What is lead the way? Importance of lead the way. How to lead the way.

1. LEAD the WAY
By: Stephen Remy
Stephenremy@gmail.com

4. To lead (someone) along the proper pathway
To Act as a guide
To go in advance of others
To show a course or route by going in advance.
To be foremost in an endeavor or trend.
To be first
To show others how to get somewhere
To be prominent in some field or action
LEAD THE WAY

5. Abraham
Lincoln
Led the way to
save the
union, saying
slavery was
fundamentally
wrong
Albert Einstein
Led the way
linking his
actions for the
purpose of
discovering
theories of
relativity.
Martin Luther King
Led the way to inspire
millions of people
black and white to
aspire for a more
equal society.
Leonardo da Vinci
Led the way by making
make great advances in
anatomy, astronomy,
physics, science &
painted the most iconic
picture in history – The
Mona Lisa.
Sophie Scholl
Led the way by
taking part in the
resistance to
Hitler and the
Nazi party and
was executed for ‘
treason’ .
Mikhail
Gorbachev
Led the way to
Soviet Union
democracy
Thomas Jefferson
Led the way by
passing the first
bill on religious
tolerance in his
state of Virginia.
Pope John Paul II
Led the way in
the transition
from Communist
to a more
democratic
Eastern Europe
Steve Jobs led the
way by creating
new standards
of design in
technology
John F. Kennedy
Led the way by
offering a new
vision for his
country.
Sir Isaac Newton
Led the way by
creating the
foundation of
modern
physics.
Martin Luther
Led the way by
challenging the
excesses of the
Catholic church
leading to the
protestant
movement.
Winston Churchill
Led the way by
inspiring free
nations to keep alive
the fight against the
tyranny of Hitler’s
Germany.
Leading the Way
links Actions to Purpose

6. LEAD THE WAY

7. The Leader Goes First
Everyone waits for someone to go first. Few people
like the risk of being out there alone. True leaders
know their position requires them to go first.
• People want leadership. That is your job.
• You are the one who must take the first steps into
the unknown.
• You have to take the lead in relationships.
• You have to take the first move in challenges and
opportunities.
• You have to be the first to deal with situations no
one else wants to touch.
• You have to show your people that you aren’t afraid
of trying something new.

8. Situations that require Leaders to
“LEAD THE WAY”.

9. Case Example:
Abe was a city manager and early in his career he established a reputation for leadership.
As time went on, he tended to be less of a leader. People began to say be used to be the
first to try new things. He used to take risks, seize opportunities but lately he just takes
the less risky path.
Their observations were true. Abe used to be the first to take a stand on unpopular
issues. As time went on, he became politically battered. Abe stopped going first and
focused on administrative duties instead. One day he asked for honest feedback and he
got it: “Abe was told that others felt he was a good person but he is no longer the leader
he used to be. They said he stopped taking initiative or going first when they needed him
the most. Abe was shocked.
--------------------------------------------------------------------------------------------------------------------
Why do you think many managers and leaders stop going first?
What would you advise Abe to do?
The Leader Goes First

10. WISDOM from the WISE OWL
1. Leaders must LEAD the WAY in relationships, setting direction, addressing
challenges, responding to difficult situations, opportunities and standards of
behavior.

11.  Drive Productivity
11.

12.  Drive Productivity
How’s it going? How’s the family? Any
concerns? Here are a couple things I’d
like you to keep an eye on …
Benefits of having routine performance chats.
1. These quick chats can alert you to big performance problems sooner.
2. These chats helps keep the employee focused on work priorities.
3. These chats let the employee know their performance is important.
4. These chats motivate the employee to continuously improve their performance.
5. These chats reinforce desired workplace behaviors.
Above conversation takes less than 2 minutes
Many managers feel it’s too difficult to fit
these short employee checkups into their
normal schedule. These chats are NOT
performance reviews but, what happens
between performance reviews.
According to a 2013 Globoforce survey, 71 percent of employees want immediate feedback. That means addressing
issues doling out accolades when bad or good things actually happen.

