ETM 5110 – LEADERSHIP STRATEGIES FOR PRACTICING ENGINEERS AND SCIENTISTSETM 5110 – LEADERSHIP STRATEGIES Session 5ETM 5110 – LEADERSHIP STRATEGIESETM 5110 – LEADERSHIP STRATEGIES EnvironmentSlide 5Slide 6ETM 5110 – LEADERSHIP STRATEGIES New Problems/New SolutionsETM 5110 – LEADERSHIP STRATEGIES Leadership CharacteristicsETM 5110 – LEADERSHIP STRATEGIES What Really Works (Nohria, Joyce, and Roberson, HBR, July 2003)Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16ETM 5110 – LEADERSHIP STRATEGIES Ranking of Leadership Styles in Order of Positive ImpactETM 5110 – LEADERSHIP STRATEGIES Leader/Follower ExpectationsETM 5110 – LEADERSHIP STRATEGIES So,Slide 20Slide 21ETM 5110 – LEADERSHIP STRATEGIES Action Steps for Successful LeadershipA Time Line of Major Crises = Normal Crisis  = Abnormal Crises  = Natural Disaster Mitroff & Alpaslan, “Preparing for Evil,” HRB. April 2003, pgs. 109-115.Slide 24Slide 25Slide 26Slide 27ETM 5110 – LEADERSHIP STRATEGIES Common Themes from AssignmentETM 5110 – LEADERSHIP STRATEGIES Common ThemesETM 5110 – LEADERSHIP STRATEGIES Shared ValuesSlide 31Slide 32ETM 5110 – LEADERSHIP STRATEGIES 3 C’s of Transforming CommitmentsETM 5110 – LEADERSHIP STRATEGIES C’s of Transforming Commitments (cont’d.)ETM 5110 – LEADERSHIP STRATEGIESSlide 36Slide 37Slide 38ETM 5110 – LEADERSHIP STRATEGIES Some Parting ThoughtsETM 5110 – LEADERSHIP STRATEGIES From Individual Contributor to Leader/Manager Ten Traits to TransitionETM 5110 – LEADERSHIP STRATEGIES Reimer’s Rules for LeadershipSlide 42Slide 43Slide 44Slide 45Slide 46Slide 47Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES FOR PRACTICING ENGINEERS AND SCIENTISTS ETM 5110 – LEADERSHIP STRATEGIES FOR PRACTICING ENGINEERS AND SCIENTISTSLECTURE 5JULY 9, 2003Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESSession 5ETM 5110 – LEADERSHIP STRATEGIESSession 5•Leadership/Management in a Rapidly Changing Environment•Jack Welch (GE)•Jim Goodnight (SAS)•Jerry Ennis (Boldt Construction) •Craig Weatherup (PepsiCo)•(Ret.) General Dennis Reimer (MIPT)•Keys to Success•Personalizing Leadership•Personal Mission Statement•Wrap UpEngineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESETM 5110 – LEADERSHIP STRATEGIESLeading/Managing in the New Paradigm•Principle-centered Leadership•Aligning•Empowering (citizenship, ownership, trust)Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESEnvironmentETM 5110 – LEADERSHIP STRATEGIESEnvironment•Increased Globalization•Increased Competition•Technology Revolution/Evolution•Shorter Product Lifecycles•Downsizing/Rightsizing•Virtual Organizations•9-11 •Enron, WorldCom, Martha Stewart, etc.Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESETM 5110 – LEADERSHIP STRATEGIESLeading Science and Engineering Breakthroughs•Inventions–Next generation/strategic inflection–Intellectual property/asset management•Innovations–Integrated/seamless solutions–Multi-disciplinary approachEngineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESETM 5110 – LEADERSHIP STRATEGIESDisruptive Innovations•Create growth opportunities•Breakthrough or incremental•Strategic Inflection Point (SIP)•Improve performance (e.g., faster microprocessors, better battery for laptops)•Sustaining•Simpler, smaller, cheaper–1978 cost/MIP: $480/MIP–1985 cost/MIP: $50/MIP–1995 cost/MIP: $4/MIPEngineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESNew Problems/New SolutionsETM 5110 – LEADERSHIP STRATEGIESNew Problems/New SolutionsVision + Technology Innovation + Knowledge Management = Value Creation, Improved Productivity, and Sustained Financial PerformanceEngineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESLeadership CharacteristicsETM 5110 – LEADERSHIP STRATEGIESLeadership Characteristics•Visionary (Thinking Strategically, Globally, Commercially)•Effective Communicator•Character (Honesty and Integrity)•Innovative and Bold•Tough•Smart•Able to Assess Risks•Ability to Build Relationships (Internal and External)•Ability to Process Diverse Information•Embraces Technology•Broad Understanding of the Business•Focuses on Sustainable Growth•Creates Esprit de Corps•Gets Results•Role Model BehaviorEngineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESWhat Really Works(Nohria, Joyce, and Roberson, HBR, July 2003)ETM 5110 – LEADERSHIP STRATEGIESWhat Really Works(Nohria, Joyce, and Roberson, HBR, July 2003)Primary Management Practices•Strategy must be well understood by employees, customers, partners, and investors–built on clear value proposition–developed from outside (input from customers, partners & investors)–continuous fine tuning–clearly communicated to stakeholders–keep focused; grow core business•Flawless Operational Execution–products/services that consistently meet customers’ expectations–decision-making close to front line–constantly improve productivity•Culture–inspire all managers and stakeholders to do their best–empower for improved productivity–reward achievement with performance-based pay–pay psychological rewards in addition to financial rewards–create challenging/satisfying work environmentEngineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESWhat Really Works(Nohria, Joyce, and Roberson, HBR, July 2003)ETM 5110 – LEADERSHIP STRATEGIESWhat Really Works(Nohria, Joyce, and Roberson, HBR, July 2003)Primary Management Practices (cont’d.)•Culture (cont’d.)–establish and abide by clear organizational values•Structure (whether by product, geography, customer, etc., key is to reduce bureaucracy and simplify work)–cooperation and exchange of information across the organization–best people closest to the action –seamless sharing of knowledge Secondary Management Practices•Talent –recruit, train, develop, challenge, involve–keep senior management actively involved in the development of people•Innovation –relentless pursuit of disruptive technologies –don’t hesitate to cannibalize existing products–apply technologies to enhance operating processesEngineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIESWhat Really Works(Nohria, Joyce, and Roberson, HBR, July 2003)ETM 5110 – LEADERSHIP