1. Building High-Performance Organizations Ver 3.9/27/2016 IV-1 MODULE IV: LEADERSHIPFUNCTIONS BUILDING HIGH-PERFORMANCE ORGANIZATIONS IN THE TWENTY-FIRST CENTURY Commonwealth Centers FOR HIGH-PERFORMANCE ORGANIZATIONS www.highperformanceorg.com

2. Building High-Performance Organizations Ver 3.9/27/2016 HP 1. What is it? 2. How would we know? 4. Why do we need to be high performance? Higher Moral PurposeHigher Moral Purpose Self PrideSelf Pride SurvivalSurvival Stakeholders Beneficiary Chain ENV 3. According to whom? Partners VISION STRATEGY STRUCTURE SYSTEMS VALUES WORK CULTURE 5.Right “What?” 6. How Good? 7. How Treat? LEADERSHIP Philosophy Functions Form LEADERSHIP FUNCTIONS Strategic Customer Value Analysis (SCVA)Strategic Customer Value Analysis (SCVA) Vision/Values  Strategy/Structure/SystemsVision/Values  Strategy/Structure/Systems Suprasystems Integration/StewardshipSuprasystems Integration/Stewardship Learning/Thinking/Changing/RenewingLearning/Thinking/Changing/Renewing Enabling/Empowering/EnergizingEnabling/Empowering/Energizing IV-2

3. Building High-Performance Organizations Ver 3.9/27/2016 IV-3 They think longer-term. They think longer-term. They look beyond the unit they head and grasp its relationship to larger realities. They look beyond the unit they head and grasp its relationship to larger realities. They reach and influence constituents beyond their jurisdictions, beyond boundaries. They reach and influence constituents beyond their jurisdictions, beyond boundaries. They put heavy emphasis on the intangibles of vision, values, and motivation and understand intuitively the non- rational and unconscious elements in the leader- constituent interaction. They put heavy emphasis on the intangibles of vision, values, and motivation and understand intuitively the non- rational and unconscious elements in the leader- constituent interaction. They have the political skill to cope with the conflicting requirements of multiple constituencies. They have the political skill to cope with the conflicting requirements of multiple constituencies. They think in terms of renewal -- both personally and organizationally. They think in terms of renewal -- both personally and organizationally. Leaders and leader/managers distinguish themselves from the general run of managers in the following ways: LEADERSHIP VS. MANAGEMENT LEADERSHIP FUNCTIONS From: John W. Gardner, Leadership Papers, “Number 1: The Nature of Leadership,” (The Independent Sector, January, 1986), p. 8

4. Building High-Performance Organizations Ver 3.9/27/2016 TS ML T Management Skills, Abilities, and Behaviors n Causal Modeling/Systems Analysis n Performance Planning n Project Management and Execution n People Development n Plan Implementation, Monitoring, and Adjustment n Outcome/Results Variance Analysis n Open Communication Management Skills, Abilities, and Behaviors n Causal Modeling/Systems Analysis n Performance Planning n Project Management and Execution n People Development n Plan Implementation, Monitoring, and Adjustment n Outcome/Results Variance Analysis n Open Communication Leadership Skills, Abilities, and Behaviors n Strategic Customer Value Analysis n Vision/Values to Strategy/ Structure/Systems n Suprasystems Integration/ Stewardship Stewardship n Learning/Thinking/Changing/ Renewing n Enabling/Empowering/ Energizing Leadership Skills, Abilities, and Behaviors n Strategic Customer Value Analysis n Vision/Values to Strategy/ Structure/Systems n Suprasystems Integration/ Stewardship Stewardship n Learning/Thinking/Changing/ Renewing n Enabling/Empowering/ Energizing Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Team Skills, Team Skills, Abilities, and Behaviors n see slide I-9 for these skills Team Skills, Team Skills, Abilities, and Behaviors n see slide I-9 for these skills “WORK” IS HOLISTIC IN THE NETWORKED TALENT MODEL LEADERSHIP FUNCTIONS IV-4

