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LEADERSHIP EXECUTION: A LEADERSHIP ACTION MODEL

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A LEADERSHIP ACTION MODEL

AUGUST 2006

Edward D. Hess

Adjunct Professor of Organization and Management

Founder and Executive Director of the Values Based Leadership Institute at Goizueta Business School - Emory University

Edward_Hess@bus.emory.edu

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I. THE AUTHOR

Edward D. Hess is Adjunct Professor of Organization and Management, and Founder and Executive Director of both The Values-Based Leadership Institute and The Center For

Entrepreneurial Corporate Growth at Goizueta Business School at Emory University. Professor Hess teaches leadership and is the leader of the Institute’s experiential leadership training program for Goizueta MBAs which in April, 2004 was ranked #1 MBA Leadership Training Program. Professor Hess’s leadership research focuses on leadership of high performance organizations. He is the author of five other books including Hess & Cameron, eds., Leading With Values: Positivity, Virtue, and High Performance (Cambridge Press 2006) and Hess, The Six Keys to Organic Growth: How Great Companies Consistently Grow From Within (McGraw Hill, 2006).

Prior to joining Emory, Professor Hess spent 30 years in the business world with the last 21 years being spent in executive and leadership positions in investment banking and consulting firms, including Warburg, Paribas, Becker; The Robert M. Bass Group; Boettcher, Inc.; Jones Lang Wooten; and Andersen Corporate Finance.

He has written over 30 articles on leadership and building high performance

organizations. His most recent leadership consulting experiences include FedEx Freight and The Bobby Bowden Center for Ethical Leadership at Florida State University.

II. INTRODUCTION

This outline is the result of 13 years of experience studying leadership, designing leadership development programs and recent research looking at the role of leadership in high performance organizations, including the U.S. Marine Corps and companies such as Wal-Mart, Walgreen, UPS, SYSCO, Home Depot, Outback Steakhouse, Starbucks, Stryker, and Tiffany & Company.

There are over 200 definitions of leadership and several leadership models:

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are many leadership theory books but few leadership books which focus on leadership execution – what leaders actually do and how do they act on a daily basis.

Leadership is hard to define but everyone knows it when they see it. This model is not a feel-good leadership model nor a soft theory model. It is an execution model. The model expresses the viewpoint that:

1) Leadership is hard work; 2) Leadership is a daily job; and

3) Being a great leader is like being a great musician – it takes a lifetime of hard work and practice.

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T

HE

5

STEPS TO

E

FFECTIVE

L

EADERSHIP

E

XECUTION

CHAPTER 5

FIGHT THE DAILY KILLERS OF EFFECTIVE LEADERSHIP.

CHAPTER 4

LEADERSHIP SKILLS – HOW TO LEAD

CHAPTER 3

A LEADER’S SELF-MANAGEMENT TOOLS

CHAPTER 2

THE RIGHT LEADERSHIP ATTITUDES AND BELIEFS

CHAPTER 1

THE 4 FUNDAMENTAL LEADERSHIP PRINCIPLES

Being a leader is hard work because leadership is comprised of hundreds of little acts, looks, words and non-acts made each day. It is the sensitivity to, acknowledgement of, and understanding that a leader is on stage all the time and that followers look for inconsistencies and hypocrisy.

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Many leadership books are an empty feel-good read. You feel good reading them but walk away with little insight or direction on how to make yourself a better leader. Other books contain so many rules and lists that you are overwhelmed and end up accomplishing little. What is missing in the marketplace is a model which teaches people (with examples) how to lead and what leaders actually do.

Leadership Execution fills this void. It is a leadership execution model. Like many things, the principles of leadership are simple; it is the doing of them every day on a consistent, high-quality basis that is hard. Many people fail as leaders not because of bad intent or motives but because of poor execution.

II. MODEL OUTLINE

ƒ THE 4 FUNDAMENTAL LEADERSHIP PRINCIPLES 1. Good leaders have a simple leadership philosophy. 2. Do the ends justify the means?

3. Take care of your people. 4. The Golden Rule.

5. Always do what is right. 6. Lead by example.

7. Teachings from high performance organizations and leaders.

ƒ THE NECESSARY LEADERSHIP ATTITUDES AND BELIEFS 1. Why do you want to lead?

2. The 5 P’s: Pay, Perks, Power, Prestige, or Promotions are not good reasons. 3. Hierarchal elitist attitudes

4. Servant leadership attitudes

5. It is not about you; it is about them. 6. Leadership Stories:

a. Brad Anderson – CEO of Best Buy

b. Chris Sullivan – Founder and Chairman of Outback Steakhouses

c. Jimmy Yancey – Former Vice Chairman of Synovus Financial Corporation d. Pat Flood – CEO of HomeBanc Mortgage

ƒ YOU MUST FIRST LEAD YOURSELF 1. Know yourself.

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2. Manage your emotions. 3. Prepare daily to act.

4. Review daily your effectiveness.

5. Seek inner harmony – consistency between your thoughts, words, and actions. 6. Leadership Stories:

a. Don Cathy – President of Chik-fil-a

b. Herb Kehler – Founder and Chairman of Southwest Airlines c. Howard Schultz – Founder and Chairman of Starbucks

ƒ ACQUIRE KEY LEADERSHIP SKILLS 1. Effective communication skills; 2. Listening skills;

3. Understanding the uniqueness of each individual; 4. Being in the moment;

5. Customization of responses and actions; 6. The art of constructive feedback;

7. The balance of inspiring and holding people accountable; 8. The language of leadership;

9. Leadership Stories:

a. Jimmy Blanchard – Chairman of Synovus Financial b. John Brown – Chairman of Stryker Corporation c. Brig. General John Toolan – U.S.M.C.

ƒ FIGHT THE DEADLY KILLERS OF EFFECTIVE LEADERSHIP 1. Arrogance/Hubris

2. Selfishness

3. Laziness – lack of discipline 4. Hypocrisy

5. Insensitivity

6. The great paradox of leadership – humility wins 7. Leadership Stories:

a. United States Marine Corps b. San Antonio Spurs

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.

Leadership Execution sets forth a concise, clear, and compelling 5-step program for effective leadership action-based on extensive research of high performance leaders. This model extends and compliments the work done by Marcus Buckingham in First Break All The Rules and Professor Jane Datton in Energize Your Workplace.

References

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