1 MSETM 5110 – LEADERSHIP STRATEGIES LECTURE 3 JANUARY 31, 2002.

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MSETM 5110 – LEADERSHIP STRATEGIES

LECTURE 3

JANUARY 31, 2002

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Session 3

• Recap

• Assignment Review

• Barometer (Purpose, Relevancy, Application)

• Guest Executive (Jerry Ennis, Vice President, Oscar J. Boldt Construction)

• Making A Difference (Breakthrough Leadership)– People– Product– Processes

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Lost Market Capitalization in Last Two Years ($’s B):

• Cisco - $399

• Lucent - $216

• AT&T - $93

• Enron - $70

Source: CNN News, 1/14/02

• Global Crossing- $40

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Assignments

Due

1. Student Profile Now

2. Vision Statement/Implementation: Jack Welch, Jan. 29GE, CD, Exhibit (400 Words or Less)

3. What Makes A Successful Leader Feb. 5(400 Words or Less)

4. Case Study: Who Goes, Who Stays? Feb. 12(Light, HBR, Reprint R0101A)

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Session 2

• Review “Rules of Engagement”• Summary of Student Profiles• Recap Session 1• Management/Leadership Divergence and Convergence: Looking for the Common

Threads• Video: Craig Weatherup, Former President and CEO, Pepsi Cola, North America

– Stretch– Practice– Increase Self Esteem & Self Confidence (People Development)– Leading/Mobilizing/Engergizing– Personal/Leadership Skills– Passion– Diverse Organizations and Diversity in Organizations

• Reengineering Leadership

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Purpose

Connectivity

Relevancy

Application

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Guest Executive

Jeremy E. (Jerry) EnnisVice President/General Manager – Southern Operations

Oscar J. Boldt Construction

COMPANY PROFILE

Oscar J. Boldt Construction is a 113 year old, 4th generation, family-owned construction company. With its corporate offices located in Appleton, Wisconsin, Boldt operates a network of 7 regional offices throughout the United States with an annual sales volume in excess of $400 million.

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Guest Executive (cont’d.)

ENNIS PROFILE

As Vice President/General Manager, Mr. Ennis is responsible for directing Boldt’s Southern Operations with offices located in Oklahoma City, Oklahoma, and Augusta, Georgia. Since Mr. Ennis established this division in 1984, it has grown to chart revenues in excess of $45 million on an annual basis with single projects currently exceeding $80 million.

Mr. Ennis has bid or negotiated, organized, staffed, coordinated and overseen to successful completion hundreds of projects. He and his staff of project managers have directed projects for many of the world’s largest corporations. He has been instrumental in the professional development of project management personnel, carefully selecting projects for their skill levels and allowing them to mature within well defined areas of responsibility.

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Overarching/Fundamental Question: What is Leadership?

Vision/Mission <—> (Strategy)

Values <—> (Principles)

Executing/Implementing <—> (Aligning)

Performance/Results <—> (Metrics)

Continuous Improvement <—> (Leveraging)

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MSETM 5110 – LEADERSHIP STRATEGIESCommon Themes from “Vision” Assignment

(The “Dirty Dozen” Plus One)

Direction Quality Focus Employee Involvement Customer Perception of Quality Communications Sourcing Strategy Focus on Customers Costs Products/Services Profit Sharing Continuous Improvement Revenue/Profitability Establish Go Teams

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Pro’s/Con’s of Engineers As Change Agents

PRO’S:

– Broad Perspective

– Exposure to Behavioral Sciences

– Total Systems Approach

CON’S:

– Too Micro Oriented

– Tend to be Problem/Solution Driven

– Prefer to Deal with Situations that Fit Known Models and Formulas

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Leadership is about coping with CHANGE.

Management is about coping with COMPLEXITY.

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What it takes to be successful:

– A wishbone, to dream on;

– A backbone, for the strength and courage to get through the tough times;

– A funny bone, to laugh at silly things that happen along the way.

Duffy Daugherty, Former Coach Michigan State University

1 MSETM 5110 – LEADERSHIP STRATEGIES LECTURE 3 JANUARY 31, 2002.

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