Effective Management and Leadership Practices at Truman High, MO
The session focuses on the significance of effective management and leadership styles in achieving organizational goals. Presented by Kyla L. Tennin, President & Global CEO of Lady Mirage Global, Inc., the content delves into various aspects of management practices and the speaker's background.
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Effective Management / Leadership Practices Prepared for Truman High Independence, MO www.ISDSchools.org & www.GoTruman.com Presented by Kyla L. Tennin, President & Global Ceo Lady Mirage Global, Inc.
Overview The purpose of this session is to get students to understand how important effective management/leadership styles or practices are to accomplish short and long-term goals of an organization. About me: My job role and responsibilities. What type of labor force do you manage (age, education level, experience, etc.)? What type of work do you manage (labor, administrative, service, etc.)? What is the hierarchy of management in your organization? What are the general traits of most managers in your industry? What processes are unique to your industry? Resources, Discussion, Questions & Answers (Q&A) Conclusion 2 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
About Me: Dream BIG! Originally from a small town in Mississippi. Played store and marketing as a kid before being old enough to ask my grandmother about my family history, why we always gardened and dealt with fishermen. I come from family of a generation of farmers and fisherman who sold their products (e.g. corn, green beans, tomatoes, onions, etc., jams/jelly s, pies, and fish) to neighbors in the community and possibly local stores. I had my own candy business when I was age 8 or 9. Continuing education at Harvard, Stanford, Yale, Columbia University New York, University of Cape Town South Africa, IE Business School Madrid Spain, and University of Virginia Darden School of Business to expand my skills, business, and gain more clients. Will have a Doctor of Management in Organizational Leadership (D.M.) degree between December 2019 and March 30, 2019; I pursued the degree to learn skills needed to expand my firms. Own a conglomerate corporation which has subsidiaries in some of the following industries: food & beverage, retail, stores, automotive (work with dealerships and vehicle sales), advertising & marketing, fashion & beauty, and consulting. 3 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
About Me: Dream BIG! I started my career in fashion, restaurant, hospitality, retail, and financial services. EXPRESS, Edina Minnesota The Good Earth Health Foods Restaurant (e.g. I made healthy sandwiches, salads, smoothies, fresh squeezed juices, and deserts for customers and worked the cash register), Staybridge Suites Hotels, JCPenney Women s Department Supervisor, US Bank (operate ATM machines from a computer, digitally, behind the scenes customers would use in stores), Wells Fargo Bank, MEDICA Health Plans, and then SunTrust Banks, Inc. The majority of my time at banks was spent on helping individuals and businesses start and grow businesses; for example, in today s society this can be labeled as pricing strategy in marketing; conducting market research in stores and online in certain countries using customer surveys to help set prices of products; asking a customer how much they would pay for the product, would they pay more if it was labeled natural, organic, etc. Fun fact: There is a Wells Fargo Bank Automated Teller Machine (ATM) on the North Pole and the locals operate the machine. What I learned at each job became the catalyst for the industries my companies service with advertising and marketing, analytics, and so forth projects. Company Website - Capabilities Screenshot Company Website - Industries Screenshot 4 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
Type of Labor Force I Manage Key Question: What type of labor force do you manage (age, education level, experience, etc.)? The type of labor force I manage, as CEO, is broad and includes: Ages 19 to 60 Education level High school graduate to doctorate degree level. Work experience Employees in their 50s and 60s have a lot of experience since they are more seasoned, but their experience is usually, for example, in human resource, for a retail department store for 10 years, then in human resource at an investment bank for 10 years, and then at a manufacturing company for 12 years. There is a pattern of experience in human resources. Does this make sense? 5 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
Type of Work I Manage Key Question: What type of work do you manage (labor, administrative, service, etc.)? The type of work I manage is labor and administrative. I have two roles at my organization, President and global Chief Executive Officer (CEO). I am a leader, but do perform management tasks. Leadership and management are distinct. If leadership and management are two different things is always being debated in doctorate programs and industry conferences where leaders, managers, organization researchers, etc. gather to discuss workplaces and industry trends. Leaders Create the company vision, innovate, strategize, secure resources, plan years ahead, challenge status quos, and ask a lot of questions, including why questions, to make decisions (Bass, 1990; DeChurch, Hiller, Murase, Doty, & Salas, 2010; Ashmos & Huber, 1987), and so shared goals can be accomplished (Ardichvili & Manderscheid, 2008). Managers Accept status quo, manage with a short-range outlook, are administrative, organizational systems, and time management focused to improve company efficiency (effectiveness/performance) (Bargau, 2015; Scott, 2008), but also avoid risks (Kotterman, 2006). Individuals usually show signs of being more of leader than a manager and vice versa (Bargau, 2015; Scott, 2008). 6 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
