The Façade of Excellence Defining a New Normal of Leadership. [electronic resource] :
- Milton : Productivity Press, 2019.
- 1 online resource (187 p.)
Description based upon print version of record.
Cover; Half Title; Title Page; Copyright Page; Dedication Page; Contents; Acknowledgments; Author; Introduction; 1: Beginning the Road Toward Collaboration...; The Story of Jim Brown; Practical Applications; An Early Example of a Broken Response to a Broken Process; Defining a New Normal of Leadership; 2: Leadership, Direction, and Process Improvement; The Story of Frank Smith; Practical Applications; Three Dimensions to Improve in Order to Achieve Excellence; 3: The Misuse of Management by Objectives; The Story of Frank Smith; The Story of Jim Brown; Practical Applications Characteristics of a Winning TeamUsing Personal Goals Instead of Team Goals; Arbitrary Goals and Fear; A Goal That Is Too Easy or Too Difficult; Employee Performance vs. Process Performance; Why Strive for 100%?; 4: Introducing the Four Styles of Leadership; The Story of Jim Brown; The Story of Frank Smith; Practical Applications; Introducing the Leader Progression Model; 5: Style One Leadership -- The Crisis Leader; The Story of Frank Smith; The Story of Jim Brown; Practical Applications; Actions of a Style 1 Leader; 6: Style Two Leadership -- The Fact Gathering Leader; The Story of Jim Brown The Story of Frank SmithPractical Applications; Style 2 -- The Idea Gathering Leader; Mission, Vision, Strategy, and Values; Style 1 -- Crisis Leader and Mission; Style 2 -- Idea Gathering Leader and Vision; Style 3 -- Team Forming Leader and Strategy; Style 4 -- Empowerment Leader and Values; Mission and Vision; 7: Style Three Leadership -- Team Forming Leader; The Story of Jim Brown; The Story of Frank Smith; Practical Applications; 8: Flexing Back to Style One Crisis Leader; The Story of Jim Brown; The Story of Frank Smith; Practical Applications; Flexing Leadership Styles Collaboration BenefitsTangible Benefits; Intangible Benefits; 9: Style Four Leadership -- Empowerment Leader; The Story of Jim Brown; The Story of Frank Smith; Practical Applications; How Does an Organization Achieve Style 4 Leadership?; What Is the Best Organizational Structure to Support the Use of Empowered Teams?; 10: The Unbroken Chain of Old Style Management; The Story of Jim Brown; The Story of Frank Smith; The Story of Mary Robinson, Production Worker for JED, Inc.; Practical Applications; Values; Matching Leaders with the Current Maturity of the Organization 11: Defining a New Normal of Leadership...The Story of Mary Robinson, production worker for JED, Inc.; The Story of Jim Brown -- 5 Weeks Prior; The Story of Frank Smith; The Story of Jim Brown; Practical Applications; The Day in the Life of a Style 4 Leader; Breaking the Chain; Conclusion; Index
The crucial need to substitute true leadership for bad management practices such as Management By Objectives (MBO) and the use of fear is now well known and was often championed by Dr. W. Edwards Deming. While significant progress has been made, many organizations (especially outside of manufacturing) are either just getting started with their improvement efforts or they are faking their way forward (going through the motions), trying to imitate what they have read in books or have seen at conferences. The executives of these organizations might give permission for the tools of Lean and Six Sigma to be taught but many of them still refuse to look in a mirror and change their own leadership style. They have built a "faade of excellence" that crumbles quickly whenever a bit of chaos is introduced. Not being able to sustain improvements over the long term is one of the top complaints from improvement professionals. What ingredient is missing that prohibits changes to occur throughout the leadership ranks that might create a culture that embraces teamwork, collaboration and improvement? To start, what exactly do we mean by leadership? The common mistake is to try and put all effective leaders into the same box. Leadership actually has many dimensions and several definitions. This book explores four different styles of leadership that includes "The Crisis Leader," "The Idea Gathering Leader," "The Team Forming Leader," and "The Empowerment Leader." Each of the four styles is appropriate when given a certain set of circumstances (an organization in trouble needs a "Crisis Leader" for example). The goal is to shift the organization, including the leaders and all of the employees at every level, toward collaboration and empowerment. Why go through the pains to rebuild an organization's culture and leaders? In the annual "IndustryWeek Magazine - Best Plants" competition, the companies that have made the transition to high performance, fully empowered teams ("The Empowerment Leader"), in general, demonstrate far better results than all other applicants (and they tend to win "Best Place to Work" awards as well). So, what is keeping organizational leaders, especially those in the middle of the organization chart, from adopting the "The Empowerment" leadership style? This book defines and helps the reader understand what this new normal of leadership consists of and: Explains the four different styles of leaders and how these are different than a typical "old style" manager. Indicates which style is appropriate given a certain set of circumstances and how a leader knows when it is time to migrate from one style to another. Illustrates what it means for an organization to shift from a "dictator" culture to one of collaboration and what steps can be taken to help this transformation. Explores the current definition of a "promotable manager" and how this differs from a new normal definition of an outstanding, effective "Empowerment" leader. Defines Mission, Vision, Strategy, and Values and how these four cultural principles fit into the leadership progression model. Shows how the culture within the organization will be different after the adoption of empowered teams and introduces the concept of "Enthusiastic Productivity."