What Leaders Really Do Article by John P

What Leaders Really Do. . . Article by John P. Kotter, HBR Presentation by Josiah Neal • Alex Mc. Dermott • Franklin Powell Rob Mc. Rae • Michael Nicholas • Gill Perez

Overview O Leadership is different from management O A balance is needed O Strong leadership + Strong Management = Success!

Management and Leadership O Both systems of action involve deciding: O What needs to be done O Creating groups of people that can accomplish an agenda O Ensuring people do their job O Each systems accomplishes these three tasks in different ways

Management. . . O Management is about coping with complexity O Planning and Budgeting O Organizing and Staffing O Controlling and Problem Solving

Vs. Leadership O Leadership is about coping with change O Setting a Direction O Aligning People O Motivating and Inspiring

Setting a Direction. . . O Creates visions/strategies O Not planning O Strategic thinkers O Inductive (Patterns, relationships to explain) O Make ideas better

Vs. Planning and Budgeting O Management process O Obsolete (Long/Short term) O Burdensome O Unexpected O Combo is Best bet O Vision provides constraints O Reality check on direction setting O Essential vs. irrelevant

Organizing and Staffing. . . O Organization – linkage/interdependence O Challenge for change as one O Alignment problem O Managers organize O To achieve precision and efficiency O Requires complex decisions O Suitable staffing, training, communicate plans, authority, etc.

Vs. Aligning People O Communication problem – not design problem O Involves talking to many people O Bosses to peers, peers to bosses O Even suppliers and customers O Anyone who can help vision and strategies O Credibility needed to carry vision to employees O Leads to Empowerment at all levels O Have same target O Lower-level can initiate actions

Motivating People Vs. Controlling and Problem Solving O Change is the key function of Leadership O Creating Change O Control mechanisms O Systems and structures O Basic Human needs O Networks of informal relationships O Communication

Creating a Culture of Leadership O How a Business Develops Leader-Managers O Recruiting with leadership potential O Managing career patterns O Early Career O Significant challenges early in career teach about the difficulty in leading and its potential for producing change. O Late Career O Broadening roles for different displays of leadership O Relationships built create strong informal networks needed to support leadership initiatives

Corporate Leadership Culture O Decentralization O Identification O Making lower level employees visible to senior management O Rewards O Creates a culture where people value strong leadership and strive to create it.