Leading with Power and Authority: Energize Others with Deep Green Leadership

Written by James K. Hazy, Ed.D., Founder & CEO, Leadership Science, LLC


Continued from page 1

* * * Michael Dell, founder and CEO of Dell Computer Corporation is a master of deep green leadership. His organization is famous for aligning resources with strategy and leads its industry with power and authority. In his memoirs Dell emphasizes how important it is for all employees to understandrepparttar organizations value creation strategy and to realize that their rewards are related to actions that directly support this strategy. "We explained specifically how everyone could contribute.... And we make itrepparttar 119498 core of our incentive compensation plan for all employees.2" At Dell Computer, power and authority, not to mention impressive returns over many years, wererepparttar 119499 direct result ofrepparttar 119500 deep green leadershipSM programs that provided clarity and alignment about resource flows.

These stories demonstraterepparttar 119501 power of deep green leadership and its impact on people, whether in a division or acrossrepparttar 119502 firm. When leadership operates to reinforce people's deeply held sense fairness with respect to resources and their access to them, they are empowered. This energizes them, so that everyone organizesrepparttar 119503 collective effort, not just a few people atrepparttar 119504 top ofrepparttar 119505 pyramid.

The Story Part 2: Resolution When Lynn arrived in his office, he immediately asked some tough questions. "How well do people understand their decision authority? and do they understand how our business works? how resources flow and decisions are made? Are we passionate that everyone hasrepparttar 119506 tools and resources they need to do their jobs? Do we critically review project plans and budgets and make sure everyone controlsrepparttar 119507 resources they need? Do people feel they share in our collective success? How doesrepparttar 119508 situation compare with six months ago? How engaged are our people?

These were difficult questions, but ones that could be answered. The process took several weeks, but oncerepparttar 119509 data was gathered and preliminary analysis was completed,repparttar 119510 trend was clear—leadership activity aimed at clarifyingrepparttar 119511 resource distribution flows inrepparttar 119512 organization, deep green leadershipSM activity, had fallen off inrepparttar 119513 organization.

When he had these answers, Lynn called his leadership team together to sharerepparttar 119514 findings and express his concerns. "We seem to have lost our edge," he said. "I don't seerepparttar 119515 same level of self-motivation and energy in our people that I did six months ago. Data showing reduced activity levels in this area acrossrepparttar 119516 firm support my belief that there is cause for concern. Our leadership velocitySM inrepparttar 119517 areas of resources, decision authority and reward distribution has dropped off. To berepparttar 119518 strong company we need to be, we have to do better."

The team had a difficult time at first, uncomfortable that all members ofrepparttar 119519 organization could ever feel they were being treated fairly and had what they needed to do their jobs. It seemed a bit ambitious and perhaps nave to believe everyone could be made to thinkrepparttar 119520 organization was fair in its resource distribution. "Life isn't fair", some managers argued.

What began as a one-hour discussion, continued intorepparttar 119521 evening. Follow-up meetings were held with a much broader array of leaders. It became clear fromrepparttar 119522 interaction that even amongrepparttar 119523 leadership, there was a sense that there was an unevenness or arbitrariness in decision making, and tellingly, that this was okay. Renewal was needed. As Lynn knew, it had already begun.

Inrepparttar 119524 course ofrepparttar 119525 discussion, it was agreed that a key objective overrepparttar 119526 next six months was to greatly clarifyrepparttar 119527 decision-making authorities and resource flows acrossrepparttar 119528 organization. Each group agreed to work within their teams to clarify and document their value creation strategies andrepparttar 119529 decision making process at all levels of their organization. Monthly town meetings were planned withrepparttar 119530 sole focus on howrepparttar 119531 firm did business, what drove success and how each person's work fit intorepparttar 119532 process. In parallel,repparttar 119533 compensation programs ofrepparttar 119534 firm were reviewed and communication plans developed to further everyone's understanding of how resources were used and distributed inrepparttar 119535 organization. The process cascaded intorepparttar 119536 organization until a consistent and clear picture ofrepparttar 119537 business began to emerge acrossrepparttar 119538 organization. The quarterly cultural survey in use was modified to include targeted questions to provide on-going feedback.

After six months,repparttar 119539 results of this initiative were documented in a new section of onrepparttar 119540 firm's employee website. As appropriate, aspects were also integrated intorepparttar 119541 organizations planning process thus providing much greater clarity and visibility to intorepparttar 119542 process. All managers were asked to communicaterepparttar 119543 process with their teams and provide feedback. After several months,repparttar 119544 changes torepparttar 119545 process dwindled to a manageable level, and enthusiasm was up. Excitement was evident and morale was improving.