5. Building High-Performance Organizations Ver 3.9/27/2016 IV-5 1. Strategic Customer Value Analysis (SCVA) u Who are/should be our customers (“beneficiary chain,” “food chain,” “other stakeholders”) u What do they value (want/need/expect) now and in the future? u Who are our “competitors;” implications for us? u What is happening in the larger environment; how might the this affect us (conduct environmental scan, market analysis, “political” analysis, feasibility review) 2. Vision / Values Connected to Strategy, Structure, and Systems u What does high-performance mean for us, what higher moral purpose are we trying to serve, and what is the desired future state we are seeking? u Causing a shared vision/values for unit/organization to be formulated, articulated, and lived; must “nest” within next higher level’s vision/values. u Strategic thinking: mission/niche analysis interacting with “theory of the business” review -- results in a strategic plan showing direction and need for capacity building -- must be translated into a “tactical” operational plan (actions matched with resources, goals and objectives, monitoring, corrective actions) -- results in “performance.” u The organization’s/unit’s “values” work involves causing the values (leadership philosophy/ individual behavioral values/operating systems values) to be made actionable (by focusing on required/prohibited behaviors) -- results in “work culture.” 3. Suprasystems Integration / Stewardship u Gluing the parts of the organization back together to accomplish the vision; creation of mechanisms that align the parts to form an integrated whole. u Requires a stewardship role from individuals; rising above “turf” to serve the larger whole; linking with others to address cross-organizational issues; “steward of the whole” versus “owner of the piece.” 4. Learning, Thinking, Changing, Renewing u Personal learning, renewal, growth, and change; requires seeking and using feedback. u Staying “on the cutting edge” individually and organizationally; requires building a “learning organization.” u Best practices / benchmarking / reengineering / continuous improvement. 5. Enabling, Empowering, and Energizing u Teaching, mentoring, motivating, and bureaucracy busting; providing knowledge, skills, and information required to make good decisions; being proactive; removing barriers to empowerment. LEADERSHIP FUNCTIONS “THE WORK OF LEADERSHIP” IV-5

6. Building High-Performance Organizations Ver 3.9/27/2016 IV-6 1. Strategic Customer Value Analysis (SCVA) u Who are/should be our customers (beneficiary chain, food chain, other stakeholders)? u What do they value (want/need/ expect) now, and what will they value in the future? u Who are our competitors; implications for us? u What is happening in the larger environ- ment, and how might that affect us? LEADERSHIP FUNCTIONS

7. Building High-Performance Organizations Ver 3.9/27/2016 IV-7 CONGRESSPRES D of I AHDCOCBCXXX XXX S.J.A. PEERS MW “The Food Chain” PART C “Beneficiary Chain” PART B STRATEGIC CUSTOMER VALUE ANALYSIS LEADERSHIP FUNCTIONS The Case Of The U.S. Geological Survey n Policy Makers n Environmentalists n Education/Science n State & Local n Other Federal n Private Sector AirlinesAirlines UtilitiesUtilities “Marketing” PART D “Key Products & Services” PART A B.R. “ Partnership” Analysis P P P P “Other Stakeholders ” Analysis Review of Competition Menlo Part Reston DC

8. Building High-Performance Organizations Ver 3.9/27/2016 IV-8 2. Vision / Values  Strategy / Structure / Systems u What does high-performance mean for us, what higher moral purpose are we trying to serve, and what is the desired future state we are seeking? u Causing a shared vision / values for unit / organization to be formulated, articulated, and lived; must “nest” within next higher level’s vision/values. u Strategic thinking: mission/niche analysis interacting with “theory of the business” review -- results in a strategic plan showing direction and need for capacity building -- must be translated into a “tactical” operational plan (actions matched with resources, goals and objectives, monitoring, corrective actions) -- results in “performance.” u The organization’s/unit’s “values” work involves causing the values (leadership philosophy / individual behavioral values / operating systems values) to be made actionable (by focusing on required/prohibited behaviors) -- results in “work culture.” LEADERSHIP FUNCTIONS

9. Building High-Performance Organizations Ver 3.9/27/2016 IV-9 “Great leaders...inspire their followers to high levels of achievement by showing them how their work contributes to worthwhile ends. It is an emotional appeal to some of the most fundamental needs - - the need to be important, to make a difference, to feel useful, to be part of a successful and worthwhile enterprise.” Warren Bennis and Bert Nanus, Leaders (NY: Harper & Row, 1985) LEADERSHIP AND VISION LEADERSHIP FUNCTIONS

10. Building High-Performance Organizations Ver 3.9/27/2016 IV-10 “If you want to move people, it has to be toward a vision that’s positive for them, that taps important values, that gets them something they desire, and it has to be presented in a compelling way that they feel inspired to follow.” Martin Luther King Martin Luther King LEADERSHIP FUNCTIONS THE “INTANGIBLES” OF VISION, VALUES, AND MOTIVATION