13. Daily Productivity
Name MON TUES WED THU FRI
1 244 233 245 380 300
2 310 309 310 320 321
3 200 226 235 256 260
4 100 100 90 80 70
5 365 356 377 360 390
6 355 345 355 354 354
7 266 277 286 290 280
8 50 80 110 116 120
9 500 500 500 500 500
10 409 409 398 387 405
11 295 305 298 301 311
Goal = 3300 3044 3140 3204 3344 3311
Exceed Exceed
Goal = 300/day
 Manage Performance
3300 / day

14. What would you say / how would you interact with employees. In a 2 minute chat?
A Group:
B Group:
C Group:
A. Employees meeting or exceeding goal.
B. Employees not consistently achieving goal.
C. Employees showing improvement.
D. Employees are showing a decline
Identify employees in each of following:
1 2 3 4 5 6 7 8 9 10 11
√
D Group:
 Manage Performance
14.

15. Know where you are going and
design a plan to get there.
You are the supervisor of a group of 11 employees on a production line. Slide #7 is
the production from last week. Overall your group ranks in the lower 1/3 of similar
workgroups. A couple of people on your team want to get promoted, but their
performance is an issue. Everyone seems to get along well. Review the production
report and answer the following questions:
1. Do you want to review results the report with your team? Why / Why not?
2. If you show the report, what’s your objective?
3. If you want to show the report, how would you approach it?
4. How could you use this report to Lead the Way?

16. WISDOM from the WISE OWL
1. Leaders must LEAD the WAY in relationships, setting direction, addressing
challenges, responding to difficult situations, opportunities and standards of
behavior.
2. Leaders must LEAD the WAY in performance by knowing where they are going,
having a plan to get there and routine recognition and coaching

17. • To be successful leaders MUST build relationships.
• The payoff of true relationships is …TRUST.
• Building trust with your boss …
• You are more likely to follow your boss’s leadership
• Your boss is more likely to give you freedom in
doing your job.
• You feel like taking more risks because you will be
backed up.
• You feel like pulling harder and so does your boss
• Building trust with your employees has the same
benefits as building trust with your boss.
 Create Relationships
Building relationships builds trust. Trust improves moral and productivity with your
team and loyalty from your customers

18. Case for Review and Discussion
John was a warehouse manager / supervisor. While he was personable, he did
not like to become friends with employees. The company conducted an
employee survey. Employees in John’s area felt that he did not “care about them
as people”. They said he preferred to issue order.
John’s boss told him he needed to build better relationships with his employees.
John was worried about how to build these relationships and was out of his
comfort zone. He said “After all, I do my work and don’t mistreat anyone. I just
have a job to do and expect others to do theirs.” John tried to be more friendly
but is was hard for him. He told his boss it was not easy.
As John’s boss, why do you think John is having difficulty?
Has John ever demonstrated an ability to form relationships with people?
What would you do with JOHN?

19. John’s boss coached him saying: “I used to feel the same way until I
realized that I was building relationships, not to make friends. To be
approachable – human – and understanding. The best way to build
relationships is to take an interest in others by giving them feedback, show
appreciation and tell them when they do well.”
John was relieved and started taking more interest in his people and they
noticed, by trusting him more and doing more to help him in the
warehouse.
How well do you know your employees?
Good / Somewhat / Poor
Do you know where your employees live? Y / N
Do you know anything about your employee’s families. Y / N
Do you know anything your employees like to do outside work? Y / N
How can you build better relationships with your employees?
_______________________________________________________
_______________________________________________________

20. WISDOM from the WISE OLD OWL
1. Leaders must LEAD the WAY in relationships, setting direction, addressing
challenges, responding to difficult situations, opportunities and standards of
behavior.
2. Leaders must LEAD the WAY in performance by knowing where they are going,
having a plan to get there and routine recognition and coaching.
3. Leaders must LEAD the WAY in creating meaningful professional relationships

21. Adapts leadership style.
Leadership
The ability to lead (influence)
others to achieve goals.
Management
Using designated position of
authority to get compliance.
Show up for work on time.
Comply to break policies.
Follow policies and procedures.
Operating machines safely.
Meeting production assignments
Achieving production and quality goals
Delivering high quality products on time.
Satisfied customers more loyal customers
Greater success and job security.

