1. Insights on Modern Leadership & Management From Eng. R. L. Nkumbwa Copperbelt University School of Technology 2010

2. Bennis & O’Toole 0n Leadership* “Leadership is a combination of personal behaviors that allow an individual to enlist dedicated followers and create other leaders in the process.” “Leadership is a combination of personal behaviors that allow an individual to enlist dedicated followers and create other leaders in the process.” “…they demonstrate integrity, provide meaning, generate trust, and communicate values.” “…they demonstrate integrity, provide meaning, generate trust, and communicate values.” “…they energize their followers, humanely push people to meet challenging goals, and all the while develop leadership skills in others.” “…they energize their followers, humanely push people to meet challenging goals, and all the while develop leadership skills in others.” “Real leaders, in a phrase, move the human heart.” “Real leaders, in a phrase, move the human heart.” * “Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June 2000.

3. Kotter on Leadership Leadership is about coping with change. Leadership is about coping with change. Focuses on change and innovation. Focuses on change and innovation. Focuses on the big picture. Focuses on the big picture. Focuses on strategies that take calculated risks. Focuses on strategies that take calculated risks. Focuses on people’s values and dignity. Focuses on people’s values and dignity. You can’t manage people into battle; they need, deserve, and want to be led. You can’t manage people into battle; they need, deserve, and want to be led.

4. Leadership Leaders are popular with followers. Leaders are popular with followers. Bosses aren’t. Bosses aren’t. Leaders take orders from below and give credit. Leaders take orders from below and give credit. Bosses give orders from above (hierarchical, command-and-control) and take credit. Bosses give orders from above (hierarchical, command-and-control) and take credit. Leaders create trust in an organization. Leaders create trust in an organization. Trust is the grease that makes an organization work. Trust is the grease that makes an organization work.

5. Leadership * “… the key…to leadership, as well as to the garnering of a following, is the effective communication of a story.” “… the key…to leadership, as well as to the garnering of a following, is the effective communication of a story.” “… the most fundamental stories fashioned by leaders concern issues of personal and group identity…” “… the most fundamental stories fashioned by leaders concern issues of personal and group identity…” “… must in some way help their audience members think through who they are.” “… must in some way help their audience members think through who they are.” * Howard Gardner, Leading Minds, Basic Books, 1995.

6. Leadership Leadership can come any level in an organization – from a small team to a huge organization. Leadership can come any level in an organization – from a small team to a huge organization. The key is the ability to get people to follow of their own will, not by force or according to organizational structure, rules, or procedure. The key is the ability to get people to follow of their own will, not by force or according to organizational structure, rules, or procedure.

7. The Business Cycle Product Promotion Advertising Marketing Service Develop- ment Start-Up Growth Maturity Decline Cash Flow : - - - + ++ + Drivers of Growth Sustaining Strategies

8. Different Stages in the Business Cycle Call For Different Leadership Qualities Development – Visionary Development – Visionary Start-up – Entrepreneur, salesperson Start-up – Entrepreneur, salesperson Growth – Promoter, salesperson, visionary Growth – Promoter, salesperson, visionary Maturity – Marketer, manager Maturity – Marketer, manager Decline – Customer relationship management (CRM) Decline – Customer relationship management (CRM)

9. Leadership: Vision * Point A Point B The Business Cycle * The Age of Paradox, Charles Handy, Harvard Business School Press, 1994

10. Leadership: Vision Point A Point B The Business Cycle Leader’s New Direction

11. Insights on Management Eng R. L. Nkumbwa 2010

12. What is Management? We typically think of managers as bosses – as people who supervise others by the use of force or because of organizational structure, rules, or procedure. We typically think of managers as bosses – as people who supervise others by the use of force or because of organizational structure, rules, or procedure. But our perspective now is on what managers should be, which in the right situations make them also leaders. But our perspective now is on what managers should be, which in the right situations make them also leaders.

13. Mintzberg On Management Henry Mintzberg on what management should be about: Henry Mintzberg on what management should be about: “Management is not about controlling people but about facilitating human collaboration.” * “Management is not about controlling people but about facilitating human collaboration.” * * Henry Mintzberg, Managers Not MBAs, 2004, San Francisco: Berrett-Koehler

14. Kotter on Management Kotter says management too often is about coping with complexity: Kotter says management too often is about coping with complexity: Focuses on details, order and consistency. Focuses on details, order and consistency. Focuses on short-term results. Focuses on short-term results. Focuses on eliminating risks. Focuses on eliminating risks. Focuses on efficiency and bottom-line values. Focuses on efficiency and bottom-line values. Focuses on things and stuff, not people. Focuses on things and stuff, not people.

