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![Page 1: Personal Leadership and Management Skills John Reinert Past President IEEE-USA Past Director, Region 5 UTMC Microelectronics Systems.](https://reader036.fdocuments.us/reader036/viewer/2022062308/56649e185503460f94b04f32/html5/thumbnails/1.jpg)
Personal Leadership and Management Skills
John ReinertPast President IEEE-USA Past Director, Region 5
UTMC Microelectronics Systems
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Leadership!!
What is it?
Who has it?
How can I do it?
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Outline• Leadership defined• The changing engineering career• Skill set for success• A 4-stage Personal Model for Leadership
and Management Excellence• RAB Leadership Development Project• SC99 Leadership Development Workshops
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Who Are The Leaders?
• George Washington
• F.D. Roosevelt
• Winston Churchill
• Margaret Thatcher
• Genghis Khan
• John Elway
• Joseph Stalin
• Ghandi
• Adolph Hitler
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What Is Leadership?
• Making the right things happen
• Inspiring others to achieve a goal
• Taking risks, willing to fail to achieve
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Leadership Characteristics
• Creator of Culture
• Proactive
• Change agent (positive)
• Cheerleader
• Coach
• Motivator
• Focus Provider
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Management and Leadership
Management Leadership
Coping with Complexity Coping with Change
Planning and Budgeting Setting a Direction
Organizing and Staffing Aligning People
Controlling and ProblemSolving
Motivating and Inspiring
John Kotter: Harvard Business Review, May-June 1990
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Never doubt that a small group of thoughtful, committed people can
change the world. Indeed, it is the only thing that ever has
Margaret Mead
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Ask Yourself...• Are you satisfied with your career?• Do you know what you want to accomplish?• Are you accomplishing all you can?• Are you an effective leader?• Do you want to grow in your career and as a
person? • Do you know what you have to do?• Are you happy?
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Become a Leader-Manager!
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Drucker on Leadership
• Leadership must be learned and can be learned
• Leadership personality, traits, style: they don’t exist
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Drucker on Leadership
• A leader is someone who has followers
• An effective leader is someone whose followers do the right things
• Leaders are highly visible: Set examples
• Leadership is not rank, privileges, titles or money. It is responsibility
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Yes. But How!
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The Environment
• Business is becoming more complex– Faster changing, worldwide markets
• Businesses struggle to compete– Shortened product life cycles– More demanding customers
• Organizations and individuals must be efficient, dynamic, and responsive to survive
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The Workplace Old New
The work Done by individualswithin a department
Done by teams acrossdepartments and functions
Education Finite Continuous Learning
Job skills Mostly static Always changing
Career advancement The career ladder multiple strategies
Worker expectations Security Personal growth
Career management Company directed Individually owned andshared
Carl Wick, PERSPECTIVES, 1-98
The Changing Workplace
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Carl Wick, Perspectives, 1-98
Skills for Today’s Engineer
• A customer focus
• Teaming skills
• A process orientation
• Technical skills
• Professional skills
• Competency in key technologies
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Professional Skills
• Listening skills• Communication skills: written / oral• Presentation techniques• Negotiating skills• Teamwork roles• Project management knowledge• Meeting management techniques• Empathy
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If you don’t know where you’re
going then any road will get you
there.
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What’s Needed?
• To be successful, leadership knowledge and skills need to be applied
• Best if applied in the professional and personal realm
• A successful framework for integration and application
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If you always do what you always did,
you’ll always get what you always got
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A Personal Leadership and
Management ModelTools and a Process to Support Leaders
• Plan activities and identify customers
• Survey customers to determine needs
• Define and use metrics to measure effectiveness
• Establish continuous improvement to do it better the next time!
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Planning Steps
• Develop a shared vision– Organizational or personal
• Decide who your customer is– Member?, Self?, Business customer?
• Know your customer: Survey– Mail, newsletter, email, phone
• Establish goals
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Management & Planning Tools
• Affinity Diagram
• Interrelationship Digraph
• Tree Diagram
• Prioritization Matrices
• Matrix Diagram
• Process Decision Program Chart
• Activity Network Chart
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R andom ideas C onso lida ted Ideas P rio ritized Ideas
5
10
8 7= Group Title
Idea Processing
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Surveys:Identify Customer
Needs• Outline the problem• Define survey
objective• Find existing data• Define the target group• Decide on the
reliability • Define, sample and
scope
• Decide survey method
• Decide who will conduct the survey
• Outline analysis and report requirements
• Timing• Cost
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Prioritization Prioritization
MatrixCriteria
WeightingOption 1 Option 2 Option 3 Option 4
Criteria 1 1,3,9 1, 3, 9
Criteria 2
Criteria 3
Criteria 4
Total Sum (WgtX Rating)
Sum(Wgt XRating)
Sum(Wgt XRating)
Sum (WgtX Rating)
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Measuring Results: Metrics
• Not how many, but how goodThe point-of-delivery survey:– How well was the meeting received?– Did the meeting meet expectations?– What changes would improve the meeting?
• Customer Satisfaction is the best metric
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Continuous Improvement
PLAN
DO
STUDY
ACT The Deming Cycle
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Is This Your Section?
• If I tried to implement this stuff here I would either be ignored or everyone would quit. My senior people are burnt out and want out. My junior people are mostly not interested in anything except showing activity on a resume. I have only one person out of 20 that I consider to be capable.
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Or is this your Section?
• We already use some of these concepts to great advantage. Training has been very helpful also.
• Our Section tried this process over the past year and it worked great
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Region 5 Leadership Training
Concentration• Core Characteristics
– Customer Value– Training– Continuous Improvement– Measurement and Metrics
• Reinforced through:– Individual officer strategic plans– Documented Region 5 Vision
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Tools From the IEEE
• Career Planning: Career Asset Manager
• Technical: Society publications
• Professional Skills: IEEE-USA Professional Development Conference
• Management for Engineers: Engineering Management Society
• IEEE-USA: Today’s Engineer Magazine
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IEEE Leadership Development
• RAB Goals– Number 1: Develop local leadership– Assigned to:
RAB Section Chapter Support Committee– Developing standard training materials
• Web based
– Developing leadership training modules• Toronto pilot, Fall 1998• Full program by Sections Congress 1999
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The Message:
• Technical Skills are a basic necessity
• Think: Life Long Learning
• Professional skills add to the toolbox
• Technical and professional skills need to be integrated for maximum effect
• Best if applied to professional and personal life
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Don’t Wait,Be a Leader
Now!
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Resources
• The 7 Habits of Highly Effective People (Steven Covey)
• The Fifth Discipline (Peter Senge)• The Balanced Engineer (IEEE-USA
Professional Development Conf.), 98,99• Career Asset Manager (IEEE EAB)• The Memory Jogger Plus + (Michael
Brassard. 1989. Methuen: Goal/QPC)
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Leadership Development
Workshops, SC99• How to be an effective Chairman/Vice
Chairman; Larry Nelson, ChairmanWorcester County Section
• Leadership Development in Region 3; K. Reed Thompson, Region 3 Leadership Development Chair