22. Leadership style is the approach used to provide
direction, implement plans, and motivate people
based on the situations.
There are normally three styles of leadership (U.S.
Army Handbook, 1973) :
o Authoritarian or autocratic
o Participative or democratic
o Delegative or Free Reign
Leadership Approach

23. Authoritative or Autocratic Style
• Dictates orders to their staff and makes decisions
without any consultation.
• Leader is in control and decisions are quick.
• Good in situations needing quick decisions, short
timelines or new tasks with low competency.
• Autocratic leaders can decrease motivation and
increase staff turnover

24. Democratic or Participative Style
• A democratic leader delegates authority to the staff,
giving them responsibility to complete the task.
• Staff will complete the tasks using their own work
methods on time.
• Employees are involved in decision making giving
them a sense motivating individuals.
• Good to increase job satisfaction by involving
employees or team members .
• Can cause slow decision making process.

25. Delegative or Free Reign Style
• Set the task and give the staff complete freedom to
complete the task as they see fit. “leave it be”.
• Effective in teams are very experienced and skilled self-
starters.
• There is minimal involvement from the manager.
• The manager coaches or supplies information if
required.
• Benefits - staff is motivated to succeed and takes more
responsibility for results.
• Staff can feel lost and not reach the goals set within
the time frame

26. Employees Low
skills & knowledge
Employee High
skills and knowledge
How Leadership Styles should be applied to Situations
Employee Some
skills and knowledge
Skills and knowledge are specific to each work task.
• High skills and knowledge only applies if an employee has demonstrated previous
competency in performing that specific task.
• Some skills and knowledge applies if the employee has successfully performed a similar task.
• Low skills and knowledge applies if the employee has never demonstrated competency in
specific task.

27. CASE EXAMPLE – What is the best leadership style?
A factory running 3 shifts over 24 hours runs at near max capacity in order to be competitive
with newer better equipped factories. This factory has been able to keep production high and
costs low per order allowing them to recapture some of the market from some competitors.
This strategy has placed pressure on the floor operators to monitor machines carefully and
perform maintenance quickly and efficiently to meet production goals. Machine maintenance
is scheduled to occur on a regular basis requiring shut down of machines. The schedule is
pre-set, assignments are given to employees so as to minimize down time.
On one winter day, maintenance of a machine was scheduled to occur during 2nd shift. When
2nd shift began, the person normally in charge of performing the maintenance does not report
to work because of illness. The supervisor decided that since maintenance is so important, to
go ahead and assign the task to another experienced employee that used to perform the task.
Since the company is unionized, the supervisor has to offer the hours to the most senior
employee and offer the job task to the next person. The supervisors called the senior
employee and he accepted the offer and came in to perform the task. They had manuals,
instructions and the person sick was at home to answer the phone if necessary.
The senior employee started the work and immediately ran into problems. The instructions
were not helpful and he called the sick employee at home for help. Supervisors could offer
no help because they did not have the experience or knowledge. Maintenance on this
machine that should have taken just 2 hours took 12 hours to complete. The company lost 10
hours of production. What leadership style was used? What could be done differently?

28. Different Situations Drive Leadership Styles
No two situations or people are the same.
• Leadership may require you at times to be direct, take charge and at other times to
“sell” more than “tell” to get the best results.
• The task and the situation sets the foundation for the style of leadership to use.
• This requires accurate assessment, to know what leadership style to use.
• Even though you have a favorite style of leadership, you have to learn to “flex” it.
Case Example: Bette was transferred to a department that had a reputation for being slow
and inefficient. She was authoratative and dominant and immediately established a strong
presence. She told it like it was and demanded action. She shook the place up. She fired a
few people and others left for personal reasons. The remaining employees settled in for the
duration. Most people rallied to the cause, started getting some recognition, developed
some pride and eventually liked working for Bette.
Major changes in the organization were announced that were unsettling to most
employees. Bette realized that her usual short, demanding style might only aggravate her
talented team.
What should Bette do?