11. Building High-Performance Organizations Ver 3.9/27/2016 IV-11 DEVELOPING A SHARED VISION AND SET OF ORGANIZATIONAL VALUES LEADERSHIP FUNCTIONS ULTIMATE OR “END” VALUES LEADERSHIP PHILOSOPHY INDIVIDUAL BEHAVIORAL VALUES These describe the ultimate or “end” values that the organization is seeking to achieve; provide a test of an organization’s worth in society; answer the questions: Why are we doing what we are; what is the higher moral purpose the organization is trying to serve?” A statement of philosophy explaining the assumptions upon which management actions are based and judged; helps define the work culture; answers the questions: What do we believe about the nature of people, how people choose to be motivated, the distribution of knowledge and creativity, and the nature of work? These help define the “human side” of the organization’s work culture; provide a standard for judging interpersonal behavior; answer the questions: “How are we going to treat each other and, by extension, our customers?” SHARED VISION MISSION/ NICHE THEORY OF THE BUSINESS STRATEGIC PLAN OPERATING SYSTEMS VALUES These three boxes are “means” values These define the “technical side” of the organization’s culture; provide a standard for judging the organization’s strategies, structures, systems, and work processes; answer the question: What values should guide our operating processes? VISION: an image of our desired future state; a direction for the organization; it must inspire members of the organi- zation and galvanize them into coordinated action directed at a common future; units at each level must “nest” into the higher level vision; answers the questions: What is “high performance” for us; according to whom; and how would we know if we were? What is our special or unique niche? Who would miss us if were were gone? A shared vision allows us to proceed to a discussion of mission/niche, theory of the business, etc.

12. Building High-Performance Organizations Ver 3.9/27/2016 IV-12 VISION “Arlington County is a diverse community of dynamic, secure residential and commercial neighborhoods; a learning, caring, participating community in which each person is important.” From the community visioning document:“THE FUTURE OF ARLINGTON:The Year 2ooo and Beyond OF ARLINGTON:The Year 2ooo and Beyond We, the employees of Arlington County, are committed to developing a far-sighted, responsive organization which will build partnerships with all people of the community to create an environment which enables Arlington residents, businesses, employees, and visitors to achieve their individual and collective goals and aspirations. LEADERSHIP PHILOSOPHY We believe that people want to do the best job possible. When all of us share responsibility for creating a work environment with clear goals, mutual support, and opportunities for continuous learning, Arlington County can best achieve its goals. We will realize our full potential through teamwork, respect for each other, sharing information, and support for individual creativity and initiative. PRINCIPLES OF GOVERNMENT High Quality Service High Quality Service Commitment to Employees Commitment to Employees Diversity Diversity Empowerment Empowerment Teamwork Teamwork Leadership Leadership LEADERSHIP FUNCTIONS DEVELOPING A SHARED VISION/VALUES AT ARLINGTON COUNTY GOVERNMENT LEADERSHIP FUNCTIONS DEVELOPING A SHARED VISION/VALUES AT ARLINGTON COUNTY GOVERNMENT

13. Building High-Performance Organizations Ver 3.9/27/2016 IV-13 Is it right for the community? Is it right for the department? Is it ethical and legal? Is it consistent with our values and policies? Is it something I’m willing to be accountable for? Before you do anything, ask yourself these questions: THE ROLE OF VISION / VALUES IN THE PHOENIX POLICE DEPARTMENT THE ROLE OF VISION / VALUES IN THE PHOENIX POLICE DEPARTMENT LEADERSHIP FUNCTIONS

14. Building High-Performance Organizations Ver 3.9/27/2016 IV-14 JUST DO IT! If the answers to these questions are “YES,” don’t ask permission; continued LEADERSHIP FUNCTIONS THE ROLE OF VISION / VALUES IN THE PHOENIX POLICE DEPARTMENT THE ROLE OF VISION / VALUES IN THE PHOENIX POLICE DEPARTMENT

15. Building High-Performance Organizations Ver 3.9/27/2016 IV-15 Project Manager Project Team CV = SCH\REL Quality = DFQ + EQ FP = ICP/Revenue Values = Leadership Philosophy Behavioral Values Behavioral Values Customer Value “100” -- Shipyard Commander Quality Financial Performance Values “07” -- Admiral in Charge of SY’s “Profit” Loss APM APM APM APM APM APM USE OF VISION / VALUES TO BOUND EMPOWERMENT The Case of U.S. Navy Shipyards LEADERSHIP FUNCTIONS

