Session 1: Leadership at Skema Business School PDF

SKEMA BUSINESS SCHOOL Leadership: Session 1  « Leadership is about managing energy, first in your...

SKEMA BUSINESS SCHOOL Leadership: Session 1  « Leadership is about managing energy, first in yourself, and then in James G. Clawson, Johnson & Higgins Professor of Business Administration those around Emeritus Darden Business School You.»  COURSE EVALUATION ▶Group Presentations (30% of overall grade): Groups will be organized in Session 1 with your TD group instructor. Your international Team will present 10 minute and 4 second presentation on a specific leadership topic during the final Session, in your TD group. The evaluation grid can be found in common resources on the K2 site. Presentations will take place during the final session. Group Case Evaluation (30% of overall grade) Students will be given a case to read a week before the 4th session. You will find the case in common resources on the K2 site. After an introduction by the professor, your group will have about 2h30 minutes finish a two- three page case analysis. You will upload your completed case on the K2 website. A deduction of 10% of the grade will be imposed for each 15-minute delay.  COURSE EVALUATION ▶Individual Final Exam (40% of overall grade) Students will have an individual final exam that will be based on all topics covered during the course. The exam especially deal with all the information covered in the PowerPoint slides and information covered in class and required readings and videos. The PPT’s and Required Readings and assignments can be found in Common Resources on the K2 for this course. The final exam will be a multiple-choice exam. There is only one correct answer per question. There is 1 point for a correct answer, -0,25 for an incorrect answer and 0 for no answer. Great Leadership WHAT IS A LEADERSHIP POINT OF VIEW? WHAT DOES THIS SHORT VIDEO TEACH US ABOUT HOW LEADERS SEE THINGS? THE LEADERSHIP POINT OF VIEW 1. Seeing what needs to be done 2. Understanding ALL the underlying forces at play in a situation 3. Having the courage to initiate action to make Self-Evaluation on K2 https://paulsohn.org/7- things better questions-to-help-you-develop- your-leadership-point-of-view/  WHAT IS THE LEADERSHIP POINT OF VIEW ? “The task of a great leader is to get his people from where they are to where they have not been.... Leaders must invoke an alchemy of great vision. Those leaders who do not are ultimately judged failures, even though they may be popular at the moment”. —Henry Kissinger ▶Agree or Disagree that anyone can take a leadership point of view. It doesn't depend on your title, level, or status in an organization?  “WHY DO YOU WANT TO BE A LEADER?” MASTER THIS INTERVIEW QUESTION  WHY TAKE THIS COURSE? ▶ To Understand Leadership Theory and Practice. Leadership can not be taught in the classroom. It is a lifelong project, but hopefully we can help you begin to reflect on who you are, and how you can become a great leader. ▶ Finding purpose: What’s the point of your organisation or your role? Inspire people to follow you and realise the impact you have on others. ▶ Creating Vision and Passion. ▶ Connecting with and empowering others: When you empower those around you to do their best work, you add value as a leader. Understand the art of leading and being led to truly help others reach their potential. ▶ Enabling change: The basis of organisational change is small changes in human behaviour. Develop the skills to influence others and the techniques to understand deep-rooted corporate culture. ▶ Influencing effectively: If the future of innovation is collaboration, you hold the key. Learn and apply proven tactics to enhance your influencing skills and discover how to win backing for your ideas. ▶ Leveraging your strengths: Through assessments, you will explore your ability to be an effective leader. Learn how you can best leverage your strengths to enhance your leadership impact. SESSION STRUCTURE OF THIS LEADERSHIP COURSE: ▶ Leadership Course Introduction ▶ The Changing Context of Global Leadership ▶ The Global Business Leader ▶ Case Analysis in Groups ▶ Leadership within Different Organizational Cultures ▶ Online Group Presentations ▶ Power, Influence, and Motivation ▶ Leadership: Interpersonal Skills and Active Listening Take out a piece of Paper and write down what you believe are the three most important: elements, characteristics, traits or skills of great leadership. Now get into groups of about 4-5, and decide together what are the three most important: elements, characteristics, traits or skills of great leadership. Then