Type of Work I Manage Key Question: What type of work do you manage (labor, administrative, service, etc.)? President (labor & administrative; management role) I am legally responsible for the entire company. Too, I hire, assign roles, and manage executives assigned to various roles. Executives have what industries call C-suite job titles and are: Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Information Officer (CIO), Chief Marketing Officer (CMO), Chief Diversity Officer (CDO), Chief Human Resources Officer (CHRO), Chief Strategy Officer (CSO), and even Chief Technology Officer (CTO). Sometimes companies, like small businesses, combine the CIO and CTO roles into one to be Chief Information & Technology Officer (CITO). And CDO and CSO are normally seen at creative companies like marketing and advertising firms; administratively, I plan, direct, and coordinate which services the firm will have, and supervise all company activity. Chief Executive Officer (labor & administrative; leadership role) Hires senior leaders and managers for strategic projects, allocates resources, adopts frameworks, models, or theories to make decisions, identifies both challenges & strategic opportunities for the company, assesses leaders and managers I hire performance, and engages in negotiations (Canals, 2014; Hambrick & Cannella Jr., 2004; Eisenhardt, 1989). I also make the final selection on which companies, brands, and clients we work with, globally. As an entrepreneur, when you first begin, you will not have one or two roles, but probably 7-10 where you are the sales, business development, marketing, finances & accounting, procurement, contracts & negotiations, and office manager, until you hire employees, temporary staff from a temp agency , independent contractors, or a professional service to help you. I have also seen founders of start-ups (at accelerators I work with) bring a friend in to help them run the company, as a volunteer executive, until revenue began to come in. CleanTech Open Accelerator 7 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
Management Hierarchy for Our Organization Key Question: What is the hierarchy of management in your organization? We use a global staffing approach and a global/matrix/hybrid approach for a hierarchy, based on region. Executive Compensation Committee (BoD) Corporate & Social Responsibility Committee (BoD) Nominating & Governance Committee (BoD) Audit & Finance Committee (BoD) President Chief Chief Marketing Officer (CTO) Chief Operations Officer (COO) General Counsel & Secretary (Attorney) Chief Technology Officer (CTO) (Global) Chief Executive Officer (CEO) Chief Human Resources Officer (CHO) Chief Financial Officer (CFO) Communications Officer (CCO) Subsidiary 5 Subsidiary 4 Subsidiary 3 Subsidiary 2 Subsidiary 7 Subsidiary 1 Subsidiary 6 Procurement & Business Development Finance & Accounting Information Technology Human Resources (East) N.A. Human Resources (West) London, UK Corporate Marketing Real Estate Travel Managing Director (Africa/ Middle East) Managing Director (Asia) Managing Director (Caribbean) Managing Director (Latin America) Managing Director (Pacific/ Oceania) Managing Director (North America) Managing Director (Europe) Team of employees (Caribbean) Team of employees (Latin America) Team of employees (North America) Team of employees (Europe) Team of employees (Pacific/Oceania) Team of employees (Africa/Middle East) Team of employees (Asia) Headquarters: 2; East & West; North America (United States) and Europe (London) Employees: 76; We are global in scope since we work in all 6 regions of the world instead of just a few other regions with one strong home country (USA) presence, which is more of a multinational corporation; a Managing Director is an Eastern Hemisphere word for the Western Hemisphere Word CEO, but can be used for the most senior person in an office. A variety of suppliers, independent contractors, prime contractors, and service firms to assist with client work and the operation of our organization. 8
Management Hierarchy for Our Organization Key Question: What are the general traits of most managers in your industry? Since we are a conglomerate, global organization, and service a variety of industries with our capabilities, traits most managers should have are traits leaders in the industry say are needed in multinational companies and are: An enthusiasm for, commitment to, and work/volunteer experience in the industry being served, teamwork, tolerance, self-confidence, self-control, flexibility, ethics (is a key 21st century trait), trustworthiness, adaptability, patience, and good communication and negotiating skills, especially for government contracts to work with government officials and agencies, which are very long and detailed, including regular follow-up, performance, and reporting processes. There are role specific traits: Chief Marketing Officer this can apply to a person with advertising, marketing, promotional, and/or public relations skills and job responsibilities; traits of most CMOs, advertising, or marketing managers in our industr(ies) are being creative, analytical, and having great communication, decision-making and organizational skills; Human Resources Managers should have HR expertise. 9 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
