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Leading Leaders
David Maurer, Lieutenant Colonel, USA (Ret.), PMP
PMIWDC Reston
16 March 2011
© 2011 by David Maurer, PMP
"Leadership is the art of accomplishing more than the science of management says is possible."
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© 2011 by David Maurer, PMP
The Balancing Act
© 2011 by David Maurer, PMP
The Leader’s Tightrope
Speaking and Listening Directing and Nurturing Correction and Encouragement Control and Empowerment Keep Your Best or Let Them Fly
© 2011 by David Maurer, PMP
Leading Leaders
Developing commitment and buy-in Achieving sustainment Managing change Dealing with change-resistant leaders
The effective development of new leaders and the sustained growth of existing leaders are FORCE MULTIPLIERS!
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© 2011 by David Maurer, PMP
The Leader’s Role Change
Having answers
Asking questions
© 2011 by David Maurer, PMP
Expectations of the Subordinate Leader
Autonomy Latitude Decision-making authority Limited or reasonable reporting requirements Seat and voice at the table
Offer input Share insights Leverage experience
© 2011 by David Maurer, PMP
Expectations of the Senior Leader
Meet or exceed requirements Contribute at higher level Anticipate emerging requirements Identify and manage risk Freedom from hand-holding (fire and forget) Understand the organization Represent the organization and its interests Follow well
© 2011 by David Maurer, PMP
Results of a Harris Survey that included 23,000 employees from 20 industries and professions
Only 37% of employees have a clear understanding of what the organization is trying to achieve and why
1 in 5 was enthusiastic about their department 15% felt they worked in a high trust
environment 17% responded that their organization fosters
open and respectful communication 10% felt their organization holds people
accountable© 2011 by David Maurer, PMP
Based upon this study, if a soccer team had the same scores…
Only 4 of 11 player would know which goal was theirs
Only 2 of 11 would care Only 2 of 11 would know what position they play
and what they are supposed to do All but 2 players would, in some way, be
competing against their own team members, rather than the opponent
Is this leading?
© 2011 by David Maurer, PMP
High Performers/High Potential Harvard Business Review – May 2010
1 in 3 High Potential employees – not giving 100% effort
1 in 4 believe he/she will be elsewhere in a year
1 in 5 has personal aspirations at odds with the firm’s plans for them
21% of employees = “highly disengaged” in 2009 (up from 8% in 2007)
70% of High Performers lack critical attributes essential for future success
© 2011 by David Maurer, PMP
High Performers/High Potential
Only 30% of today’s High Performers are also High Potentials
© 2011 by David Maurer, PMP
Bridge the Gap to Achieve Success
The Follower’s View The Leader’s View
© 2011 by David Maurer, PMP
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Role of Senior Management
Senior “manager” or senior “leader?” Informed vs. Involved Expect vs. Inspect Establish goals in coordination with direct
report Set and maintain expectations Check on progress - updates Offer guidance Employ “interest-based” leadership
© 2011 by David Maurer, PMP
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Leadership Labs
© 2011 by David Maurer, PMP
Fundamental Leadership PrinciplesTaught at West Point
Ethics – forms the basis of leadership Communicating – primary skill for leaders Teamwork – must think “group success” Developing Other Leaders – Assuring the future Delegating – expanding your reach Planning – when to follow/when to adjust/when to
abandon Learning from Failure – perhaps
our greatest teacher
© 2011 by David Maurer, PMP
Ethics
“It is curious - curious that physical courage should be so common in the world, and moral courage so rare.” Mark Twain
“Ethics is knowing the difference between what you have a right to do and what is right to do.” Potter Stewart
© 2011 by David Maurer, PMP
Communicating
The Plan No plan survives first contact with the enemy
The Why The Commander’s Intent The Conditions and Circumstances The Left, Right, Front, Rear and Support
Elements The Expectations
© 2011 by David Maurer, PMP
“What we’ve got here is a failure to communicate.”
Cool Hand Luke, 1967
© 2011 by David Maurer, PMP
“A dialogue is more
than two monologues.”
- Max Kampelman
© 2011 by David Maurer, PMP
Teamwork
“Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford
© 2011 by David Maurer, PMP
Teamwork
“Not finance. Not strategy. Not technology. It is TEAMWORK that remains the ultimate competitive advantage, both because it is so powerful and so rare.”
Patrick Lencioni, The Five Dysfunctions of a Team
© 2011 by David Maurer, PMP
Teamwork Works!
© 2011 by David Maurer, PMP
Developing Other Leaders
“…the true measure of a leader is found in the eyes of your direct reports, the embrace of your spouse and the hearts of your children”
COL Tom Kail, combat leader
Our leadership can affect hundreds, if not thousands of other people.
Just Turn Around!
“I start with the premise that the function of leadership is to grow more leaders, not more followers.” Ralph Nader
© 2011 by David Maurer, PMP
Delegating
Delegating
Be specific and clear about the task and the expected results.
Establish realistic and achievable deadlines.
Be sure the person has all the information he or she will need to do the work.
Don’t delegate and disappear – remain available for questions.
Ask for and expect periodic updates. Establish critical dates or milestones.
Maintain a log of all the projects you delegate and their status.
Give credit and praise for the successful completion of the task or solution of the problem.
© 2011 by David Maurer, PMP
Planning
Draft means draft Allow time to pass Gain more intelligence Refine and improve Finalize and implement Check results Repeat
© 2011 by David Maurer, PMP
Learning From Failure
3 Types of Failure (Army Major Doug Crandell, USMA) Failures of What We Do Failures of Who We Are Failures of Who We Want To Be
Introspection and self-evaluation is critical to successful leadership and growth as a leader
Expect vs. Inspect
“Normalization of Deviance” – Diane Vaughn and Astronaut Mike Mullane
© 2011 by David Maurer, PMP
Some Additional Thoughts
A’s hire A’s while B’s hire C’s Not passengers on a cruise ship – we are
crew members on a battleship People don’t care what you know until they
know how much you care Most people don’t quit their jobs; they quit
their bosses The bucket Pointing your thumb
© 2011 by David Maurer, PMP
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The Backbone of Leadership
20 Points for Success
© 2011 by David Maurer, PMP
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Leading Leaders
Always Act with Integrity and Honesty: Always
Respond: “Respondability”
Anticipate: Over the horizon
Follow-up: “An action passed…”
Identify Problems and Solutions: Where is your value?
© 2011 by David Maurer, PMP
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Leading Leaders
Demonstrate Personal Accountability: It’s YOURS!
Work Hard: “If it were easy, everyone would do it”
Show a Sense of Urgency: Pep!
Foster Personal Discipline: Set the bar high for yourself
Lead by Example and Follow Well and Faithfully: Always on parade
© 2011 by David Maurer, PMP
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Leading Leaders
Be Loyal in All Directions: It is expected and should be
Be Clear and Consistent: Confusion impedes progress Counsel well, be specific
Show Gratitude and Respect for Others: Platinum Rule
Build Teamwork and Collaboration: You are rarely alone. Extend your reach
Promote a Common Purpose: Focus on every opportunity It’s a long baseball season BUT every game counts (60/42/60)
© 2011 by David Maurer, PMP
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Leading Leaders
Infuse Passion: Check for a pulse
Cultivate Your Reputation: Its all you have
Display a Seriousness of Purpose and a Sense of Humor: Study, learn and apply. Ease tensions, don’t create them
Continue to Grow: Your own responsibility (point the thumb)
Care for Those in Your Charge: An honor to lead
© 2011 by David Maurer, PMP
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Questions?
Thank You
© 2011 by David Maurer, PMP