Passionate Leadership: Achieving Excellence in Execution
Dr. Al Zeitoun – Booz Allen Hamilton
Passionate Leadership Themes
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Passionate Leadership Themes
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Execution is not just about Metrics Multiple Goals, Prioritized Within a Strategic Plan
How much?
Level of Evaluated Capability Sufficiency
A Single Goal, With Various Program Components and Metrics
“…least important, most capable….”
Move armored units via tactical surface means (LCAC, LCU, etc) Provide Responsi ve Fire Support from the Sea Base Increase capability to reduce risk
Accept increased risk to conserve resources
Communicate w/ Joint & Coalition Partners
Communicate with Naval Units Throughout the Battlespace
Carry 3 DOS of Class I, III, & V
“…most important, least capable….”
“…least important, least capable….”
Relative Priority Gradient extre mely higher than peers
strongly higher than peers
s ubs tantially higher than peers
slightly higher than peers
baseline
slightly lower than peers
s ubs tantially lower than peers
strongly lower than peers
Each parent’s relative position re-establishes the baseline of its children, at each level of decomposition
extre mely lower than peers
So what?
Program Component Status…
Interdiction Mission Area Architecture Time Phase - 2003 Collection
Processing & Analysis
Battle Management
Combat Direction
Execution
UHF
IBS/L-16 Gateway B-1B
METOC NTM
DDL DDL
JFACC
L
Predator
Army TES
JSTARS
JFLCC
Afloat C2
Combat Support
F-15E F-22
Tomahawk
SCDL
IES N AVY
USMC TEG
EA-6B Cobra Ball
CGS
Compass Call
JIC
U-2
DD L
GRCS
DDL
F/A-18 C/D
k 4A Lin
A2C2S
Tac GIF
JSOW
S-3B ATACMS
RAH-66 CG
AEGIS BN TOC
P-3C
JDAM
WOC/SOC
AF/DCGS Hunter GCS
4A
F-117A RAH-66
L
k Lin
4A Link
CVN
DD
JASSM
E-2C
ASOC
IPF
TUAV
SOF
Link
AWACS BDE TOC
EP-3E
Mission Planning Combat ID
F/A-18 E/F U .S AIR F O R C E
F-14 TARPS
Submarine
SHF
F-16 C/D
ABCCC
4A
DD
XXX
… with Drill-Downs to Supporting Data:
EHF
B-52H JFMCC
Rivet Joint
Tadils
B-2
AFWA
Global Hawk
Weapon IBS/JVMF Gateway
GPS
GOES
DDG
LGB
Submarine
CDL
• Cost • Schedule • Performance • Funding • Integration • Compliance
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The Leadership Pillars: WHY / WHAT / HOW Execution Excellence Passionate Leadership
Engage Heads PROCESS
Capture Hearts PEOPLE
Coaching TOOL
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Mission
Strategy Value Propositions
Capabilities
Key Enablers for Execution Transformation 6
Passionate Leadership Execution Model High
Excellence
Mediocrity
Survival
Passion
Opportunity
Low
Execution
High 7
PMI Government Projects Research
Culture of Communication
Stakeholder Engagement
Executive Support
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Passionate Leadership Themes
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Nine Engaged Leadership Attributes – (Bowman and Farr) Big Thinker
Risk Taker
Uses Power Wisely
Ethical and Courageous
Mission that Matters
Team Builder
Masters Change
Decision Maker
Good Communicator
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Passionate Leadership Components PRESENCE
PERSISTENCE INVOLVMENT
COMPASSION
LQ
NETWORKING RELEVANCE EQ
HEART
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What does the EQ have to do with it? This project manager knows how inspired leadership connects globally dispersed teams The Leader has to go through a personal transformation in order to enable the genuine projects’ transformations Authentic leaders energize people toward achieving common goals
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The Likeability Factor (LQ) 25 20 15
% of Votes
10 5
bl e
ity
ea le dg no w K
n
Pe rs on
al
l O pe
Li st
en
s
W el
fu l es pe ct R
Tr us te d
0
Likeability Attributes 13
The Passionate Leader Model – Competency Matrix Competency
Must-Have
Intensity Providing accurate and truthful information
Nice-To-Have
Workshop Training
On-the-Job Training
X
S
P
X
S
P
Striving for best practices
X
P
P
Working on understanding stakeholders' thoughts, feelings, and concerns
X
S
P
Seeing and thinking in a holistic way Creating an environment of confidence
P = Primary S = Secondary
X
X
S
P
P
P 14
Passionate Leadership Themes
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Creating Passionate Execution Teams! Focus on Right Results Accountability Commitment Conflict Trust Adapted from “Overcoming The Five Dysfunctions of a Team”: Patrick Lencioni, 2005.
