Leadership, Mentoring and Dealing With Change

Not necessarily in that order….

Dell’s Core Competencies and Leader ModelBusiness Acumen Know how businesses work; knowledgeable in current and possible future

policies, practices, trends, and information affecting his/her business and organization; knows the competition, is aware of how strategies and tactics work in the marketplace.

Intellectual Horsepower Is bright and intelligent; deals with concepts and complexity comfortable;described as intellectually sharp, capable, and agile.

Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present theunvarnished truth in an appropriate and helpful manner, keeps confidences, admits mistakes; doesn’t misrepresent him/herself for personal gain.

Command Skills Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn’t afraid to end it and move on; is lookedfor direction in a crisis; faces adversity head on; energized by tough challenges.

Functional/Technical Skills Has the functional and technical knowledge and skills to do the job at a high level of accomplishment.

Customer Focus Is dedicated to meeting the expectations and requirements of internalcustomers; gets first-hand customer information and uses it for improvements in products and services; acts with customer in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

Dell’s Core Competencies and Leader Model

Priority Setting Spends his/her time and the time of others on what’s important; quickly zeros in on the critical few and puts the trivial many aside; cap quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks;creates focus.

Problem Solving Uses rigorous logic and methods to solve difficult problems with effectivesolutions; probes all fruitful sources for answers; can see hidden problem;is excellent at honest analyses; looks beyond the obvious and doesn’t stopat the first answers.

Dealing with Ambiguity Can effectively cope with change; can shift gears comfortable; can decide and act without having the total picture; isn’t upset when things are up in the air; doesn’t have to finish things before moving on; can comfortablyhandle risk and uncertainty.

Drive for Results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.

Organizational Agility Knowledgeable about how organizations work; knows how to get things done both through formal channels and the informal network; understandsthe cultures or organizations.

Building Effective Teams Blends people into teams when needed; creates strong morale and spiritin his/her team; shares winds and success in terms of the whole team; creates a feeling of belonging to the team.

Dell’s Core Competencies and Leader Model

Developing Direct Reports Provides challenging and stretching tasks an assignments; holds frequentdevelopment discussions; is aware of each direct report’s career goals; constructs compelling developments and plans and executes them; pushesdirect reports to accept developmental moves; will take direct reports whoneed work; is a people builder.

Learning on the Fly Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both successes and failure for clues toimprovement; experiments and will try anything to finds solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence an the underlying structure of anything.

Dell Note: First seven (7) leadership characteristics apply to all Dell jobs; 8 thru 14 apply only to those that “supervise/manage/coach” others

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The psychology of change

Please take a pen and piece of paper and sign your name using your non-dominant hand.

How does it feel?

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Change – a jolt

Anger Disorientation Feeling of inadequacy Feeling of incompetence Frustration It’s being forced on you –

lack of control Doing things differently

takes longer Doing things differently

takes practice

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Change provokes a cycle of grief

Shock: Initial paralysis at hearing the bad news

Denial: Trying to avoid the inevitable

Anger: Frustrated outpouring of bottled-up emotion

Bargaining: Seeking in vain for a way out

Depression: Final realization of the inevitable

Testing: Seeking realistic solutions

Acceptance: Finding the way forward

Descriptions from www.changingminds.org

Dr. Elisabeth Kubler-Ross, a Swiss psychiatrist, wrote On Death and Dying, widely considered as the most authoritative work on the subject.

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The roller-coaster…this, too, shall pass…

Credit: www.changingminds.org

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Don’t be afraid

Change is inevitable Change provides opportunities In the business arena, if we stand still, the

competition moves ahead If we don’t drive change ourselves, we become

vulnerable to moves by competition and changing customer habits

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Leader’s role in driving change

Establish urgency Create and maintain

coalition Develop “destination”

and “roadmap” Mobilize everyone Align procedures and

systems Align individual

competencies. Right people? Right skills?

Execute, inspect, learn and improve

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Mentoring

Developmental relationship between a senior and junior organizational member Coaching Career counseling Protection and sponsorship Friendship Role modeling

Can character be developed in mentoring?

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Character

Personal disposition to be moral Motivational component Knowledge component Thinking component Emotional component

Resistant to temptations/situational influences

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Character Formation

Malleability of adult character?Which character elements?

Cardinal virtues• Courage, justice, temperance, wisdom,

humanity, transcendence Professional virtues

• Conscientiousness, trustworthiness, compassion

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Character is a function of…

Experience We learn to be good by finding meaning in the

practices of being good Reflection

We learn to be good by incorporating goodness into:

• Our self-concept• Our worldview

Inspiration We learn to be good when events or people

startle us:• Mystical transformations, life-style changes,

therapeutic/ educational changes, post-traumatic adjustment all stimulate character development

• Some role models inspire character change

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ExperienceWe learn to be good by finding meaning in

the practices of being good. Mentors can:

Tutor protégés about how to be virtuous (how to integrate motivation, knowledge, thinking, emotion)

Help them interpret past experiences Expose them to new experiences

That provide more reach to their character That enable them to test their character

Tell them stories Especially about circumstances relevant to

their struggle

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Reflection

We learn to be good by incorporating good-ness into our self-concepts/worldviews. Mentors can:

Help protégés identify, build, and use their character strengths (http://www.authentichappiness.sas.upenn.edu/)

Give them homework – have them practice a strength or find meaning in an experience

Ask them BIG questions (e.g., meaning of goodness; life and death; vocation, etc.)

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Inspiration

We learn to be good when events or people startle us. Mentors can:

Expose them to inspirational role models Especially those who are similar Especially those whose acts are attainable

If/when protégés have peak experiences, Listen, reflect, and be patient Help them integrate them into their life story

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An exampleSam graduated from an elite MBA program with top grades. He dazzled those who interviewed him with his intellectual brilliance and business acumen. He is very self-confident to the point of arrogance, and he is rather dismissive of some of his more experienced colleagues. After mentoring him for three months, you conclude that he needs more compassion.

Experience Tutoring—Sam can be tutored to…

spot occasions for being kind express kindness with proper emotion

Interpretation of past experience—Mentor can… ask Sam to imagine how others describe him

Exposure and feedback—Mentor can… assign Sam to minister to people in need give Sam feedback about his attempts to be kind

Story telling—Mentor can tell Sam… stories of kind and successful leaders

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Reflection

Identify/build/use strengths—Mentor can ask Sam to try to express his kindness in three ways next

week and report back results Homework—Mentor can ask Sam to

practice identifying people in need of kindness in the workplace

Big questions—Mentor can discuss with Sam the role of kindness in the good life Sam’s vocation of kindness

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Inspiration

Inspirational role models Ask Sam to read a biography or watch

a film about someone like Jesus or Mother Theresa, or study the life of someone more accessible who is compassionate.

Peak experiences If Sam evinces an epiphany about

compassion, help him process it and incorporate it into his life narrative