Uncommon Leadership Sense

Week1 education has exceeded my expectations by miles and I find myself a changed and empowered person in many ways. 

The course content is outstanding and contains uncommon leadership sense. The pace of coursework is just right, challenging but well within reach. The quality of the class discussions from distinguished classmates is invigorating.

Here are my takeaways from this week's learning :

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Course: Leadership in the 21st Century

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1. The Role of a Leader - Focus on the big picture

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Prepare organization to manage change and cope with change and set the overarching Agenda.

Anticipate major changes in the marketplace and empower the organization to adapt quickly in the changing environment.  

Give a sense of purpose and direction with a compelling vision of the destination. Think big ideas for long term success, pick the right people for the critical functions in the organization and galvanize action. Keep a keen awareness and updated view of the needs of shareholders, customers and employees in balance. Align people by breaking down silos, build networks and stopping turf wars. Motivate, Inspire and Energize the entire organization. Build self-confidence in people and insist on speed of action and simplicity in approach as vital core competencies. Fight complacency and policies that create slow moving bureaucracies. Most importantly, influence the culture of the organization by clarifying core values, leading by ethical example and outstanding business communications. Consider not just economic cost in making major decisions but also social cost and environmental cost. Set a high bar for ethical behavior.

2. The Role of a Manager - Focus on details and execution

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Support the leader's vision and manage complexity.

Deliver results consistently and predictably on time and within budget Plan, Budget and Staff by hiring the best people and organize staff by placing right people in right roles. Own the detailed operational plan and ensure operations are on track by controlling  performance, tracking progress versus plan, and solving problems. Clarify management policies, processes and systems. Communicate corporate goals to the employees and provide performance criteria. Assist employees with goal setting and ensure alignment with corporate values. Set specific targets and methods to measure behavior. Provide feedback, guidance and counsel to employees. Ensure employees document results accurately. Differentiate performers fairly and equitably and decide on rewards.  Discuss plans to develop and improve the performance of employees. Promote diversity by considering applications for jobs from people of varying backgrounds. Encourage innovation and recognize outstanding contributions through promotionss and acknowledgments. Create a climate where people excel and lead behaviors that contribute to strategy.

3. What Leaders Actually Do (Jack Welch 8 Steps Framework)

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(1) Build Great Teams  - Recognize it is about the team and not self; work towards earning the reflected glory from the team; Upgrade team relentlessly; Put right person in right place

(2) Vision - make sure people see and breathe the vision

(3) Skin - Get close to the hearts and minds of employees; be optimistic and exude positive energy; coach; guide; critique; care, recognize good work and discuss when progress is not on track; build self-confidence

(4) Trust - Build trust with candor, transparency, giving credit

(5) Courage - Courageously make tough decisions and gut calls even if unpopular at the time

(6) Question - Ask Questions, probe with curiosity, push for answers with actions

(7) Inspire -  Inspire risk taking and learning, Motivate, Encourage especially during times of failure; Reward high performance

(8) Celebrate - make it fun; get to know people informally and help meet the basic human needs

4. What leadership is not

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It is not just about a grand strategy - execution is the hardest part not just dreaming up a strategy

It is not just about great speeches - leader's actions are more important in influencing the values, mission, agenda, priorities.
It is not just about charisma or superior intelligence - getting a great team together is far more important

5. Formal and Informal Leadership

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I understand that depending on the situation a combination of formal and informal leadership roles should be utilized. It came as a revelation that informal leadership has tremendous scope in the work environment I am in, unlike what I thought before

6. Commonalities and differences between individual contributors, managers and leaders

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Leaders Do 25%, Manage 25%, Lead 50%
Managers Do 25%, Manage 50%, Lead 25%
Individual contributors Do 50%; Manage 25%; Lead 25%

I understand there are also varying degrees of Responsibility, Accountability and Authority

Individuals should excel at executing their tasks, managers should excel at coaching people, and leaders should act like owners and lead long term success

7. One concrete principle I plan to apply at work

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When facing challenges requiring leadership, I plan to think and act more boldly by expanding my informal leadership role going forward without waiting for formal authority to be granted. I understand now that I will only have as much power to influence positive change as I think I have - so my imagination is the primary limit

Based on the great Jack Welch MBA training so far, I believe every self-motivated individual on the planet will succeed in finding access to great education on any subject in the 21st century.

Dr DP

 RE: Week 1