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Executing with Energy 10 Rules to Fuel Your Life, Work, and Team with Positive Energy 1. You’re the Driver of the Bus. 2. Desire, Vision and Focus move your bus in the right direction. 3. Fuel your Ride with Positive Energy. 4. Invite People on Your Bus and Share your Vision for the Road Ahead. 5. Don’t Waste Your Energy on those who don’t get on your Bus. 6. Post a Sign that says “No Energy Vampires Allowed” on your Bus. 7. Enthusiasm attracts more Passengers and Energizes them during the Ride. 8. Love your Passengers. 9. Drive with Purpose. 10.Have Fun and Enjoy the Ride. 17
Making the right Decisions
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Successful Execution
Real Satisfaction =
Perceived Value Expected Value
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Passionate Leadership Themes
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The Transformation Lifecycle ENVISION
DEFINE
DESIGN
DEVELOP
DEPLOY
Capability Development People
Process
Technology
Physical Infrastructure
Ownership Building
Program Stewardship
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Fitting Leadership to Execution Formulate the Call
Fit the Creativity
Execute
•
Create the passion for the desired future state
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Align plans with organizational strategies
• Systemize and integrate the process
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Formulate the transformation strategy
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Design the metrics that will confirm impact
• Go on the journey
Validate the interest
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Fit the innovation with the culture & the governance
• Continuous realization
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Create the fitting operational model & white space
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Mobilize global A-Teams
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Engage workers
•
• Learn from failures • Master innovation
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Creating Passionate Leadership The Cultural Dimensions Risks need to be taken for stronger impact Fit leadership to execution complexity Focus on the needed behavioral changes Establish the global culture and accountability for continuous learning and inventing Ignite the passion for execution excellence Manage the tension between flexibility and compliance 23
The Importance of an Aligned C Level Agenda The key role of the senior group is to act as the inspiration for the organization and its success Sustained change energy is driven by a focused and dedicated leadership team Strong leadership in a kick off working session sets the foundation for engineering a healthy team and paints a clear picture of the vision of the enterprise The cultural conditioning is greatly enabled by the senior team’s momentum
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Passionate Leadership Themes
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Correlation between Innovation & Project Management Deployment Tools for Measurement: 1.Project Management Deployment Index (PMDI) = # of certified folks in a country / population of that country 2.European Innovation Scorecard (EIS): Countries are assigned an overall innovation score through aggregating 25 innovation indicators
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Flexible Execution = Necessity “We can’t solve problems by using the same type of thinking we used when we created them.” Albert Einstein
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Adaptive Project Management delivery capabilities is what is needed for Execution Excellence.
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The Transformation lab – a Radical Thinking Example Translate the projects story into a story senior management can understand (Executive Framing) Use senior team language (Dashboards!) Pilot the principles learned in order to create the convincing messages that “it works” and for turning the disbelievers to the right path! Strengthen the mussels of “Managing Organizations by Projects” Continuously create Quick Wins (Value Adds) 28
This Leadership Model has 3 components
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The Leadership Calling: Enabling Magical Execution Magic = Dimensions never tapped into before The Art of Innovation Looking at projects as great opportunities for “Lessons Learned� and as vehicles for pushing organizations to horizons they initially thought of as unrealistic Being present to priorities, resources, skill sets, and competencies is key Focus on doing the Right Things
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Driving Behaviors Enable learning from failure Encourage questioning Communicate with purpose Reward living in an era of change Allow breaking all pre-conceptions Shape the future instead of reading about it
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Greatness Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline – Jim Collins
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Invent. Reinvent. Repeat. Source: HP banner ad
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Dr. Al Zeitoun, PMP Booz Allen Hamilton 8283 Greensboro Drive McLean, VA 22102 - USA  zeitoun_al@bah.com
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