Management and Leadership in the Modern Appraisal Organization · Management and Leadership in the...
Transcript of Management and Leadership in the Modern Appraisal Organization · Management and Leadership in the...
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Management and Leadership in the Modern Appraisal Organization
Nelson Karpa MBA, AACI P.App, AMAA, AAM
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• What defines a manager?• What defines a leader?• Which is better?• Concepts related to management and leadership• What concerns leaders?• Leadership styles
AGENDA
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• A leader’s job• Situational leadership• The new leader• When the job doesn’t get done• Leadership issues• Selection of leaders• Summary
AGENDA
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MANAGEMENT & LEADERSHIP
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Drawn from years of experience & from the wisdom of others
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Leadership – Lessons from Others
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MANAGEMENT - LEADERSHIP
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• Things• Systems• Organizing• Controlling• Resourcing
MANAGEMENT
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• People• Values• Morale• Direction• Vision• Why
LEADERSHIP
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MANAGER
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Preserve the system
• Defends the way it is done• Eliminates risk• Perfects / optimizes
MANAGER
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Plan, budget and schedule
• Short term• Prioritize• Logical• Brings order
MANAGER
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Organize and staff
• Structure• Roles / responsibilities
MANAGER
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Direct and Supervise
• Day to day• What, when, how
MANAGER
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Control and problem solve• Fix• Prevent bad stuff from happening• Contain
MANAGER
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• Order• Predictability• Stability
MANAGER
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LEADER
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Challenge the system
• Disrupt• Diverge• Add risk
LEADER
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A clear and compelling vision directs and inspires action
Inspire a shared vision
• Long term• Inspiring• Big picture
LEADER
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Align key stakeholders
• Outside / Inside• Informal• Relationships• Pulling people together
LEADER
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Enable others
• Provide skills• Provide knowledge• Creativity• Empowerment
LEADER
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Encourage the heart
• Expand energy• Tries to make good things happen
LEADER
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• Change• Uncertainty• Risk• Vision
LEADER
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If the rate of change on the outside exceeds the rate of change on the inside – the end is near.
Jack Welch
LEADER
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MANAGE / LEAD
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MANAGE / LEADER
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Which is better?
• Leadership – Based on principles• Management – Based on technical abilities
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Leadership Lessons from Space
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CONCEPTS
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• A right to decide• A tool to exercise• Can be passed (down)
AUTHORITY
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• Ability to enforce• Sanction• Reward or punish
POWER
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TYPES OF POWER – INFORMAL
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Informal
• Knowledge / expertise• Wisdom (seen it before)• Experience• Connections • Persuasion
All of these require some form of trust
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TYPES OF POWER – FORMAL
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• Positional
• Seen on the organizational chart
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POWER – WHEN TO USE WHICH?
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RESPONSIBILITY
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•Look after
•Take care of
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ACCOUNTABILITY
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• Who gets the credit or the blame?
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ACCOUNTABILITY
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WHAT PRODUCTIVE EMPLOYEES SAY
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I know what is expected of me at
work
I have the materials and equipment that I need to do the work
right
I have the opportunity to do
what I do best every day
In the last 7 days I have received
recognition or praise for the work that I
have done.
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WHAT PRODUCTIVE EMPLOYEES SAY
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My supervisor seems to care about
me as a person
Someone at work encourages my development
The mission or purpose of my company makes
me feel my work is important
At work, my opinion seems to count
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WHAT PRODUCTIVE EMPLOYEES SAY
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My coworkers are committed to doing
quality workI have a best friend
at work
At work, I have had opportunities to learn and grow
In the last 6 months, I have talked to
someone about my progress
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WHAT SHOULD THE LEADER BE CONCERNED WITH?
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WHAT SHOULD THE LEADER BE CONCERNED WITH?
Performance
It’s all about
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WHAT SHOULD THE LEADER BE CONCERNED WITH?
Performance
People
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• Select• Who is on the team• What position do they play
A LEADERS JOB
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Communicate
• Expectations• Vision• The Why
A LEADERS JOB
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Build skills
• Technical /management / leadership• Thinking skills • Problem Solving
TRAIN & DEVELOP
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• Provide tools• Provide resources• Remove obstacles
MANAGE
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MOTIVATE
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LEADERSHIP STYLES
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AUTOCRATIC • My call
PERMISSIVE • Your call
DEMOCRACY • Our Call • Our input• Discussion • Each gets a vote
AUTHORITARIAN • Get Input • My call• Actively consider all input
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LEADERSHIP STYLES
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Which is Best?
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• Urgency• Skill vs. complexity• Personality/style (default)
FACTORS FOR CONSIDERATION
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Match leadership style to the situation!
SITUATIONAL LEADERSHIP
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THE NEW LEADER
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The skills that got you there are not the skills you need to move ahead
THE NEW LEADER
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Impediments
• I can do it better/faster• Satisfaction (time horizon)
THE NEW LEADER
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• Relationships• Not quite – one of the gang
THE NEW LEADER
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WHEN THE JOB DOES NOT GET DONE
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UNDERSTANDING • Communications
CAPABILITY • Training• Skill Development
OBSTACLES/ • Add resourcesOPPORTUNITIES • Remove barriers
WILLINGNESS
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This is where you need to be involved with your staff!
WHEN THE JOB DOES NOT GET DONE
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Delegating vs. Tasking
STAFF DEVELOPMENT
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To be an effective delegator you need to be OK with the methods / result if it met the objectives, but was done differently than you would have done it.
Delegation vs. Tasking
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Courage
• To do something against your self interest
LEADERSHIP ISSUES
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Vision
• Which way do we go?• How do we get there?• You are concerned with the outcome.• Destination – parameters
LEADERSHIP ISSUES
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PERSPECTIVE
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• Self Awareness – Walk this way.
MODELING THE BEHAVIOUR
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• Unity with your teamoHang together or hang separately
MODELING THE BEHAVIOUR
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CALM
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CALM
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Pressure
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• Teach the steps by asking questions• Think out loud – show them all considerations• Don’t rob them of the experience• Create artificial learning experiences• Self Efficacy
DEVELOPMENT
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• MBWA• Need Information
STAY CONNECTED
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• Praise in public• Correct in private
RECOGNITION
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SELECTING LEADERS
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LEADERS
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CHARACTER • Select for
WISDOM • Train for• Select for
TECHNICAL SKILLS • Train for& KNOWLEDGE
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A combination of
• Character• Competencies• Commitment
LEADERS
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LEADERS
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CHARACTER • Trait/Values
COMPETENCIES • Organizational / People • Strategic / Business
COMMITMENT • Aspirations• Engagement
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• A journey• Work with and through others• It’s all about people
Success is not final, failure is not fatal: it is the courage to continue that counts.
LEADERSHIP
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Winston Churchill
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Management and Leadership in the Modern Appraisal Organization
Nelson Karpa MBA, AACI P.App, AMAA, AAM
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Thank you Nelson Karpa MBA, AACI P.App, AMAA, AAM