DECISION MAKING
Presented by Luceille Outhred
ICI – Philippines 2013
6 Facets of Leadership and Management
Team
Performance
Plan
Preparation for
Implementation
Monitor, Evaluate
and Review
Procedures
Compentency
Profiles
Management
Commitment
Strategic
Plan
Management and Leadership
Two Wings One Bird
Management
... involves overseeing and
guidance. It implies the
exercise either of personal or
of delegated authority.
Manager
A manager is one who
supervises an operation or an
organisation, and who is
capable of assigning, directing
and inspecting work done
Leadership
... Involves directing the
organisation, knowing where it is
going and being able to persuade
others to come along.
Often perceived as a guiding force,
and an influencer
Leader
A leader directs and is
voluntarily followed because
of an ability to guide and
control others.
The one who is leading MAY
not be the appointed leader!
The Influence of Gifting
on Decision Making
MANAGER
LEADER
Seeks Stability
Thrives in Chaos
Use Authority
Seeks to Influence
Instruct
Inspire
Practical
Visionary
Calculating
Charismatic
The Influence of Gifting
on Decision Making
MANAGER
LEADER
Analytical
Visionary
Structured
Passionate
Decisive
Flexible
Controlled
Uncontrolled
Deliberate
Unstructured
Orderly
Creative
Remember: Proverbs 14:4
Where there are no oxen, the manger
is clean, but from the strength of an ox
come abundant harvests.
Natural Tensions Between
Leaders and Managers
Natural Tension 1:
Managers focus on the bottom-line;
Leaders focus on the top-line.
Natural Tensions Between
Leaders and Managers
Natural Tension 2:
Managers consider dangers;
Leaders sense opportunities.
Natural Tensions Between
Leaders and Managers
Natural Tension 3:
Managers follow Versions;
Leaders pursue Visions.
Natural Tensions Between
Leaders and Managers
Natural Tension 4:
Managers Isolate;
Leaders Correlate.
Natural Tensions Between
Leaders and Managers
Natural Tension 5:
Managers search for solutions;
Leaders identify problems.
Natural Tensions Between
Leaders and Managers
Natural Tension 6:
Managers think rivals;
Leaders seek partners.
Natural Tensions Between
Leaders and Managers
Natural Tension 7:
Managers plan step-by-step tactics;
Leaders lay out sweeping strategic plans.
Natural Tensions Between
Leaders and Managers
Natural Tension 8:
Managers correct tactical weaknesses;
Leaders build on strategic strengths.
Natural Tensions Between
Leaders and Managers
Natural Tension 9:
Managers exercise authority;
Leaders apply influence.
Natural Tensions Between
Leaders and Managers
Natural Tension 10:
Managers seek uniformity;
Leaders pursue unity.
Natural Tensions Between
Leaders and Managers
Natural Tension 11:
Managers administer programs and policies;
Leaders set examples and watch people.
Natural Tensions Between
Leaders and Managers
Natural Tension 12:
Managers instruct;
Leaders inspire.
Make Disciples, not Clones
Managers should strive to nurture
leaders as well as managers.
Leaders should strive to nurture
managers as well as leaders.
Managers Mentoring Leaders
A good manager who nurtures leaders
will be like one who takes eagles and
teaches them to fly in formation.
6 “Corporate” Facets
Interconnection
Interdependence
Interception
Interrelationships
Interdepartmental
Interaction
My Problem Solving and Decision Making
Style – Tool 1
When I am working with other people I would describe myself as:
Predictable
Conformist
1
1
2
2
3
3
4
4
5
5
6
6
Surprising
Opportunist
Policy maker
1
2
3
4
5
6
Rule breaker
Agreeable
Considerate
Serious
Loyal
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
6
6
6
6
Disagreeable
Risk-taker
Flexible
Independent
My Problem Solving and Decision Making
Style – Tool 1
• Adaptor
• Mediator
• Novelist
Considering 7 Others in my Organisation
– Tool 2
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Initiators
Deciders
Conceptualisers
Facilitators
Developers
Implementers
Other Affected Stakeholders
How People Respond to Change
•
•
•
•
•
Experimenters – how is it new?
