Leading Organizations – Bigger Challenges The organization chart may be useful in determining who to call when you are going to be late for work, but job responsibilities change far more rapidly than organization charts. Matrix organizations create another layer of complexity. Communication is one of the top reasons that teams do not achieve their goals, and the communication links between important stakeholders may not even be shown on a traditional org chart, as is the case with suppliers, alliance partners, and customers. As a result, leaders may find themselves responsible for teams of people who do not report to them. A directive approach in these circumstances works even less well than it does with subordinates where there is a reporting relationship. Leading effectively in these circumstances requires a disciplined framework for generating results predictably and repeatedly. Technology and process excellence will only get you so far. Ultimately it is the people who make an organization successful, and successful organizational leaders must master the three “P”s – Product subject matter knowledge, Process excellence, and influential People skills. Identifying roles and responsibilities separate from position or title is a start. Creating a mutually beneficial purpose, compelling vision, clear mission and shared values that bring the various stakeholders together to collaborate in achieving the goals is essential. What gets measured is what gets done. Progress toward success must be monitored and measured, then shared with all relevant stakeholders. The five one-page tools presented in this module can make all of this manageable without unnecessary bureaucracy.

1. 11 Leading Organizations – Bigger Challenges Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008

2. Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You? - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words - Effective Communication Building Trust – The Foundation of Results Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008

6. 3 P’s of Business Results People Process Products Results Who How What Copyright Wiefling Consulting, LLC 2008

7. People First WHAT? HOW? WHO? Ref: Jim Collins, Good to Great. Copyright Wiefling Consulting, LLC 2008

8. WHO? - Stakeholder Analysis Your Organization Executives Contractors Vendors Community Employees Partners Shareholders What will each be saying when you are wildly successful? Ref: Posner & Kouzes, “The Leadership Challenge”, Communication Sociogram. Copyright Wiefling Consulting, LLC 2008 Customers

9. Approach to Organizations Copyright Wiefling Consulting, LLC 2008

11. Organization Alignment Vision Mission Long-term Strategic Objectives Organization Operating Principles Individual Objectives Department Fiscal Year Objectives Team Objectives Organization Values Success Metrics Purpose Copyright Wiefling Consulting, LLC 2008

13. Organization Success Scorecard Employee Satisfaction Customer Delight Operational Performance Financial Performance Efficiency Quality Copyright Wiefling Consulting, LLC 2008

14. Department Monthly Metrics Copyright Wiefling Consulting, LLC 2008 Marketing Product Development Sales Production Customer Service Entire Company No Defects Total age of unimplemented feature requests Total age of uncorrected product defects Orders booked vs. orders forecast Number of customer defects Number of unresolved customer issues Total number of defects customers have experienced On Time Revenue realized vs. original business case New product development schedule slips vs. original plan Orders booked vs. orders forecast Days late for delivery Total age of unresolved issues Total number of days late customers have experienced Increase Income New product business case value as a % of sales forecast % of potential revenue delivered New customers added Increase in value shipped Number of resolved customer issues Change in income Increase Profit Ratio: Product business case margins to current gross margin Ratio: Potential business case revenue delivered to dev. costs Ratio: department costs to orders booked Ratio: department costs to value shipped Ratio: department costs to value shipped Change in EBIT profit

15. HOW? - First Break All the Rules Level 1 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. Level 2 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development. Level 3 7. At work, my opinions seem to count. 8. The mission/purpose of my company makes me feel my job is important. 9. My associates (fellow employees) are committed to doing quality work. 10. I have a best friend at work. Level 4 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow. Ref: Marcus Buckingham, First Break All the Rules, based on Gallop Pole research. Copyright Wiefling Consulting, LLC 2008

19. For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 www.wiefling.com kimberly@wiefling.com USA 650 867 0847 Copyright Wiefling Consulting, LLC 2008