1. 1 MSETM 5110 – LEADERSHIP STRATEGIES LECTURE 4 FEBRUARY 7, 2002

2. 2 MSETM 5110 – LEADERSHIP STRATEGIES Session 4 Recap/Common Threads Guest Lecture “Series” – Jack Welch (GE), Craig Weatherup (Pepsi), Jerry Ennis (Boldt Construction), Peter Drucker et. al. (Leader of the Future), Dennis Reimer (Director, MIPT and Retired General, U. S. Army) Guest Lecture by (Ret.) General Reimer Five Myths of Management Summary of “Successful Leader” Assignment (Common Threads) “The Heart of a Leader” (Insights on the Art of Influence, by Ken Blanchard)

3. 3 MSETM 5110 – LEADERSHIP STRATEGIES Course Structure Explore the Concept and Practice of Leadership Review of Leadership Styles Examples of Recognized Leaders Examples of Emerging Leaders Focus on Values and Alignment Use of HBR Case Studies for Relevancy and Application Presentations by Guest Executives

4. 4 MSETM 5110 – LEADERSHIP STRATEGIES The Journey Leadership (Mission/Values) Management (Operating Principals) Business Model (Structure) Culture for Excellence (Energy/Innovation) Right Metrics (Stakeholder Value) Sustained Success (Performance Measures)

5. 5 MSETM 5110 – LEADERSHIP STRATEGIES What’s Happened Since September 11? Re-Examines our Values Confronted Terrorism – Military and Homeland Defense Defined Threats –Chemical/Biological /Agricultural –Cyber –Weapons of Mass Destruction (WMD) Development and Deployment of Innovative/Next Generation Science and Technology –Sensor, Imaging, Surveillance –Energy Policy and Alternatives –Multidisciplinary Imperative (Broad Cross Section of All Engineering Areas, Behavioral Scientists, Politicians, Economists, Military, and Business Leaders) Enron Happened

6. 6 MSETM 5110 – LEADERSHIP STRATEGIES Complementary Agenda Purpose Connectivity Relevancy Application

7. 7 MSETM 5110 – LEADERSHIP STRATEGIES Guest Lecture Series (February 7, 2002) Dennis Reimer is Executive Director of the National Memorial Institute for the Prevention of Terrorism (MIPT) Retired General, United States Army 33 rd Chief of Staff (1995-1999) Commanding General U. S. Army, Forces Command, Ft. McPherson, GA Among Assignments: Vietnam, Korea, Pentagon Graduate, U. S. Military Academy M. S., Shippensburg State College Native of Medford, OK

8. 8 MSETM 5110 – LEADERSHIP STRATEGIES Five Myths of Management*: 1.Leadership is rare skill. 2.Leaders are born, not made. 3.Leaders are charismatic. 4.Leadership exists only at the top of an organization. 5.The leader controls, directs, prods, manipulates. *List by Bennis and Nanus and included in book “Moses on Management” by David Baron, Pocket Books: ISBN: 0671- 03259-3

9. 9 MSETM 5110 – LEADERSHIP STRATEGIES The Top Four Qualities of Credibility 1.Honesty and Integrity (Values, Principles, Trust) 2.Competence (Capable, Effective, Sees “Big Picture”) 3.Sense of Direction (Vision, Dream, Goals, Objectives, Forward Looking) 4.Inspiring (Energetic, Positive, Knows What Makes a Difference) Kouzes and Posner, “What Followers Expect from Leaders.” Jossey-Bass, ISBN: 1555429084

10. 10 MSETM 5110 – LEADERSHIP STRATEGIES Five Actions to Credibility 1.Challenge the Process 2.Inspired Shared Vision 3.Empower People to Act 4.Model the Way Thru Personal Behavior Successes 5.Recognize Contributions and Celebrate Successes

11. 11 MSETM 5110 – LEADERSHIP STRATEGIES Our Virtual Walk in the Woods Or Compass

12. 12 MSETM 5110 – LEADERSHIP STRATEGIES Leadership/Management Excellence Delivering Value Through:People Products & Services Processes Enablers:Technology Tools Training

13. 13 MSETM 5110 – LEADERSHIP STRATEGIES Leadership/Management Excellence ( Cont’d.) Results:Performance Targets - Revenue - Profit/Gross Margin - Return on Assets - People Satisfaction/Job Security - Customer Satisfaction - Sustainability - Winning!

14. 14 MSETM 5110 – LEADERSHIP STRATEGIES Do the Right Thing! 9-11Enron VisionGen. George Patton Tape StabilizeRespectPassion StrikeIntegrityCourage SecureInnovationSelf-Esteem TrustSelf-Confidence Expectations Trust

15. 15 MSETM 5110 – LEADERSHIP STRATEGIES Expectations Drive Excellence “We expect excellence…” Mike Martz Coach, St. Louis Rams (on the Rams’ success)

16. 16 MSETM 5110 – LEADERSHIP STRATEGIES “…the lack of emotion, the lack of fire (passion) our guys are playing with right now is puzzling.” Sean Sutton OSU Assistant Basketball Coach (On the 2/2 OSU loss to Kansas State, OSU’s 4 th loss in last 6 games. OSU’s December National AP Rating: 5)

17. 17 MSETM 5110 – Leadership Strategies On Fundamentals Gentlemen, this is a football! Phil Cutchin Former OSU Football Coach (At first meeting with team after being named head coach)

18. 18 Successful Execution “Strategy and planning by successful and losing teams are amazingly similar. The offensive and defensive theories both employed would be virtually identical. The amount of time they spend practicing wouldn’t vary by more than a few minutes and their practice format would be the same. The main difference would be their attention to detail. In the successful organization, no detail is too small to receive attention. No job is minor, and everyone takes great pride in realizing they are important and their responsibilities are critical to the unit’s success.” Lou Holtz Football Coach (Currently So. Carolina, formerly Arkansas, NY Jets, Notre Dame)

19. 19 MSETM 5110 – LEADERSHIP STRATEGIES Getting Alignment Organization: –Are the organization’s mission/vision fully understood? –Is the structure/infrastructure in place to implement the vision? –Who owns the implementation/management process? –Is there the right sense of urgency and passion? Personal: –Are expectations of me clear? –Are my expectations of me in line with where I want to be? –Have I given clear expectations to those I support? –What expectations do I have of (a) my “boss” and (b) my organization? –Do I demand excellence?

20. 20 MSETM 5110 – LEADERSHIP STRATEGIES “If you don’t know where you’re going, any road will get you there.”

21. 21 MSETM 5110 – LEADERSHIP STRATEGIES Insights on the Art of Influence* The only job security you have today is your commitment to continuous personal improvement. When you stop learning, you stop growing. Life is about getting A’s. None of us is as smart as all of us. Don’t work harder, work smarter. It’s more important as a manager to be respected than to be popular. You get from people what you expect. Think Big! Act Big! Be Big!(Norman Vincent Peale) Take Time to identify core values. Never, Never, Never, Give up! Without vision, the people perish. (Proverbs 29:18, paraphrased) *Ken Blanchard,“The Heart of a Leader,”Honor Books, ISBN: 1-56292-488-5

22. 22 MSETM 5110 – LEADERSHIP STRATEGIES What’s Next? Final Assignment: “Who Goes, Who Stays?” David A. Light, “Who Goes, Who Stays?”, Harvard Business Review, Reprint R0101A, January 2001