1. IT Leadership and Management: Strategies for Success 21st Annual Minnesota Government Information Technology Symposium Presented by: Ruffin Veal III, President, Ruffin Veal & Associates, Inc.

2. Leadership vs. Management “Leaders are people oriented, whereas managers are task oriented. Leaders inspire, whereas managers organize.” The Realities of Management: A View from the Trenches. Royce L. Callaway “Anybody can lead a horse to water but it takes a manager to make him drink.” Ruffin Veal III

3. Topics of Discussion l 4 Primary Success Strategies l Responsibilities of Management l Responsibilities of Leadership l Primary Factors of each Responsibility l Primary Activities for each responsibility l Overview of Successful Leadership l Conclusions l Q & A

4. Management and Leadership 4 Primary Success Strategies l Creating an Agenda l Developing a Team l Execution of the Agenda l Evaluation of the Outcome

5. Responsibilities of Management Leadership l Planning and Budgeting l Organizing and Staffing l Controlling and Problem Solving l Producing a degree of predictability & order l Establishing Direction l Aligning People l Motivating and Inspiring l Producing change

6. Success Strategy Creating an Agenda Management vs. Leadership l Planning and Budgeting Establishing detailed steps and timetables for achieving needed results, and then allocating the resources necessary to make that happen. Planning and Budgeting l Establishing Direction Developing a vision of the future and strategies for producing the change needed to achieve that vision. Establishing Direction

7. Success Strategy Developing a Team Management vs. Leadership l Organizing and Staffing Establishing some structure for: Accomplishing plan, Staffing structure, Responsibility/authority, Policies/procedures and Monitoring the process. Organizing and Staffing l Aligning People Communicating the direction by words and deeds to all those whose cooperation is needed to influence the creation of teams that understand the vision/strategies and accept their validity. Aligning People

8. Success Strategy Execution of the Agenda Management vs. Leadership l Controlling and Problem Solving Monitoring results vs. plan in some detail, identifying deviations, and then planning and organizing to solve these problems. Controlling and Problem Solving l Motivating and Inspiring Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but unfulfilled, human needs. Motivating and Inspiring

9. Success Strategy Evaluation of the Outcome Management vs. Leadership l Management Agenda Produces a degree of predictability and order, has the potential of consistently producing key results expected by various stakeholders. l Leadership Agenda Produces change, often to a dramatic degree, and has the potential of producing extremely useful change.

10. Leadership “Leadership is the art of accomplishing more than the science of management says is possible.” “A Leadership Primer” General Colin Powell Chairman (Ret), Joint Chiefs of Staff

11. Overview of Successful Leadership l Leader Qualities l Leader Functions l Effective Leaders l Factors Contributing to Leader Success l Leadership Styles

12. Leader Qualities 1. Intellectually stimulates 2. Energetic 3. Self-confident 4. Assertive

13. Leader Qualities 5. Dominant 6. Motivator 7. Honest 8. Charismatic

14. Leader Qualities l See how different aspects fit together to form the whole; l seek out alliances and opportunities; l have a positive effect that influences others to get involved; l self-confidence helps others believe in their own abilities; and l places emphasis on empowerment and freedom.

15. Leader Functions l Social-emotional role: listening, acknowledging, team building, supporting, and conflict resolution. l Task function: role clarification, skills maximization, and achievement of goals.

16. Effective Leaders l Form a connection between the subordinate and organizational goals. l More concerned with job satisfaction and path to rewards.

17. Factors Contributing to Leader Success 1. Subordinate characteristics: - level of subordinate achievements; - subordinate needs; - abilities and aptitude.

18. Factors Contributing to Leader Success 2. Environmental Factors: - appropriateness of leadership style; - task clarity, urgency and subordinate empathy; - qualifications and knowledge impact confidence and loyalty; - being in the right place at the right time.

19. Leadership Styles 1. Autocratic: - leader solves problems and makes decisions; - subordinates are not part of the decision-making process.

20. Leadership Styles 2. Consultative: - share problems and gets input; - input may or may not influence decisions; - retains decision-making role.

21. Leadership Styles 3. Group: - shares problems and obtains input; - seeks consensus; - accepts group decisions.

22. Conclusions l Management is task orientated and detail focused. l Leadership is people oriented and “Big Picture” focused. l 4 primary Success Strategies Creating an Agenda Developing a team Execution of the Agenda Evaluation of the outcome

23. Conclusions l 8 Primary Leadership Qualities Intellectually Stimulates Energetic Self-Confident Assertive Dominant Motivator Honest Charismatic

24. Conclusions l 3 Primary Leadership Styles Autocratic Consultative Group

25. Q and A Questions from the Audience

26. Additional Information/Resources Website: http://ruffin_veal.tripod.com/

27. Management Planning and Budgeting l Primary Function To help produce predictable results on important dimensions (e.g., being on time and on budget) by planning for those results. l Activity Deductive process. Developing a detailed map of how to achieve the results expected by shareholders (clients, users) along with timetables consisting of what, when, who and costs involved. Return

28. Leadership Establishing Direction l Primary Function To produce changes needed to cope with changing business environment by establishing a direction for change. l Activity Inductive process. Developing a vision which describes key aspects of an organization in the future along with a strategy for achieving that future state. Return

29. Management Organizing and Staffing l Primary Function Create an organization that can implement plans, and thus can produce predictable results on important dimensions. l Activity A Process of organizational design involving judgments about “fit”. Structure to plan, part of plan to individual, compensation to plan and people, tasks to individual skill set. Return

30. Leadership Aligning People l Primary Function Getting people lined up behind a vision and set of strategies so as to help produce the change needed to cope with a changing environment. l Activity In as clear and credible way as possible, get people to understand and believe the vision/strategies by communicating with the individuals needed to make that direction a reality. Return

31. Management Controlling and Problem Solving l Primary Function To minimize deviations from plan and thus help produce predictable results on important dimensions. l Activity Monitoring Results vs. Plan in some detail, by means of control mechanisms (reports, meetings), identifying deviations and then planning and organizing to resolve those deviations. Return

32. Leadership Motivating and Inspiring l Primary Function To energize people to overcome major obstacles toward achieving a vision, and thus to help produce the change needed to cope with a changing environment. l Activity Satisfying very basic human needs for achievement, self-esteem, belonging, recognition, living up to one’s ideals, thereby creating an unusually high energy level in people. Return