Opportunists – can I be involved?
Pragmatists – What will it cost?
Skeptics – What does everyone else think?
Antagonists – Why should I comply?
Made in the Image of God
We are all creators, made in the image of the
Creator
We adopt change that we perceive as relevant
People’s pace of adoption varies
“Z” Problem Solving Model
Based on Myers Briggs Temperament Types
Sensing
(Facts)
Thinking
(Consequences)
Intuition
(Possibilities)
Feeling
(How will this impact on People)
Extraversion to communicate the solution
Intraversion to reflect and review
Brainstorming – Tool 3
The Problem, The Process, The People,
The Pantry
A great tool for solving identified problems
“A good man draws out of his store....”
“Hurt people hurt people....”
Brainstorm .... 100 Uses of a house brick...
Problem Solving and Decision Making
1. State or define the problem
2. Brainstorm possible causes
3. Agree on and select most appropriate
solution (using agreed criteria)
4. Action plan for implementing solution
5. Evaluate the outcome
Integrated Steps to Problem Solving
1.
2.
3.
4.
5.
6.
7.
8.
Problem Awareness
Data Gathering
Problem Definition
Goal Statement
Identifying the measurable outcome
Solutions generation
Solution selection
Ongoing Evaluation
Exercising Good Judgment
Judgment is what you do, when you
don’t (and can’t) know what you
should do, but you know you have to
do something quickly - so you do it.
Judgment can only come about as a
result of the efficient working of a good
intellect.
EMPOWERMENT AND DELEGATION
Presented by Luceille Outhred
ICI – Asia 2013
Leading
A good leader can get great results from
average people
Leading is causing people to take
effective action.
An effective leader enables followers to
see the cathedral, while mixing cement!
Functions of Leadership
• To initiate change
• To provide stability in change
Change is necessary where there is growth.
Four Leadership Styles
• Directive
• Consultative
• Collaborative
• Delegation
Delegation
Delegation is the partnership of authority and
responsibility with another person.
Delegator retains accountability, but delegates
responsibility of carrying out tasks
Delegation
Is appropriate when:
a. other people can be trusted to perform the task
well
b. task can be done cheaper and better by
delegation
c. task gives workers the chance to develop new
skills and experience
Benefits of Delegation
•
•
•
•
•
Cost saving
Time saving
Skills building
People motivation
Successor grooming
Effective Delegation is Essential
Acts 6:3
•
•
•
•
Management
Organisational growth
Leadership succession
People development
Delegated Goals are SMARTER
See Tool 4
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S
M
A
R
T
E
R
pecific
easurable
greed
ealistic
imebound
thical
ecorded
Empowerment
‘Empowerment’ means to give or delegate power or
authority to.
Is an ongoing process NOT an outcome
Values – Core and Shared
Core Values are immutable, they never change
Shared Values – tribal, family, organisational
hierarchy, social structures, community ideals
DNA
Culture – Rachel Eliot & Aucas
“OUT of every tribe, kindred, nation”... Why?
My Core Values
Benefits of a Team Culture
RECAP: Functions of Leadership
• To initiate change
• To provide stability in change
From Current Realities to Vision Fulfilled
Change is a transitional process that moves
the organisation from its current state
to its desired state
Current
State
Where we are now
Change
Desired
State
Where we want to be
Implementing Change - 5 Essential Steps
1.
2.
3.
4.
5.
Clarify the Scope of the Vision
List and Prioritise all the Actions
Draft a Preliminary Plan
Review and Finalise the Plan
Revise the Plan as you go
Role Categories
Task Roles:
are directed to the work being done by
team members.
Maintenance Roles:
are directed at improving and sustaining
constructive relationships in the team.
Roles and Responsibilities Matrix
Nehemiah
Fulfilling the Vision through the work of God’s
People – “the people had a will to work”
Nehemiah 3 reflects division of labour, roles
and responsibilities and Nehemiah 4:6 says
“for the people worked with all their heart”
“So we prayed and so we built the wall”
“Thank you for your participation.”