29. Bette adjusted her style by asking for input, listening, coaching and lots of supportive
behavior.
Her group weathered the changes, remained focused on their job priorities, continued
high performance and became even more loyal to Bette.
Why did the team improve under Bette’s leadership?
How would you characterize Bette’s dominate compared to her adjusted leadership style?
What kind of leadership style does your organization need today?
What leadership styles do you feel are easiest to adjust to?
What is your biggest challenge in adjusting your leadership style.?

30. WISDOM from the WISE OWL
1. Leaders must LEAD the WAY in relationships, setting direction, addressing
challenges, responding to difficult situations, opportunities and standards of
behavior.
2. Leaders must LEAD the WAY in performance by knowing where they are going,
having a plan to get there and routine recognition and coaching.
3. Leaders must LEAD the WAY in creating meaningful professional relationships
4. Leaders must LEAD the WAY by adapting their leadership styles in different
situations

31. • No matter what industry you're in, you're dealing with change
• 70% of change initiatives fail.
• Failure is due mainly to poor leadership, because the change process was not correctly
facilitated.
• These initiatives have a high rate of failure because senior leadership focus mainly on the
change, and they forget to address the transition of people.
• Research has shown a fairly predictable pattern called the change curve.
• While initial excitement may be high, there’s a predictable and sometimes dramatic drop
in productivity and morale.
• Leaders that Lead the Way – can shorten the dips in morale and productivity;
1. Empower all your employees in the change and transition of people.
2. Build and maintain trust – clarifying, communicating and matching words to
actions, and keeping promises.
3. Be sensitive of the changes that shift people out of their comfort zones.
 Manage Change

32. Case Example: Managing Major Change
The company has tested and decided to adopt new manufacturing processes that will increase
efficiencies.
• This new process will allow the company to manufacture and deliver products to customers
faster than key competitors.
• The company is currently #5 in the industry and has a goal to move to #4 or #3 by the end of
the year.
• Not only will the company make more revenue, if successful they could expand operations
which could mean more employees to hire and promotions for many of the current
employees. Ultimately this could lead to higher pay and benefits.
• Considering all these potential benefits, the company decided to move forward with the
changes.
• A meeting is held with senior executives and all supervisors for them to communicate these
change to their direct reports.
• Supervisors leave the meeting to share the changes.
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33. Jim a supervisor is not on board with these changes. He feels things are ok the
way they are now. He thinks the company is just trying to make them work
harder with false promises of higher pay, benefits and promotions. He moves
forward as asked to communicate the changes to his team.
1. Jim meets with individuals on the team and tells them the company has
asked him to make changes in their manufacturing process to increase
efficiencies.
2. He tells individuals they will have to learn new manufacturing processes
and attend training to learn their new jobs.
3. When asked if anyone will lose their job – he replied he did not know.
4. When asked what benefits of this change will affect the employees, he
replied no promises of any benefits yet.
5. Individuals who Jim meets with are not happy.
6. The rest of Jim’s team find out about the meeting before Jim can meet
with them individually.
7. Jim tells senior management the change is not good for his people..
Eventually some of Jim’s people resign. Jim is fired 6 mos. Later.
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34. What was the major differences between the two cases of change management?
What are the key parts of an effective change management?
Describe how well the last change was made and what could have been done
differently?

35. WISDOM from the WISE OWL
1. Leaders must LEAD the WAY in relationships, setting direction, addressing
challenges, responding to difficult situations, opportunities and standards of
behavior.
2. Leaders must LEAD the WAY in performance by knowing where they are going,
having a plan to get there and routine recognition and coaching.
3. Leaders must LEAD the WAY in creating meaningful professional relationships
4. Leaders must LEAD the WAY by adapting their leadership styles in different
situations.
5. Leaders must LEAD the WAY in managing change.