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•
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
THE LEADERSHIP MODEL
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
•
•
Capability
People
Process
Relationships
Culture
Vision
Goals
Strategies
Objectives
Stakeholders
Leadership
•
RESPONSIBILITY
© 2005 MERCURY COMPUTER SYSTEMS, INC.
Everyone Here is a Leader
•
LEADERSHIP EFFECTIVENESS ?
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
from now on the
managers at my level will
be called “thought leaders”
what’s wrong with
this picture?
•
LEADERSHIP MUST BE EARNED
© 2005 MERCURY COMPUTER SYSTEMS, INC.
Leadership Does Not
Demand Allegiance
•
ROLE OF THE LEADER
© 2005 MERCURY COMPUTER SYSTEMS, INC.
Plan
Do
Check
Act
•
Grasp the big picture
Frame problems in quantifiable terms
Define goals in terms of established metrics
Delegate tasks to appropriate parties
Use root cause analysis to understand problems and identify tasks for solving
problems
PLAN
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Act to accomplish defined goals
Assist and support those conducting the task by defining the “what,” not the
“how”
DO
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Build checkpoints into the process
Monitor progress on all tasks
Provide timely advice when things go astray
Assess progress in quantifiable terms
CHECK
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Evaluate the process for completing tasks
Identify effective/ineffective actions
Standardize practices
ACT
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
LEADERSHIP ?
© 2005 MERCURY COMPUTER SYSTEMS, INC.
profits are down
moral is sinking
it’s time for bold
leadership
so I got some
inspirational posters
featuring a variety
of relevant nature
scenes.
I think
you can
relate to
this
scene.
am I the
seagull or
the clam
•
Systems Thinking
Effective Delegation
Effective Coaching
Problem Solving
ROLE OF THE LEADER
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Comprehensive understanding of processes
The ability to look beneath the surface to assess progress
A keen ability to observe and size up the situation
A spirit of inquisitiveness
SYSTEM THINKING INCLUDES…..
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Understanding capabilities at all levels of the organization
Delegating to leverage those capabilities as required to accomplish tasks and
achieve goals
Giving subordinates challenging assignments and the support and empowerment
they need to succeed
Make the decisions they can’t
EFFECTIVE DELEGATION
INCLUDES
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Leading by example
Serving as teacher and mentor
Two - way communication rather than telling or doing
Listening
Explain the process to be used
Observe the process in action
Provide immediate and specific feedback
EFFECTIVE COACHING
INCLUDES...
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Using PDCA methodology
Conducting root cause analysis when problems occur
Setting checkpoints and doing checks, keeping the process on track
Driving for meaningful data and information
PROBLEM SOLVING INCLUDES….
© 2005 MERCURY COMPUTER SYSTEMS, INC.
•
Our behavior establishes in the minds of those who follow us which leadership
roles are valued
System thinking and coaching must be our major focuses
A willingness to learn from our mistakes is critical to our success
Changing our behavior as individuals is key
CONCLUSION
© 2005 MERCURY COMPUTER SYSTEMS, INC.

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Role of the leader

  • 1. • • © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 2. • THE LEADERSHIP MODEL © 2005 MERCURY COMPUTER SYSTEMS, INC. • • • Capability People Process Relationships Culture Vision Goals Strategies Objectives Stakeholders Leadership
  • 3. • RESPONSIBILITY © 2005 MERCURY COMPUTER SYSTEMS, INC. Everyone Here is a Leader
  • 4. • LEADERSHIP EFFECTIVENESS ? © 2005 MERCURY COMPUTER SYSTEMS, INC. • from now on the managers at my level will be called “thought leaders” what’s wrong with this picture?
  • 5. • LEADERSHIP MUST BE EARNED © 2005 MERCURY COMPUTER SYSTEMS, INC. Leadership Does Not Demand Allegiance
  • 6. • ROLE OF THE LEADER © 2005 MERCURY COMPUTER SYSTEMS, INC. Plan Do Check Act
  • 7. • Grasp the big picture Frame problems in quantifiable terms Define goals in terms of established metrics Delegate tasks to appropriate parties Use root cause analysis to understand problems and identify tasks for solving problems PLAN © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 8. • Act to accomplish defined goals Assist and support those conducting the task by defining the “what,” not the “how” DO © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 9. • Build checkpoints into the process Monitor progress on all tasks Provide timely advice when things go astray Assess progress in quantifiable terms CHECK © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 10. • Evaluate the process for completing tasks Identify effective/ineffective actions Standardize practices ACT © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 11. • LEADERSHIP ? © 2005 MERCURY COMPUTER SYSTEMS, INC. profits are down moral is sinking it’s time for bold leadership so I got some inspirational posters featuring a variety of relevant nature scenes. I think you can relate to this scene. am I the seagull or the clam
  • 12. • Systems Thinking Effective Delegation Effective Coaching Problem Solving ROLE OF THE LEADER © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 13. • Comprehensive understanding of processes The ability to look beneath the surface to assess progress A keen ability to observe and size up the situation A spirit of inquisitiveness SYSTEM THINKING INCLUDES….. © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 14. • Understanding capabilities at all levels of the organization Delegating to leverage those capabilities as required to accomplish tasks and achieve goals Giving subordinates challenging assignments and the support and empowerment they need to succeed Make the decisions they can’t EFFECTIVE DELEGATION INCLUDES © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 15. • Leading by example Serving as teacher and mentor Two - way communication rather than telling or doing Listening Explain the process to be used Observe the process in action Provide immediate and specific feedback EFFECTIVE COACHING INCLUDES... © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 16. • Using PDCA methodology Conducting root cause analysis when problems occur Setting checkpoints and doing checks, keeping the process on track Driving for meaningful data and information PROBLEM SOLVING INCLUDES…. © 2005 MERCURY COMPUTER SYSTEMS, INC.
  • 17. • Our behavior establishes in the minds of those who follow us which leadership roles are valued System thinking and coaching must be our major focuses A willingness to learn from our mistakes is critical to our success Changing our behavior as individuals is key CONCLUSION © 2005 MERCURY COMPUTER SYSTEMS, INC.