16. Building High-Performance Organizations Ver 3.9/27/2016 IV-16 DO WE HAVE THE RIGHT __________ ? Customers Customers Key Products & Key Products & Services Services Business Strategy Business Strategy Org. Structure Org. Structure Work Processes Work Processes Support Processes Support Processes Equipment, Facilities, Equipment, Facilities, Technology, Technology, Information, etc. Information, etc. PEOPLEPEOPLE – Right competencies – Development process – Feedback/Coaching (360 o ) (360 o ) – Resolution Process (Performance (Performance Appraisal) Appraisal) WORK CULTURE VISION VALUES Leadership Philosophy Individual Behavioral Values Operating Systems Values PERFORMANCE Feedback / Coaching (360 o ) Resolution Process (Discipline System) Strategic Thinking: Mission/Niche Mission/Niche Theory of the Business Theory of the Business(strategy/structure/systems) Prepare Business Case + ~~~ - ~~~ Behaviors LEADERSHIP FUNCTIONS VISION / VALUES TO STRATEGY/STRUCTURE/SYSTEMS (moving from vision to performance and values to work culture) PM (Outcomes) PM (Input/Thro- ughput/Output) Strategic Planning: Set Direction Set Direction Capacity Building Capacity Building Prepare Business Plan PM = Performance Measures PM (Strategic Goals and Objectives) PM PM PM End Values/Higher Moral Purpose/Desired Future State { Means Values Tactical/Operational Plan Action Plan Action Plan Resources Plan Resources Plan Monitoring & Corrective Action

17. Building High-Performance Organizations Ver 3.9/27/2016 IV-17 STRATEGIC THINKING IN THE HPO MODEL MISSION (“niche”)  What’s our “niche?” What are we -- in our organization/unit -- going to take responsibility for? Which other organizations must we partner with to be successful?  Are we doing the right things for the right customers?  Are we being effective?  H.P. Indicators: s “Design and Features” Quality s Customer “Value”  Key Services and Product Analysis s Have we correctly identified the services and products we need to deliver?  Strategic Customer Value Analysis s Have we correctly identified who our customers are and who they should be? Now and in the future? s Have we partnered with our customers to determine what they want/ need, now and in the future? s Do we understand the “food chain” vs “beneficiaries?”  Environmental Scanning  Market Analysis  Feasibility Review s Understanding the “politics” of the environment MISSION (“niche”)  What’s our “niche?” What are we -- in our organization/unit -- going to take responsibility for? Which other organizations must we partner with to be successful?  Are we doing the right things for the right customers?  Are we being effective?  H.P. Indicators: s “Design and Features” Quality s Customer “Value”  Key Services and Product Analysis s Have we correctly identified the services and products we need to deliver?  Strategic Customer Value Analysis s Have we correctly identified who our customers are and who they should be? Now and in the future? s Have we partnered with our customers to determine what they want/ need, now and in the future? s Do we understand the “food chain” vs “beneficiaries?”  Environmental Scanning  Market Analysis  Feasibility Review s Understanding the “politics” of the environment Examination of Core Assump- tions/ParadigmsExamination of Core Assump- tions/Paradigms Creativity/Creat- ive ThinkingCreativity/Creat- ive Thinking Causal ReasoningCausal Reasoning Systems Analysis and ThinkingSystems Analysis and Thinking Core Compet- encies AnalysisCore Compet- encies Analysis Best Practices Review; Bench- markingBest Practices Review; Bench- marking SWOC/T AnalysisSWOC/T Analysis Force Field AnalysisForce Field Analysis interaction Strategic Thinking THEORY OF THE BUSINESS  What do we need to do (i.e., what strategies, structures, and systems do we need) to accomplish our vision?  Are we doing things right? (right process/ done right?  Are we being efficient?  H.P. Indicators: s “Execution” Quality s Financial Performance  Strategy Do we have the right “business” approach/causal model? s Business Process Redesign (BPR)/Reinvention s Activity Based Costing (ABC)/ Reengineering  Structure: Are we structured correctly? s Reductionist Approaches: (e.g., business center” functional analysis/”chunking” s Integrating Approaches: (e.g.., matrix structure, project management, “partnering” with clients/others)  Systems: Do we have systems which are aligned and supportive? s Right work processes (TQM/CPI) s Right work management and control systems s Right support systems: including systems that yield the right people (skills, competencies, attitudes, behaviors); information; technology; financial/ procurement support; facilities; equipment; technical support THEORY OF THE BUSINESS  What do we need to do (i.e., what strategies, structures, and systems do we need) to accomplish our vision?  Are we doing things right? (right process/ done right?  Are we being efficient?  H.P. Indicators: s “Execution” Quality s Financial Performance  Strategy Do we have the right “business” approach/causal model? s Business Process Redesign (BPR)/Reinvention s Activity Based Costing (ABC)/ Reengineering  Structure: Are we structured correctly? s Reductionist Approaches: (e.g., business center” functional analysis/”chunking” s Integrating Approaches: (e.g.., matrix structure, project management, “partnering” with clients/others)  Systems: Do we have systems which are aligned and supportive? s Right work processes (TQM/CPI) s Right work management and control systems s Right support systems: including systems that yield the right people (skills, competencies, attitudes, behaviors); information; technology; financial/ procurement support; facilities; equipment; technical support

