Business Leadership Mike Otis, CEBS, SPHR Human Resource Services Employee Benefits 3770 Beardshear Hall Human Resource Services Business Leadership Mike Otis, CEBS, SPHR

Leadership Key Words?? Human Resource Services Employee Benefits 3770 Beardshear Hall Human Resource Services Leadership Key Words??

Which individuals do you identify as great business leaders?? Employee Benefits 3770 Beardshear Hall Human Resource Services Which individuals do you identify as great business leaders??

So, what make a leader successful and why? Employee Benefits 3770 Beardshear Hall Human Resource Services So, what make a leader successful and why?

Leadership Exercise Human Resource Services Employee Benefits 3770 Beardshear Hall Human Resource Services Leadership Exercise

Know these leaders? 1. Steve Jobs 2. Bill Gates 3. Richard Branson Employee Benefits 3770 Beardshear Hall Human Resource Services Know these leaders? 1. Steve Jobs 2. Bill Gates 3. Richard Branson 4. Sam Walton 5. Warren Buffet 6. Sergey Brin 7. Jack Welch Source: Fortune Magazine

America’s Largest Corporations Employee Benefits 3770 Beardshear Hall Human Resource Services America’s Largest Corporations 1. Wal-Mart Stores 2. Exxon Mobil 3. Chevron 4. General Electric 5. Bank of America 6. Conoco Phillips 7. AT&T 8. Ford Motor 9. JP Morgan Chase 10. Hewlett-Packard Source: Fortune Magazine

America’s Largest Corporations Employee Benefits 3770 Beardshear Hall Human Resource Services America’s Largest Corporations 1. Wal-Mart Stores Michael T Duke 2. Exxon Mobil Rex Tillerson 3. Chevron John Watson 4. General Electric Jeffrey Immelt 5. Bank of America Brian Maynihan 6. Conoco Phillips James Mulva 7. AT&T Randall Stephenson 8. Ford Motor Alan Mulally 9. JP Morgan Chase James Dimon 10. Hewlett-Packard Mark Hurd Source: Fortune Magazine

What make a leader successful? Employee Benefits 3770 Beardshear Hall Human Resource Services What make a leader successful? Leadership Branding Having a cause Communicating the cause Rallying people around the cause Celebrating the cause

Bottom-up Approach to Leadership (Inverted Pyramid) Employee Benefits 3770 Beardshear Hall Human Resource Services Bottom-up Approach to Leadership (Inverted Pyramid) Bedrock Encourage Intellectual Curiosity Keep Your Promises Respect the Individual Tell the truth Be Fair Organizational Fundamentals Quality Participation Productivity Flexibility Cash-flow Stakeholders Employees Investors Customers Suppliers Government Society

All Change Involves Loss - Great Leaders are Resilient Employee Benefits 3770 Beardshear Hall Human Resource Services All Change Involves Loss - Great Leaders are Resilient Those who succeed in times of major change (chaos) manage to turn the situation inside out and find some personal advantage in it.

Leaders Live the Behavior to Sell the Message Employee Benefits 3770 Beardshear Hall Human Resource Services Leaders Live the Behavior to Sell the Message “If a leader doesn’t change his/her behavior, they will get compliance. Compliance is easy. It’s the commitment they won’t get.” (Richard Teerlink)

Employee Benefits 3770 Beardshear Hall Human Resource Services What role does ethics play in business (or politics, or your personal life)?

What Happened to These Leaders? Employee Benefits 3770 Beardshear Hall Human Resource Services What Happened to These Leaders? Dennis Kozlowski Kenneth Lay Joseph Nacchio Robert Nardelli Angelo Mozillo Bernie Madoff (and we won’t get into political figures!)

Ethics is a slippery slope Employee Benefits 3770 Beardshear Hall Human Resource Services Ethics is a slippery slope The issue - How important are the consequences in the short-term? Long-term? Leadership Needs – Are the leader’s needs, or the needs of those higher up, preventing the full understanding of the reality of the issue? Harm – Is the situation harmful or dangerous to others? Could the outcome damage the reputation of the organization, customers, or the leader? Outside-In Perspective – If I am the leader and someone else came to me with this issue, how would I advise him/her to handle it? The Test of Time – Will the action taken stand the test of time? Will the leader be glad they took action (or no action) in the next 6 months, next year, etc. The Court of Public Opinion – Would the leader be comfortable with the decision if it becomes public knowledge?

Is There a Balance? ETHICS LEADERSHIP Human Resource Services Tension Employee Benefits 3770 Beardshear Hall Human Resource Services Is There a Balance? Tension ETHICS LEADERSHIP

Are leaders justified in breaking the rules? Employee Benefits 3770 Beardshear Hall Human Resource Services Are leaders justified in breaking the rules? When? For what purpose? Can acting for the benefit of others still be immoral and unjustifiable? Do we forgive unethical actions done for our benefit? Are we willing to sacrifice rules or morality as long as leaders “get the job done?” Do we find ourselves (society) creating more rules/laws to manage leadership behavior? (Ex: Sarbanes Oxley)

Defining Business Leader of the Future Employee Benefits 3770 Beardshear Hall Human Resource Services Defining Business Leader of the Future Traditional Leader Makes all major decisions; solves team problems; acts as expert Controls work flow; responsible for work group’s results Contemporary Leader Shares responsibility with team members; helps team solve problems Promotes self-management, responsibility, accountability, and ethical behavior as well as ownership of tasks/processes

Defining Business Leaders of the Future Employee Benefits 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future Traditional Leader Lays down the rules Avoids risk Contemporary Leader Articulates and rallies troops around a vision and set of values – promotes taking ethical approaches to business dealings Takes “calculated” risks

Defining Business Leaders of the Future Employee Benefits 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future Traditional Leader Seeks to eliminate conflict Reactive; resists change Contemporary Leader Sees conflict as an opportunity for synergy and enriched decision-making Proactive; initiates change; embraces change as necessary for organizational survival

Defining Business Leaders of the Future Employee Benefits 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future Traditional Leader Focuses on tasks, products, technical skills Linear, analytical thinking Contemporary Leader Focuses on processes, people Non-linear, holistic thinking

Defining Business Leaders of the Future Employee Benefits 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future Traditional Leader Seeks functional, specialized expertise Concerned only about own area of responsibility Contemporary Leader Seeks cross-functional, cross-cultural expertise Concerned about total organization; tries to be good partner with other groups within company .

Defining Business Leaders of the Future Employee Benefits 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future Traditional Leader Fiercely competitive Concerned primarily with domestic operations Contemporary Leader Fiercely competitive, but must often partner with competitors, vendors, customers Prepared to think on larger, global scale

Defining Business Leaders of the Future Employee Benefits 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future Traditional Leader Thinks of people as interchangeable resources Puts organization’s needs before employee’s needs Contemporary Leader Thinks of people as organization’s most valuable resource, knows they are difficult to replace Seeks a balance between organization’s and employees’ needs

Questions? Human Resource Services Employee Benefits 3770 Beardshear Hall Human Resource Services Questions?