To lead the organization by: Accountable for bottom line Create vision HRM owner “ The only purpose of being a leader is to lead.”
1. Purpose / Mission 2. Vision and Aspiration 3. Values and Behaviors 4. Core Capabilities 5. Objectives and Strategy 6. Top Team 7. Organizational Structure 8. Core Processes 9. Performance Metrics 10. Incentive Systems Setting the Direction Getting Alignment & Commitment Ensuring Execution Source: Building a global company by Daniel Vasella by Novartis, June2013 START GO !!
1. Performance Metrics 2. Purpose / Mission 3. Vision and Aspiration 4. Values and Behaviors 5. Core Capabilities 6. Objectives and Strategy 7. Top Team 8. Organizational Structure 9. Core Processes 10. Incentive Systems Setting the Direction Getting Alignment & Commitment Ensuring Execution Source: Building a global company by Daniel Vasella by Novartis, June2013 START GO !! Accountable for bottom line Create vision HRM owner
Being Visible (as figure Head) Ensure Execution Crisis Resolution Delivering next generation executive
System to understand customer requirements and expectation Poor worker skills, minimal initiative of self direction Data about customer engagement, satisfaction, key process performance, and overall organizational performance do not exist or are incomplete
Leaders do not clearly set direction, performance expectations, vision, or values Plans do not contain measurable outcome- oriented objectives and a timeline for accomplishing each objectives Leaders do not make it clear that customer are the key to success—they do not create a focus on customers or a customer culture
Top leaders are not encourage employee to develop and use their full potential Customer comments and complaint are not encouraged. If the complaint is received it is not resolved promptly. The root cause of complaint is not identified Poor two-way communication exists between leaders and employees
If you do not expect performance excellence through your words and actions, others in your organization will think it is optional. If you do not time to innovate, no one else will think innovation is important, and it is not likely occur. If you do not value and engage the employees with whom you work, other managers will follow your lead and fail to value and engage their employees.
If you do not seek improvement ideas from your subordinates, they will not seek them in turn, and will not think of ways to improve. If you do not hold managers accountable for empowering their subordinates, they will believe empowerment is optional. If you do not learn new things, you may not keep up the important changes affecting you business, and other swill not see the value in learning
The best leaders make consistently good decision, which required reliable, accurate, valid, and timely facts and data. To make consistently better decision, The best leaders drive fact based diagnose of organizational performance that focus on closing the gaps in areas critical to success.
Identify and list the things you must learn and the behavior you must change to become a good leader. Set learning goals and the time-lines to monitor the pace of new learning.
Enhance the impact of your new knowledge by sharing it with others. Set a schedule to teach others about performance excellence systems and processes at least two to four times each year, and stick to it.
After they see the value you place in role- modeling effective practices, learnings, and coaching, make it clear you expect them to do the same.
If you want to change the outcomes, you must change the people and processes that produce them. Training is only a part of the change process
7. Use training and development as a tool to enhance skills and inform-not as substitute for personal leadership direction Before anyone is sent to training, participants need to understand and be to describe why they are there and what they are expectations should be set by the leaders who sent the participant, not the trainers.
Establish clear goals and a clear direction. Show unwavering commitment. Prove you will change. Keep the energy level high and focused on both process improvements and better performance outcomes. Encourage people to challenge the status qua when doing so is consistent with enhancing customer value and achieving organizational goals.
Change rewards to make them consistent with goals and objectives.(It is important to test the effectiveness of rewards and recognition.) Measure progress against desired outcomes. Communicate, communicate, communicate. Engage everyone. Start fast, then go faster.
All leaders have a responsibility for communicating the mission, vision, strategic objectives, and enabling activities to all workers. The effective plan deployment process cascades from top management to all location and levels of the organization
Top Level: Increase customer Satisfaction to 98% Second Level: Reduce product Delivery response time by 50% Reduce rework to zero Third Level: Redesign work Processes for error-free installation Deploying strategic objectives
The Use of upward Evaluation
The starting point for improvement management style, therefore, is an honest assessment of each manager’s current behavior by subordinates, peers, and supervisor. Upward and 360-degree evaluation have become widely used tool that more and more leader value
Three reasons why upward evaluation and the resulting feedback are beneficial include: 1. Validity 2. Reliability 3. Involvement and morale
1. Leaders solicit feedback on how they perform against behaviors that characteristic of an effective manager. 2. They use this information to plan personal improvement strategies. 3. They share the results of the survey with their workers and discuss possible improvement actions, then refine their plan. 4. They make improvement as planned and start the process again no more than one year later
“ The buck stops here !, with me. ” By Harry S. Truman 33rd President of the United States (1945-1953) “ Leader has to make decisions and accept the ultimate responsibility of those decisions.”
FORMAL AND INFORMAL ORGANIZATIONAL STRUCTURE, POLICIES, AND PROCEDURES THROUGH WHICH LEADERSHIP IS EXCERCISED. ITS KEY ELEMENTS INCLUDE THE MECHANISM FOR MAKING, COMMUNICATING, AND EXECUTING DECISION, AND FOR SELECTING AND TRAINING LEADERS AND MANAGERS. Business Dictionary
Leadership system ต้องกำหนด เพราะคือ way การนำสู่การ ปฏิบัติของผู้บริหาร (How leadership is exercised, formally and informally, throughout the organization) ใช้ในการวัด ดู behave ของ leader และ outcome องค์กร Leader waste: underperform, retard ………. Leadership effectiveness is not measured. Personal performance needs are not defined. Leaders do not use the same set of standards.