18. Building High-Performance Organizations Ver 3.9/27/2016 DOESN’T MEET TASK COMMITMENTS (participative management; empowerment and support) LEADERSHIP FUNCTIONS FOUR TYPES OF MANAGERS ACCORDING TO GE’S JACK WELCH FOUR TYPES OF MANAGERS ACCORDING TO GE’S JACK WELCH SHARES THE VALUES MEETS TASK COMMITMENTS (autocratic management; control and coercion) DOESN’T SHARE THE VALUES THE VALUES TYPE 3 TYPE 1 TYPE 2 TYPE 4 More difficult decision: second chance, new location Easy, clear decision: onward and upward Tough but clear decision: OUT Toughest decision: OUT Adapted from Jack Welch’s “Letter to Stockholders,” GE Annual Report, January 1991 Adapted from Jack Welch’s “Letter to Stockholders,” GE Annual Report, January 1991 IV-18

19. Building High-Performance Organizations Ver 3.9/27/2016 IV-19 LEADERSHIP FUNCTIONS 1870 - 1970 Amount of Worker Discretion Amount of Management Directed Work The period of American industrialization from 1870 to 1970 was characterized by management determina- tion and specification (“sci- entific management”), rou- tinized work, minimal work- er discretion, pay as the primary worker motivator, and compensation tied to piecework. 1970 - PRESENT Amount of Worker Discretion Amount of Management Directed Work In recent years, two trends in the kinds of jobs held by most Americans -- the move from blue-collar to white- collar jobs and from jobs in industry to jobs in service/ information -- have increas- ed the amount of discretion held by workers. In the absence of a positive work culture, technically trained employees tend to withhold discretionary effort. DISCRETIONARY EFFORT: THE IMPORTANCE OF A POSITIVE WORK CULTURE Adapted from Daniel Yankelovich and John Immerwahr, Putting the Work Ethic to Work (New York: The Public Agenda Foundation, 1983) Adapted from Daniel Yankelovich and John Immerwahr, Putting the Work Ethic to Work (New York: The Public Agenda Foundation, 1983)

20. Building High-Performance Organizations Ver 3.9/27/2016 IV-20 3.Suprasystems Integration / Stewardship u Gluing the parts of the organization back together to accomplish the vision; creation of mechanisms that align the parts to form an integrated whole. u Requires a stewardship role from individuals; rising above “turf” to serve the larger whole; linking with others to address cross-organi- zational issues; “steward of the whole” versus “owner of the piece.” LEADERSHIP FUNCTIONS IV-20

21. Building High-Performance Organizations Ver 3.9/27/2016 IV-21 4. Learning, Thinking, Changing, Renewing u Personal learning, renewal, growth, and change; requires seeking and using personal feedback. u Staying “on the cutting edge” individually and organizationally; requires building a “learning organization.” u Best practices / benchmarking / reengin- eering / continuous improvement. LEADERSHIP FUNCTIONS

22. Building High-Performance Organizations Ver 3.9/27/2016 IV-22 THE FOUR STAGES OF LEARNING Unconscious Competence “don’t know you know” Unconscious Incompetence “don’t know you don’t know” ENVShift “Jerkophobia” Conscious Incompetence “know you don’t know” Conscious Competence “know you know” LEADERSHIP FUNCTIONS

23. Building High-Performance Organizations Ver 3.9/27/2016 IV-23 RENEWING: ORGANIZATIONAL LIFECYCLES Prime Adolescence Go-Go Infant Courtship Affair InfantMortality Founder or Family Trap UnfulfilledEntrepreneur PrematureAging Stable Aristocracy EarlyBureaucracy Bureaucracy Growing Aging Death From: Ichak Adizes, Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do About It (Englewood Cliffs, NJ: Prentice Hall, 1988) Performance

