Professional Documents
Culture Documents
Professor Mohamed Zairi SABIC Chair in Best Practice Management Dean of eTQM College Dubai
There will be more confusion in the the business world in the next decade than in any decade in
history. And the current pace of change will only accelerate.
Steve Case
You cant grow long term if you cant eat short term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is
Jack Welsh
They say I claim to understand human nature as no one else does. I believe I am certainly right, but if I do not believe in my rightness and my methods, I would be unfit to be at the helm of affairs.
M. K. Gandhi
High Performance Organisation Leaders Charisma - Instils faith, respect and trust. Conveys a strong sense of mission Individual Consideration - Coaches, advises and teaches people who need it Intellectual Stimulation - Gets others to use reasoning and evidence, rather than unsupported opinion Courage - Willing to stand up for ideas even if they are unpopular Dependability - Follows through and keeps commitments Flexibility - Functions effectively in changing environments. Changes course when the situation warrants it Judgement - Reaches sound & objective evaluations of alternative courses of action through logic, analysis and comparison Respect for others - Honours an does not belittle the opinions or work of other people, regardless of their status or position Integrity - Does what id morally and ethically right
FedEx Leaders
Market Changes Life Cycle of Products & Services Key Economy Drivers Scope of Competition Competition: Name of the Game
Slow Long Large Industrial Firms Local The big eats the small
Fast Fast Innovative, Entrepreneurial Knowledge-based firms Global Hyper-competition The fast eats the slow
Emphasis on Success Measure Key Drivers to Growth Key Technology Driver Scarce Resource Production Focus Organisational Structures
Change Management Market Capitalisation Knowledge, Innovation ICT Human Capital Entire Value Chain
Empowerment self-Leadership Multi-skilled, flexible Continuous Learning Cooperation, Teamwork Affected by Market Opportunity/risks Investment
B-to-B
Product Development Supplier Management Transport Warehouse & Inventory Management Category Store Management Management
B-to-C
Customer Relationship Management
SHARE/COLLABORATIVE LEADERSHIP
The patterns of hierarchical leadership that served us in the past are not well suited to the global complexity, rapid change, interdependency, and the various multi-faceted challenges.
Sir Anthony Cleaver Chairman of Council for Excellence in Management and Leadership
Employee satisfaction, absenteeism, board and management turnover Appraisal completion rates, employee understanding of strategy and vision (use staff surveys) Human resource spent per employee Review the potential for management and leadership capability Job vacancies and acceptances
The old organisational pyramids of the nineteenth century are crumbling, being replaced by upside down pyramids and circles and connections.
Greenleaf Centre, 1997
Courage
Learning Facilitation
LEARNING FACILITATION
Creating learning communities Including diverse individuals and perspectives Fostering and demonstrating open-mindedness Developing meaning and insight through individual and collective reflection Seeking feed back and critique to enhance development Developing creative and intuitive abilities Sharing ideas through engaging in dialogue Practising deep listening Using creative tension to foster change and new ideas Acknowledging and using mistakes as opportunities to learn, reflect and forgive
Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)
Develop Trusting Relationships Attending to the well being of others Supporting basic freedom of others Maintaining opportunities for people to make choices for themselves
DEMONSTRATE COURAGE
Taking risks Tackling the difficult issues Serving others Challenging others when they depart from core values held in trust Initiating change transforming self, groups and institutions
Showing mutual respect Carrying out responsibilities Being accountable for ones actions Modelling integrity and authenticity (Walk The Talk) Being honest with self and others Demonstrate equity Practice inclusiveness
Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)
Action Oriented
A bias towards action. Uses experience and knowledge to capitalise on opportunities and challenges in pursuit of a common mission Takes charge in challenging, difficult and/or ambiguous situations Modelling and reinforcing the organisations key values in the pursuit of organisational goals Relationship building both within and outside
Building Team Spirit Creates an atmosphere where people work together Command
Skills
Interpersonal Savvy the organisation Creates and communicates a compelling vision of Managing Vision the future. Translates the vision into clear and meaningful and Purpose strategies and specific priorities which help others focus their efforts Provides string leadership and finds ways to get Motivating and maximum results from others Inspiring Others Problem Solving and Identifies both overt and underlying issues. Makes sound and Decision Quality timely decisions in support of organisational vision and strategic thrusts Results Orientation Executes strategies and goals to reach objectives. Produces results Strategic Agility
consistent with the organisations vision and mission Creates corporate alignment. Has broad knowledge and perspective and can anticipate and adapt to future consequences and trends accurately
Vision Values
The HOW
The Values
Focus on specifics, and plans for best-in-class Should reflect in everything undertaken. Forms boundaries within which to move in towards the road of excellence. Should have integrity at the top of the list Once set, values must be constantly stressed, ommunicated, used and referred to.
POLICY
PERFORMANCE
PEOPLE
PROCESS
The starting point of all achievement is desire. Keep this constantly in mind. Weak desire brings weak results, just as a small amount of fire makes a small amount of heat
In my experience every time I have examined a World Class operation there is a visible leader at the helm who believes in and puts into practice the fundamentals of servant leadership Bob Greenleaf AT&T 1988
As for my leadership, if I have it, it has not come for any seeking, it is a fruit of faithful service. A man can as little discard such leadership as he can the colour of his skin. And since I have become an integral part of the nation, it has to keep me with all my faults and shortcomings, of some of which I am painfully conscious and of many others of which candid critics, thanks be to them, never fail to remind me.
M.K. Gandhi