2. The Nature of Leadership Dr. Edward A. Merritt California State University (Cal Poly Pomona) For more information: www.EdwardAMerritt.com

3. Business Management Institute2 Learning Objectives At the end of this session you will be able to— 1.Define differences between subjective and objective measures 2.Choose and apply effectiveness measures at the club 3.Understand and decide among various problem-solving techniques

4. Business Management Institute3 Consider Implementing an action plan when you return-- Take-home points Points for action at your club People with whom to communicate the value of this knowledge

5. Business Management Institute4 What Have You Done For Me Lately? Mable & Angus Fricket

6. Business Management Institute5 Leadership is: Influencing people Making sense Engendering commitment Innovating Inspecting what you expect

7. Business Management Institute6 Members Service Providers Managers GM Effective leaders turn the traditional hierarchy upside down…

8. Business Management Institute7 Leadership vs. Management Leader Can lead without managing Innovator Does the right things Managerial Manager Can manage without leading Stable Does things right Leader mode

9. Business Management Institute8 Effectiveness Measures Objective Subjective Ratios Counts Times “We did 212 covers” “It takes 57 seconds to greet members”

10. Business Management Institute9 Effectiveness Measures Objective Subjective Vague Imprecise “You did okay” “The members lost confidence” “You need to find another job”

11. Business Management Institute10 Effectiveness Measures Ensure objective Attains/exceeds goals Perceptions by membership Measured 2x per year Compared to prior Attitudes of staff Perceptions by outsiders

12. Business Management Institute11 Effectiveness Measures Pos correlation Expansion = satisfaction Neg correlation Good or bad Higher output = Lower quality Fewer rounds = Better conditioning

13. Business Management Institute12 Problem Solving Working with your staff 4 elements: ID, analyze, strategize, implement

14. Business Management Institute13 1. ID Symptoms 2. List symptoms 3. Change benefit 4. Measure 1. ID Problem

15. Business Management Institute14 2. Analyze 2. Categoriz e 3. ID Causes 4. What is missing? 5. ID Barriers 1. Diagnose

16. Business Management Institute15 3. Strategize 2. Historical 3. Brainstorm 4. Narrow 5. Decide 1. Theoretical

17. Business Management Institute16 4. Implement 2. Who will do what? 3. Timeframe 4. Measures 1. Plan steps

18. Business Management Institute17 Club Decision Making Decisions on future are historically based Decisions not always in club’s best interest Board members’ risk tolerance differs Politics strong in club decisions People make mistakes

19. Business Management Institute18 Adopting a Commitment Our member is the reason the club exists Our members pay our salaries Our members are royalty We are not providing quality service unless our members believe that we are

20. Business Management Institute19 Your Leadership IQ

21. Business Management Institute20 Leadership IQ Are you welcome at appropriate meetings? Has the Board determined its direction? Is there agreement? Do you know the Club’s strategy? Do your managers share the same vision?

22. Business Management Institute21 Leadership IQ Is the strategy sufficiently clear so your managers can agree upon services to include and exclude? Chevy, Volvo, BMW, Rolls-Royce? Does the club future determine proposals, budgets, and implementation?

23. Business Management Institute22 Leadership IQ Is the overall performance of the Club reviewed on both goal achievement and operating results? Are goal achievement and operating results rewarded on the basis of objective measures?

24. Business Management Institute23 Leadership Realities

25. Business Management Institute24 Activity Patterns Understanding realities helps reduce stress Decisions often disorderly and political Activities reactive vs. proactive Interactions involve staff and members Interactions unannounced Hectic pace

26. Business Management Institute25 Content -- Job Descriptions Supervising Planning and Organizing Decision making Monitoring Controlling -- scheduling, analyzing Representing Coordinating Consulting Administering

27. Business Management Institute26 Handling the Workload Understand demands and constraints Determine what you want to accomplish Analyze how you use your time Plan daily & weekly activities Use electronic BEOs and highlight updates Use PDA/Outlook/Smart phone Use pencil only if manual More…

28. Business Management Institute27 Get it Done A, B, C list Season versus shoulder Do not procrastinate Touch things one time Open door versus screen door Plan and Reflect before implementing

29. Business Management Institute28 Advice to Young Managers What advice would you offer to help up-and-coming managers to understand the realities of the workplace? Examples: Dos Don’ts

30. Business Management Institute29 Action Plan What are some take-home points? What are some points for action at your club? How and to whom will you communicate the value of this knowledge?

31. The Nature of Leadership Dr. Ed Merritt Cal State University (Cal Poly Pomona) eamerritt@csupomona.edu