Management Hierarchy for Our Organization Key Question: What are the general traits of most managers in your industry? Effective management/leadership styles that work best for our leadership/management hierarchy and organization are based on region of work: Examples: Key leadership/management styles used generally in practice now are: authentic, servant (focused on how successful workers create a successful organization), transformational (concerned about employees needs, feelings, and empowerment), situational (concerned about performance), and charismatic (is concerned with inspiring workers) leadership styles. 1. United States: Shared leadership theory (to increase team performance); adaptive; complexity (a combination of all theories); autonomous leadership to promote employee engagement, knowledge sharing, a cooperative culture, decrease turnover, promote work/life balance, and intra-organizational knowledge transfer to develop new products or services. 2. Asia: Parternalistic leadership theory; sometimes collective leadership is welcomed for major decisions, but from elite employees. Other Insight to Consider/ Information Managers & Leaders Should Know: In Europe, leaders should be on time for meetings, in Latin America it is customary for leaders to be late/hold business meetings in the evenings to close work deals, and in Japan work and business contracts/deals are usually completed over time to build a relationship before commitment, it is customary to bring the major client gifts; handshakes and bowing instead of hugs; address leaders as Mr., Ms., Mrs.; in the United Kingdom: Sir (a man with rank), Lord (prominent figure with authority), His Majesty (King), Her Majesty (Queen), Lady/Baronet (wife of a Lord), etc. **Adaptability and patience example an IBM technology/vice president; work trip to Asia to secure a new client. To ensure I do not run into management/leadership style effectiveness issues, I go by the U.S. Commercial Service Guides By Country 10 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
Unique Processes to Our Industr(ies) Key Question: What processes are unique to your industry? Since our organization is a conglomerate, we service a variety of industries Our Industries but like the majority of conglomerates, multinational, and global enterprises, we focus on growth and expansion processes, regularly, namely innovation and product development to keep up with time and competitors. There are four growth strategies we use to expand our corporation, which is illustrated in the process model below: Market penetration Product development Market expansion Diversification We create completely new products for completely new markets. The new markets in this case are cities within certain states researched prior to launching into those states. Yet, market research is also done on countries we believe the products can enter; countries have different ingredient, packaging, and labeling/import requirements; meat/no meat products, etc. We introduce our products, services, or core capabilities to new markets. New markets for us in the past were new cities, states, and now countries. We introduce our capabilities into new markets (countries) and new segments, hence, new industries. An attempt to increase our market share using our current products, services, or core capabilities (skills); sometimes we lower the prices of our services to work with competitors clients. We create new products and services or core capabilities, different from previous ones, but that are complimentary, to service clients/customers the same markets we already work in. 11 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
References Ardichvili, A., & Manderscheid, S. V. (2008). Emerging practices in leadership development: An introduction. Advances in Developing Human Resources, 10(5), 619-631. Ashmos, D. P., & Huber, G. P. (1987). The systems paradigm in organizational theory: Correcting the record and suggesting the future. The Academy of Management Review, 12(4), 607-621. Bargau, M. (2015). Leadership versus management. Romanian Economic and Business Review, 10(2), 197-204. Bass, B. (1990). Bass & Stogdill s handbook of leadership: Theory, research, & managerial applications (3rd ed.). New York, NY: The Free Press. Canals, J. (2014). Global leadership development, strategic alignment and CEOs commitment. Journal of Management Development, 33(5), 487-502. DeChurch, L. A., Hiller, N. J., Murase, T., Doty, D., & Salas, E. (2010). Leadership across levels: Levels of leaders and their levels of impact. The Leadership Quarterly, 21(6), 1069-1085. Esienhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550. Hambrick, D. C., & Cannella Jr., A. A. (2004). CEOs who have COOs: Contingency analysis of an unexplored structural form. Strategic Management Journal, 25(10), 959-979. Kotterman, J. (2006). Leadership versus management: What s the difference? The Journal for Quality Participation, 29(2), 13-17. Scott, L. (2008). Leadership 101 column 2: Leadership versus management-either, or, both? Journal of Canadian Health Libraries Association, 29, 107-108. 12 EFFECTIVE MANAGEMENT/LEADERSHIP PRACTICES
Thank you for allowing me to spend time with you today! Resources to learn more about effective management & leadership styles are two books available at most public libraries for free checkout are (they are also on Amazon): **Note: the leading organizations book is large, thick, and is a college level text. Resources, Discussion, Q&A, & Conclusion If you have a question(s) after this session or did not get a chance to ask you question(s), Mr. Harper can email me your question(s) and I will respond. Mr. Harper has a Power-Point and PDF copy of this presentation just in case you need to refer back to it and the links within it over the years. What additional questions do you have for me? Truman High of Independence, Missouri 13