To close outrepparttar 119546 cycle of leadership, Lynn asked his teams to propose ways to be proactive, with continuous feedback and action. He realized that leadership requires discipline and vigilance and that nothing works forever. Atrepparttar 119547 same time, he didn't want to wait forrepparttar 119548 same problem to surface again.

Epilogue On a recent visit torepparttar 119549 same sales office he had visited earlier, Lynn shared a ride with a sales manager who was also heading torepparttar 119550 airport. He found it was a good opportunity to learn what a junior manager was thinking and how she thought aboutrepparttar 119551 organization. "You know", she said a bit timidly, "I'm glad to know you're sharing your ride torepparttar 119552 airport. We are pretty close to hitting out stretch objective this quarter and we need to save every dime we can. I'm hoping to have a little extra spending money at Disney World this spring!"

As he pulled his luggage fromrepparttar 119553 trunk with a loud "thump!", Lynn smiled to himself. He was happy to share his car if it helped her have a little more fun with her family. She deserved it. _____________________________________

1Burgelman, R.A. (1991). Intra-organizational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2(3), 239-262.

2Dell, Michael with Catherine Fredman. (1999) Direct from Dell: Strategies that revolutionized an industry. New York; Harper Business. p.135.

(c) Copyright 2004 James K. Hazy, Ed.D. Leadership Science offers a unique mix of practical application and research in all areas of organizational leadership. We offer custom and canned seminars, speakers and intervention programs built upon the research in how leadership impacts results. To learn more about Leadership Science, visit our website: http://www.leadershipscience.com/. Mailto:jim.hazy@leadershipscience.com


Leadership Development And Jumping Out of Airships

Written by Brent Filson


Continued from page 1

1. Define results. Forget about training results. Forget about training objectives. They're dispensable gear. Throw them overboard. What arerepparttar business results ofrepparttar 119497 leaders you are developing? If you are dealing with people in manufacturing, then focus on having your development programs help improve operating efficiencies. If you have sales people in those programs, focus on their getting increased sales results within a certain time after they complete your program. Whoever has signed up for your programs, challenge them to userepparttar 119498 tools you give them to get results short and long term. For instance, atrepparttar 119499 beginning of your programs, ask participants, "What results do you have to get? And what arerepparttar 119500 most important challenges you have in getting them?" Then bring themrepparttar 119501 tools to help them get those results. What they learn is worthless unless it is tied to what is most valuable in their jobs and careers. It's worse than worthless, it's a downright stumbling block since that learning demands that they spend their time away from pursuing their real job objectives. 2. Measure those results. There is no value in business without measurements. Trainers who ignore this truth are put inrepparttar 119502 line beforerepparttar 119503 open hatch whenrepparttar 119504 company starts going down. Those trainers typically show their value by demonstratingrepparttar 119505 cost-effectiveness of their programs. Cost-effective, baloney! I don't know of any organization where "cost-effective" ultimately doesn't mean "cheap." Cost-effectiveness isrepparttar 119506 worst way to position leadership development programs. Cost-effective programs arerepparttar 119507 least valuable programs of all. Once we start defining our programs by how cheap they are, we show that we don't understand leadership or development -- and so cheapen our value torepparttar 119508 company. Don't make leadership programs inexpensive. Make them expensive! -- expensive torepparttar 119509 company if those programs are not instituted. We can only show their true importance by demonstratingrepparttar 119510 hard, measured, business-focused results participants achieve after takingrepparttar 119511 programs. Atrepparttar 119512 end of your sessions, have participants write a "value received" letter in which they detailrepparttar 119513 hard measured results that they intend to get when they use your leadership tools. Follow up 35-days later to insure they have gotten those results or are about to get them. If participants in a leadership course don't receive an R.O. I. that is at least five to ten times greater thanrepparttar 119514 investment they made in that course, give them their money back. And why not? If they can't get big increases in their hard, measured results, it'srepparttar 119515 course's fault. It hasn't helped them develop as leaders. Without results, leadership has no meaning. Leadership development is too important to be demeaned by having it fulfill training objectives. Enhance its importance by having it fulfill business objectives. In doing so, we will changerepparttar 119516 scenario on our metaphorical airship. Instead of orderingrepparttar 119517 crew out,repparttar 119518 captain will say, "We can't afford to lose this crew member. Stay here! First mate, jump!"

============================= 2004 The Filson Leadership Group, Inc. All rights reserved. =============================

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership ezine and get a free guide, "49 Ways To Turn Action Into Results," at www.actionleadership.com


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