rank these three elements in order of importance from 1st to 3rd. Once your group is done, I want you to come forward and right your responses on the board up front. Let’s look at what the 3 traits, skills, etc… that discuss briefly if that each group wrote on the white board and debate whether these things can be learned or if we are born with them. Also, we will discuss together whether you agree or not that these elements should be within the list of the top characteristics  CONNECTING WITH PEOPLE ▶Be present in conversations. It has been said that attention is oxygen for relationships. When meeting with people, get in the habit of being present by giving them your full attention. Show that you are engaged and interested by asking questions, and then asking follow-up questions to clarify. Listen carefully, observing facial expressions and body cues. Don’t break the connection by checking your phone, looking around the room, or letting your mind wander.  CONNECTING WITH PEOPLE ▶Develop the ability to empathize.. When we feel the emotions of others, it makes them feel connected to us. When we feel their positive emotion, it enhances the positive emotion they feel. When we feel their pain, it diminishes the pain they feel. If someone expresses emotion, it’s OK, and natural, for you to feel it too. ▶Develop the habit of emphasizing positives. Let people know that you appreciate them. Catch people doing the right thing.  CONNECTING WITH PEOPLE ▶Control your tone of voice. Recognize that people will instinctively react to the delivery of your message before they hear its content. They may put up a wall and become defensive or feel threatened by your tone of voice. ▶Negotiate with the mindset to solve a problem rather than to win. You can build connections with people during negotiations if you adopt and maintain the right mindset. Negotiating requires probing, patience, and perseverance to understand other people’s objectives, -Center for Creative Leadership  LEADERSHIP IS ABOUT MANAGING ENERGY IN YOURSELF AND OTHERS https://www.youtube.com/watch?v=8snbL_kVmXw&feature=youtu.be THE DIAMOND MODEL OF LEADERSHIP Environmental Effects/Factors LEADER Developing Strategic RESULTS Influence thinking Profits Commitment to the Strategy Customer OTHERS/ D TASK PEOPLE Satisfacti on Designing Market Organizational Managing Committment Share change Efficiency ORGANIZATI Learning ON Productivi ty Employee Energy GM LEADERSHIP PROBLEMS SHORT BACKGROUND ON GENERAL MOTORS ▶In the 1950’s General Motors began the Sunbelt Strategy, building plants in the southern and western USA (non-union: « right to work states ». ▶This strategy was viewed by the unions as an attempt to move away from union controlled states. ▶Because of this, the new plants became among the most hostile, conflict ridden plants at GM. ▶Read Background at: https://sloanreview.mit.edu/article/how-to-chang e-a-culture-lessons-from-nummi/  THE GM LEADERSHIP STORY 1982 GM Fremont Plant Employees 5000 Absentiesm 20% Unresoved Grievances 2000 Total Annual Grievances 5000 Wildcat Strikes 3-4 Product Chevrolet Nova Assembly Costs per Car 30% over Japan Productivity Worst in GM Quality Worst in GM THE NUMMI LEADERSHIP THE GM LEADERSHIP STORY STORY 1986 GM NUMMI 1982 GM Fremont Plant Plant 200 Employees 5000 0 Absentiesm 20% 2% Unresoved Grievances 20000 Total Annual Grievances 50002 Wildcat Strikes 3-4Chevrolet 0 Nova+Geo Product Chevrolet Nova Prism Same as the Assembly Costs per Car 30% over Double GM Japonese Japan Productivity Worst in GM Average Best in Quality Worst in GM GM HOW CULTURE CHANGES — AND DOESN’T THE LESSONS FROM NUMMI ARE CONSISTENT WITH ORGANIZATIONAL DEVELOPMENT LEADER EDGAR SCHEIN’S MODEL OF CORPORATE CULTURE. SCHEIN PROPOSED THAT THE WAY TO CHANGE CULTURE IS TO CHANGE CULTURAL ARTIFACTS — THE OBSERVABLE DATA OF AN ORGANIZATION, WHICH INCLUDE WHAT PEOPLE DO AND HOW THEY BEHAVE. ANYONE WANTING TO CHANGE A CULTURE NEEDS TO DEFINE THE ACTIONS AND BEHAVIORS THEY DESIRE, THEN DESIGN THE WORK PROCESSES THAT ARE NECESSARY TO REINFORCE THOSE BEHAVIORS. LEVELS OF LEADERSHIP ▶Leadership is about affecting human behavior, which can be thought of as occurring at three levels: body Behave 1. Visible behavior 2. Conscious thought mind Think 3. VABE’s : Values, Assumptions, heart Beliefs, Expectations (semi- conscious, pre-conscious) Beliefs and feelings KNOWING THE HEART MEANS UNDERSTANDING NEEDS ▶At NUMMI workers needed? ▶In general, how do we motivate people at work? What do people want? ▶Tourists want you to help them find something… ▶What about difficult people at work? How do we lead, motivate or meet their needs?