Leadership

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Leadership

1.       Leadership creates opportunities-They create opportunities and for people and then encourage them to apply their talents to grasp those opportunities. Leadership creates projects. Greats leaders create awesome quests.

2.       Leadership say I don’t know-the big trick is turning “I don’t know” into a show of strengthen, rather than an acknowledgment of weakness. Great leaders will say, “we are venturing into the unknown. I hired you for a reason and it wasn’t to follow orders… so figure something out…..and damn well don’t come home empty-handed.”

3.       Leaders are talent developers-Great talent developers are the bedrock of organizations that perform over the long haul.

4.       Leaders thrive in paradox… a wild oscillation between too much control and too little control is probably the secret to long-term effectiveness

5.       Leaders are visionary-A leaders is a dealer in hope. The first task of a leader is to keep hope alive

6.       Leaders love the mess- great leaders get most energized when shit hits the fan. In selecting leaders, we must be assiduously on the lookout for those who get their jollies in the face of madness… in the face of chaos that causes others to waffle or fold.

7.       Leaders are angry –great leaders are completely and perpetually pissed off by the failure of the sun to rise in the west and are determined to do something about it. Don’t ever promote ‘unangry’ people into leadership positions.

8.       Leaders are optimists-leaders show up. Leaders are there. They keep on keeping on. By their presence, they inspire others to stay the course.

9.       Leaders convey a grand design-call it core values. Call it Essential Philosophy. Call it core values. Call it our charter. Call it our constitution. I call it the Design Specs. The stuff we won’t comprise on.

10.   Leaders make mistakes and they make no bones about it. Screwing up is the essence of trying new stuff.    

CEO TIPS

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CEO TIPS

Know where you want to be

·         Clarify need for, and ability to change

·         Understand needs of key stakeholders

·         Understand the competitive environment

·         Clarify values statement and transition process

Make a plan

·         Prioritize objective

·         Use project management techniques

·         Build effective change project teams

Do it

·         Use visible leadership and transition techniques

·         Motivate constructive behavior and resolving issues of power

·         Shape the political dynamics within the organizational context

Monitor progress and impact

·         Monitor action and effectiveness of change

·         Monitor feedback from employees, customers, suppliers and all other stakeholders.

The CEO part 3

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OD process     

A typical OD process can be divided into the following phase: problem identification, data collection and evaluation and feedback. The first step in the OD process involves understanding and identifying existing and potential problems in the organization. This involves looking at the possible organizational problems of growth, human satisfaction, usage of human resources and organizational effectiveness. Data is collected through personal interviews observations and questionnaires.

·         Structural analysis-determines how the different parts of the organization are functioning in terms of laid down goals

·         Process analysis –the manner in which events take place in a sequence. It also refers to the pattern of decision making communication group dynamic and conflict management patterns within the organization to help in the process of attainment of organizational goals

·         Functions analysis-includes strategies variables, performance variables results, achievements and final outcome

·         Domains analysis-refers to the areas of the organization for organizational diagnosis.

The CEO as a change agent

The capability of the corporate management process to influence the entire life cycle of the change process depends on the CEO’s ability to understand matters regarding the change management process design so as to incorporate all employees and stakeholders in the change. Essentially, change management and implementation can be initiated by the CEO in several stages. He must understand company pressure, assemble a qualified team to be the pioneers of change, establish a class vision and strategy. It is important for the CEO to also know what he wants to achieve, make a plan for it, do it, monitor the process and impact and comprehend the way to fire and archive continuous change.

The CEO part 2

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Diversity training

Organizations have become increasingly diverse employing more women, people of different races, ethnicity, religions and nationalities. Accommodating this diversity has not been easy. Many large organizations face managerial and even legal challenges because of sexual or racial harassment, discrimination, or other forms of perceived unfair treatment. Some problems may result from ignorance, but others are the result of ingrained dislike, misunderstanding or even hatred.

 Diversity training is one of the ways of dealing with these challenges. It is based on understanding breeds tolerance and working conditions and appreciating that all these forces will lead to a more productive organization. Not only does training improve individuals understanding of their co-workers difference, but it is also a spring-board to more creative problem solved.

OD is a planned approach to improve employee organizational effectiveness through a conscious intervention in those processes and structure that have an immediate bearing on the human aspect of the organization. It focuses on a planned process of challenge in an organization’s culture through the utilization of behavioral science, technology research and theory. It can also be seen as long-term effort to improve the organizations problem-solving capabilities and the ability to cope with changes in its external environmental with the help of consultants or change agents.

The CEOs

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The CEO

ORGANIZATION AROUND THE   world are grappling with various challenges. This has redefined the role of the chief executive officer (CEO)-in the context of the liberalized organizational environment for excellence.

For companies to stay in the business, they must be competitive in terms of quality of goods and services. This has put pressure on the CEO who not only has to manage and lead the organization, but also own responsibility for change, deliver the requisite results and guarantee the organizations future stability.

In terms of change, the CEO must appreciate the need to restructure the business operations and the processes by which he manages those changes like; the strategic operations, skills needed for those responsibilities and the reward system. The CEO is required to look into the structures, processes, systems, resources, environment, culture and the values system of the organization.

Organizational Development (OD) is the whole area of organizational change that aims at improving the social functioning of an organization. It is a sub-group of organizational changes strategies that uses knowledge of the behavioral science for planned intervention into organizational process with the goal of increasing organizational health effectiveness. Although OD changes efforts of an organization, these approaches have typically focused of improving and facilitating interactions among people in an organization.

This focus has been on such things as attitude about trust, cooperation, acceptance and tolerance. The goals of OD have been to improve communication among workers, develop norms of trust and acceptance, and to move towards collaboration and consensus.

Several techniques can be used individually or as part of a larger change plan. You can start with a diagnostic survey of working attitudes about jobs, supervision and the problem areas. Surveying feedback to organizational member can also be used to initiate further change plans. Feedback will provide a basis for managers to improve their management and leadership skills. Interventions like group meetings, team work and other work events can be used by consultant to observe actual organizational process. The consultant can then provide feedback on ways to improve communications, leadership, decision making and intervene with team-building activities to improve communication and team work.