Excellence LEADERSHIP

THE MAGAZINE OF LEADERSHIP DEVELOPMENT, MANAGERIAL EFFECTIVENESS, AND ORGANIZATIONAL PRODUCTIVITY

JIM COLLINS

Great By Choice

Remember that good

is the enemy of great . . . . 3

HARRY HERTZ

Peer Learning

Share best practices

with a cohort group. . . . . .4

NOEL TICHY

Developing Leaders

How are the people

you lead doing? . . . . . . . . 5

SUSANNE BIRO

Leadership Brand

Know your yes so you

can then say no. . . . . . . . . .6

RALPH JACOBSON

Leader Paradoxes

Create common ground

to bring about change. . . .7

BARBARA KELLERMAN

End of Leadership

At least as we now

know and practice it. . . . .8

KEN SHELTON

Reinventing Leadership

Along with what we do

to develop leaders . . . . . . 9

MICHAEL MILOFF

AND LOIS J. ZACHARY

Strategic Leaders

Mentor them in 7 ways. . 10

LINDA HILL

AND KENT LINEBACK

Political Roles

Don’t neglect this role. . .11

CYNTHIA MONTGOMERY

Strategist-in-Chief

You can play this vital

role in any position. . . . .12

DENISE MORELAND

Management Culture

Learn to cope with three

major pressures. . . . . . . .13

JEFF WOLF

Seven Disciplines

These are practices of

highly effective leaders. . . 14

DON PEPPERS

AND MARTHA ROGERS

Trust Required

Practice six strategies. . .15

BRADY MICK

Measuring Productivity

We need to rethink the

old numbers game. . . . . .16

GINNY WHITELAW

Leading Fearlessly

Claim your power by

taking three steps. . . . . . 17

GEORGE CASEY

Engaged Is a Verb

Leadership is a relationship

with followers. . . . . . . . . .17

PATRICK LENCIONI

Organizational Health

It’s now the last great

competitive advantage. . . .18

JIM BURKETT

Bad to Worse

Practice seven learned

management disciplines. . .18

LEE ELLIS

Lead with Honor

Prepare to face diversions

and distractions. . . . . . . .19

M. ALEXANDER KUHN

Charismatic Leaders

Harness your power

to create change. . . . . . . .20

VOL. 29 NO. 7 THE GLOBAL LEADERSHIP DEVELOPMENT RESOURCE JULY 2012

End of Dragonian Leadership

Imagine this creature is the last surviving

leader, telling his tales to a wizard, the

keeper of all knowledge. The leader spins

out his stories, a millennium of adventures, triumphs and sorrows as the wizard

dutifully and diligently records them.

Reprinted with permission of Leadership Excellence: 1-877-250-1983
process, repeated at each meeting,

results in benchmarking visits among

Fellows’ companies, comments on

potential blind spots to explore, advice

on approaches to pursue, and the hows

and whys of leadership and planning.

Some of the take-aways include:

• Culture trumps strategy; you need to

set culture first or strategy accomplishment will be severely hindered.

• Visionary leaders are passionate and

authentic; they walk the talk and they

have very different styles, but their sincerity and clarity of purpose are visible.

• Visionary leaders set aggressive goals

—and it’s amazing how often committed employees will achieve them.

• Engage employees; committed people are the lifeblood of organizations.

• Focus and discipline are essential.

Leaders need to be relentless in making

their aims clear and messages consistent.

• Consumers/customers are wired, tired,

and focused. Delight them in a way that

recognizes their situations and needs.

They want honest relationships and

supplier agility.

• Your employees are constantly listening to you for clues.

• New employee orientation should

touch the emotions in

authentic ways. Gaining

emotional commitment of people early speeds up learning by six months.

• Communication between

supervisors and employees

and among employees needs

to be worth-based and not

hurt-based. Too often words

not chosen carefully lead to

hurt rather than help when

the goal is open communication to help

a colleague achieve high performance.

• A framework for organizing thoughts

and processes is critical. Baldrige provides that framework.

From exposure to Baldrige Award

winners and their executives, Fellows

bring home added learning for their

staffs, including how to: leverage core

competencies; build on strategic advantages; address strategic challenges;

make strategic use of the voice of the

customer; segment data and use the

analysis; focus on appropriate metrics

—selection, use, alignment; improve

communication; and see with a systems perspective in their culture.

The program puts leaders together

and uses peer learning to work through

the Baldrige Criteria, enabling organizations

to become more effective/profitable. LE

Harry Hertz is Director of the Baldrige Performance Excellence

Program. Visit www.nist.gov/baldrige/fellows/index.cfm.

ACTION: Design your learning experience.

Peer Learning

Bring improvements home.

ALL LEADERS HAVE Agap or challenge to

address—an area where

they could benefit from gathering different insights and perspectives from

other senior leaders. What if to fill the

gap or attack the challenge, they could

learn from and share best practices with

a cohort group and with CEOs from

award-winning national role models—

and have a senior executive as a coach?

Graduates of the Baldrige Executive

Fellows Program apply learning from

networking, benchmarking, and sharing with other executives on a project

of strategic significance in their firms.

With capstone projects approved by their

leaders, Fellows expand their markets,

engage employees, and introduce new

products—all based on learning

received in the program.

As part of a collaborative year-long learning experience, Fellows share

strategies and engage in

dialogue with senior executives of Malcolm Baldrige

National Quality Award

winners. The Fellows meet

at Baldrige Award re-cipient sites, participating in

tours and discussions

focusing on the Baldrige systems perspective and key aspects of leadership.

Fellows discuss topics that align with

the Baldrige Criteria for Performance

Excellence (leadership; strategic planning; customer focus; measurement,

analysis, and knowledge management;

workforce focus; operations focus; and

results) but through the lens of leadership. And they gain insight into best

leadership practices related to: setting

directions, values, and expectations to

balance stakeholder requirements,

stimulate innovation, and ensure sustainability; managing for innovation

and operational excellence; developing

and executing strategy; ensuring customer-driven excellence; and valuing team

members/partners.

Fellows follow a process that

enables them to pose questions to each

other and other senior executives and

gain input on a project of strategic significance to their organizations. This

Leadership Excellence

COMPETENCY LEARNING

Reprinted with permission of Leadership Excellence: 1-877-250-1983

by Harry Hertz