailor praise to fit the person - eg. Dream Awards HSBC; employee determines the prize at $10K
Great leaders - discover what is universal and capitalize on it
****************************************************************
Rally people to a better future
Cut through differences in race, sex, age, nationality, personality
Use stories and celebrate heros
Tap into the very few needs we all share
Michelle Miller, Walgreen
*************************
Employ people with Sharply different skills, potentially disruptive differences in personality
Put people into roles and shifts that will allow them to shine - avoid clashing personalities together
Find a way for individuals to grow
Goth rocker, Jeff - hair is shaved on one side long enough on the other side to cover his face
He wanted the hard-to-cover night shift; she gave him a chance
Generic task - Straighten up the merchandise in every aisle (2 hour job) => took a long time
Specific task (accurate, analytical) => perfectly done; Jeff's forte; praised him for good work
Does not enjoy interacting with customers
Capitalize on unique strengths & keep Tweaking roles
*****************************************************
Resets & Revisions -reassigned ownership to Jeff
Frees others from chore and gives more time to greet and serve customers
Sales & Profits & customer sat increased; Perfect score in mystery shopper program
Jeff wanted to move into management after 6 months
Genoa - Twin Talents
Puts customers at ease; remembers names; asks good questions; welcoming & professional when answering phone
Neatnik, sexy aisle
Manjit outperforms peers by 5X - 300 national average; she sells 1600 through suggestive selling
Jim, the mgr, took time to see her as an individual and evaluate based on personal strengths
No employee is perfect & well-rounded
Rather than cajole out a desired behavior, carve out a role that takes advantage of Jeff's natural abilities
Capitalize on uniqueness - make each person accountable, take aownership, practice, refine
Make the unique ability a cornerstone of contributions
Builds a strong team with interdependency - helps appreciate others' skills; make people need one another
Shuffle existing hierarchies, introduce healthy disruption - challenge orthodoxy, become inquisitive, intelligent, vital
**************************************************************
There may be no I in team, but there is in Win, Michael Jordan
**************************************************************
The three levers to manage someone well
****************************************
Know her strengths, triggers that activate those strengths, how she learns
**************************************************************************
Make the most of strengths: Walk around, watch reaction to events, listen
Fine shadings* of personality are crystal clear to and highly valued by great managers
*may be invisible to some, frustrating to others
Ask a few simple, open ended questions and listen carefully to answers
New Hire Questions: Self Awareness
*******************
What was the best day at work you've had in the past three months ?
*******************************************************************
What was the person doing and why he enjoyed it so much
What activity you look forward to
Learn Interests and abilities, what satisfies them
What was the worst day you've had at work in past three months ?
****************************************************************
Why ? What irked you so much ?
What drains your energy, an activity you never look forward to & want to stop
Self-Assure: Set high goals, persist in the face of obstacles, bounce back when reversals occur, ultimately achieve gaoals they set
*************
Overcoming Employee Weakness & Getting to increased employee productivity & engagement
***************************************************************************************
If employee shows repeated failure
***********************************
Try Four approaches to overcoming weaknesses
(1) skill or knowledge:
***********************
offer relevant training, allow time for incorporating new skills, look for signs of improvement
if no improvement, then manage around this weakness
(2) Find her a complementary partner
************************************
Compensate for the areas of weakness with honor and support
Manage expectations and work with and around the area of strength eg. Analytical mind of Claudia
(3) Introduce a nifty discipline Technique
******************************************
Accomplish through discipline rather than instinct
eg. use 3rd party authority to weigh in
(4) Rearrange employee's work to make weakness irrelevant
*********************************************************
envision and create a more effective arrangement
courageously make management work
Trigger good performance
************************
Squeeze the right trigger - employee will push harder and persevere in face of resistance
eg. time of day, attention from you, Recognition, money
Squeeze wrong trigger - person will shut down
eg. independence, feeling micromanaged
Differences of trait and talent are like blood types
****************************************************
Cut across superficial variations of race, sex, age and capture each person's uniqueness
****************************************************************************************
Learning Style
***************
(1) Analyzer - Absorbs info about individual tasks like a Sponge & is diligent; hates mistakes
**************
Role play & give ample time prior to performance
(2) Doer - Learns by doing during performance through trial and error when he is figuring things out himself
*********
Preparation is a dry uninspiring activity; mistakes are the raw materials for learning
Pick a task, give brief overview of desired outcomes, get out of the way
(3) Watcher - Learns by seeing total performance & studying individual tasks in relation to big picture
***********
role play & doing won't work; led her ride shotgun with one of the most experienced performers
How does everything come together into a cohesive whole ?
The Elusive One Thing
**********************
Effective Leadership depends on situation & style.
Different situations require different actions from the leader.
Good management depends on combo of actions
*******************************************
selecting talented employees, setting clear expectations, catching people doing things right
Controlling insight
*******************
- best explanation of greatest number of events
- help you know which action have most far reaching influence
Must be Applicable across wide range of situations
Must Serve as a multiplier with exponential improvement - not just be an incremental additive
Must Guide action
II. Week7, Lecture1 - Collaboration vs Zero sum Game
*****************************************************
Collaboration mind-set
***********************
As leader who engenders trust, Ask "is there another way to look at this problem? is win-win possible ?"
********************************************************************************************************
Missing ingredient is Trust
****************************
- Many people approach conflict as all-or-none attitude
*******************************************************
a competition to destroy the opponent
victory for one rather than victory for all
rather than putting egos away to find a sustainable solution, compromise
they fight to win - with win/lose, black/white, winner take it all approach
- The Lure of the Zero sum game: a reality in some situations, an unproductive mindset in other situations
***********************************
Total winnings of all parties taken together equals zero - someone is going to win and someone will lose
eg. when Two people compete for one job
- root cause
*************
aggressive human nature
behaviors hard wired in our brains during evolution
culture
- 9/10 children's games objective is
kill, capture, eliminate, bankrupt or harm players
- 1/10 follow the leader
parallel striving, no competition, no score or elimination, no cooperation
- Two survivors, one person life raft: collaborative outcome - don't board life raft or share time on raft;
************************************* *********************************************************************
inferior solution: "if one person has to die, rather be you
assumption: the other person will not climb onto raft when you are hanging on other side; will change places when you get tired
- Two sick people, one Ugli Fruit cure:
***************************************
Both children live: Share information through simple conversation to find a collaborative solution; juice vs peel
only one child lives: Flip coin
Both children die: Anger, negotiation fails, run out of time
Barrier to reach agreement: unwilling to share critical information about child's needs
*******************************************************************
don't trust other person to be candid
- Nickel Auction game
*********************
Equitable solution: Take turns winning - Penny equity solution:each player gains a penny; without additional time, money, risk
Easy obvious way to earn 4X more
bidder who says pass when other person says once cent cannot be sure the other person will reciprocate in following round
- Missing ingredient: Trust, Collaborative solutions need Trust
****************************************************************
Barrier: lack of common history; ability to establish trust is rare, function of time in relationships(how long it has lasted, how long expected to last)
- company A never buys from your company B; has close relationship with company C which is now on strike; A comes to B; you know they will revert to C after strike
*******************************************
Pricing strategy? High price if it is one time; Low if there is chance of upside
Dr DP
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