15. What Should Management Be? “The skill of getting results with the cooperation of other people.” Peter Drucker “The skill of getting results with the cooperation of other people.” Peter Drucker Key words: Key words: Skill Skill Results Results Cooperation Cooperation People People

16. What Is Management? Skill - Management skills can be learned. Skill - Management skills can be learned. Results - Politically defined Results - Politically defined Cooperation - Cooperation is more productive than competition. Cooperation - Cooperation is more productive than competition. People - People skills and people knowledge are more important than any other skills or knowledge. People - People skills and people knowledge are more important than any other skills or knowledge.

17. What is Management? “Getting ordinary people to perform in an extraordinary way.” Peter Drucker “Getting ordinary people to perform in an extraordinary way.” Peter Drucker Performance: Performance: Ability Ability Motivation Motivation Environment Environment Performance is achieved through people, not process or technology. Performance is achieved through people, not process or technology.

18. Performance Motivation Ability Environment

19. Performance Ability: Ability: Intelligence * Intelligence * Linguistic Linguistic Logical/mathematical Logical/mathematical Musical Musical Bodily/kinesthetic Bodily/kinesthetic Spatial Spatial Interpersonal Interpersonal Intrapersonal Intrapersonal Naturalist Naturalist Ethical/Spiritual Ethical/Spiritual Talent Inherent--The Soul’s Code Overrated Skills Learned through repetition – practice (deliberate practice) Knowledge Acquired domain expertise * Intelligence Reframed, Howard Gardner, Basic Books, 1999

20. Performance Motivation: Motivation: Intrinsic (Internal satisfaction from doing the job — preferred by creative people) Intrinsic (Internal satisfaction from doing the job — preferred by creative people) Extrinsic (External rewards such as money, recognition —preferred by salespeople) Extrinsic (External rewards such as money, recognition —preferred by salespeople) Managers must know which appeals to which person and manage accordingly Managers must know which appeals to which person and manage accordingly Environment: Environment: Core values and culture Core values and culture Management style Management style Leadership style Leadership style

21. Managing Performance Managing performance is keeping leadership/management style, core values, and culture in alignment. Managing performance is keeping leadership/management style, core values, and culture in alignment. A difficult balancing act that requires adaptability, flexibility, and taking responsibility for results. A difficult balancing act that requires adaptability, flexibility, and taking responsibility for results.

22. The Rules Of Management Have Changed The rules of management have changed because the game has changed. The rules of management have changed because the game has changed. The functions of management have changed. The functions of management have changed. The old functions of management were based on a command-and-control model. The old functions of management were based on a command-and-control model.

23. The Old Functions of Management Planning Planning Yearly Yearly Organizing Organizing Motivating Motivating Controlling Controlling Evaluating Evaluating Usually yearly evaluations tied to a raise and that led to planning for next year. Usually yearly evaluations tied to a raise and that led to planning for next year.

24. The New Functions of Management Strategic Planning Strategic Planning Flexible, adaptive, speed, agility, lean, green, etc Flexible, adaptive, speed, agility, lean, green, etc Coordinating/Aligning Coordinating/Aligning Empowering Empowering Facilitating collaboration Facilitating collaboration Coaching Coaching

25. People Skills Stanford Business School Study: Stanford Business School Study: Re-interviewed members of class of 1968 in 1978 and 1988. Re-interviewed members of class of 1968 in 1978 and 1988. The results showed that the most successful graduates had only two things in common: The results showed that the most successful graduates had only two things in common: They all graduated in the bottom half of the class. They all graduated in the bottom half of the class. They were all popular – had people skills. They were all popular – had people skills.

26. Caring Sam Walton: Sam Walton: “The way management treats the associates is how the associates will then treat customers.” “The way management treats the associates is how the associates will then treat customers.” Never forget this as a leader or manager. Never forget this as a leader or manager. The operative concept is caring – for associates and customers. The operative concept is caring – for associates and customers. Leadership = Helping people get better. Leadership = Helping people get better. Role model = a nurse Role model = a nurse

27. Summary Leaders enlist dedicated followers and create other leaders in the process. Leaders enlist dedicated followers and create other leaders in the process. Leaders demonstrate integrity, provide meaning, generate trust, and communicate values. Leaders demonstrate integrity, provide meaning, generate trust, and communicate values. Leaders humanely push people to meet challenging, often self-defined, goals. Leaders humanely push people to meet challenging, often self-defined, goals. “Management and leadership is not about controlling people but about facilitating human collaboration.” “Management and leadership is not about controlling people but about facilitating human collaboration.” And, thus, managers become leaders. And, thus, managers become leaders.