24. Building High-Performance Organizations Ver 3.9/27/2016 IV-24 n During this stage, an individual has an idea and sets up a small business n As the business grows, friends, relatives and others join the company n Motivation remains high n However, if the busi- ness is to flourish, attention must be paid to planning, organization and basic administrative functions n During this stage, an executive is typically hired with strong organization and planning skills n Systems and proce- dures are routinized and specific goals and objectives are established n A key characteristic of this phase is that realistic risk-taking by subordinates is both encouraged and rewarded n Organizations reach- ing this stage of development have become calcified n Change is seen as a threat n Procedure has tri- umphed over substance n Employees are more concerned with their own comfort than with meeting the needs of their customers -- both internal and external n Typically, cover-your- backside (CYA) practices are evident EntrepreneurialAdministrativeBureaucratic RENEWING: ORGANIZATIONAL LIFECYCLES

25. Building High-Performance Organizations Ver 3.9/27/2016 IV-25 5. Enabling, Empowering and Energizing u Teaching and mentoring; motivating and bureaucracy busting; u Providing knowledge, skills, and information required to make good decisions; u Being proactive; u Removing barriers to empowerment. LEADERSHIP FUNCTIONS

26. Building High-Performance Organizations Ver 3.9/27/2016 IV-26 High Low Low Low High Loose Cannons Fully Empowered Caged Eagles Entrenched Bunkers ENABLEMENT: THE KEY TO EMPOWERMENT EMPOWERMENT (Level of Personal and Organizational Power) ENABLEMENT (Level of Competency in Power and Autonomy) Robert Barner, “Enablement: The Key to Empowerment,” Training & Development, American Society for Training and Development (June 1994), p. 33.

27. Building High-Performance Organizations Ver 3.9/27/2016 IV-27 Thomas Jefferson, 1820 “I know of no safe depository of the ultimate powers of a society but the people themselves, and if we think them not enlightened enough to exercise their control with a wholesome discretion, the remedy is not to take it from them, but to inform their discretion.” “I know of no safe depository of the ultimate powers of a society but the people themselves, and if we think them not enlightened enough to exercise their control with a wholesome discretion, the remedy is not to take it from them, but to inform their discretion.” LEADERSHIP FUNCTIONS THE IMPORTANCE OF ENABLING IN EMPOWERMENT

28. Building High-Performance Organizations Ver 3.9/27/2016 IV-28 Rich Teerlink, CEO, Harley-Davidson, quoted in Fortune, August 22 1994, p. 20. “If you empower dummies, you get bad decisions faster.” LEADERSHIP FUNCTIONS THE IMPORTANCE OF ENABLING IN EMPOWERMENT

29. Building High-Performance Organizations Ver 3.9/27/2016 IV-29 “It’s open season on bureau- cracy, autocracy, and the waste and nonsense that grow in any large institution.” ENABLING, EMPOWERING, AND BUREAUCRACY BUSTING AT GE LEADERSHIP FUNCTIONS Jack F. Welch, Jr., Chairman and CEO, General Electric Company

30. Building High-Performance Organizations Ver 3.9/27/2016 IV-30 “For 25 years, you've paid only for my hands when you could have had my brain for nothing.” A union president to Jack F. Welch, Jr., Chairman and CEO of General Electric Company, at an employee meeting LEADERSHIP FUNCTIONS ENABLING, EMPOWERING, AND BUREAUCRACY BUSTING AT GE

31. Building High-Performance Organizations Ver 3.9/27/2016 IV-31 QI QII QIV QIII LAST 3 rd 2 nd 1 st LeadershipTask / Management LEADERSHIP FUNCTIONS LEADERSHIP FUNCTIONS WHY LEADERSHIP FUNCTIONS ARE NOT GETTING DONE IN MOST ORGANIZATIONS MoreSignificant CONSEQUENCES DELIVERED IMPACT OF CONSEQUENCES LessSignificant Longer-termNear-term Order in which the four quadrants are most often handled

32. Building High-Performance Organizations Ver 3.9/27/2016 IV-32 QI QII QIV QIII LeadershipTask / Management Management \ Task MoreSignificant CONSEQUENCES DELIVERED IMPACT OF CONSEQUENCES LessSignificant Longer-termNear-term Eliminate unneeded QIII and QIV work to gain time for QII LEADERSHIP FUNCTIONS LEADERSHIP FUNCTIONS WHY LEADERSHIP FUNCTIONS ARE NOT GETTING DONE IN MOST ORGANIZATIONS