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13 Leading in an Increasingly Global Business Environment Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008
Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You?  - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words  - Effective  Communication Building Trust – The Foundation of Results  Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model  Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008
Module Description ,[object Object],Copyright Wiefling Consulting, LLC 2008
Module Goals ,[object Object],[object Object],[object Object],“ Our greatness lies not so much in being able to remake the world…as in being able to remake ourselves.”  - Gandhi Copyright Wiefling Consulting, LLC 2008
Global Leadership Comfort Zone Leadership Willing to Be UNCOMFORTABLE! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Dual Iceberg Model of Cross-cultural Relationships Ref:  Atsushi Funakawa, Transcultural Management: A New Approach for Global Organizations, p. 17, referring to the Geonexus Communications diagram. Copyright Wiefling Consulting, LLC 2008 Common Ground of Human Nature
Evolution of Trust in Virtual Teams Ref: Communication and Trust in Global Virtual Teams,  Sirkka L. Jarvenpaa ,  Graduate School of Business, The University of Texas at Austin.   Initial Level of Trust Final Level of Trust High High Low ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Keys to Building Virtual Trust . ,[object Object],[object Object],[object Object],To Build Team Trust ,[object Object],[object Object],[object Object],To Maintain Team Trust  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ref: Communication and Trust in Global Virtual Teams,  Sirkka L. Jarvenpaa ,  Graduate School of Business, The University of Texas at Austin.   Copyright Wiefling Consulting, LLC 2008
Innovation:  The Fuzzy Front End of the Product/Project Lifecycle Idea Generation Idea Refinement Idea Selection Selection Criteria Market Needs   Economic Environment   Customer Input   Observation   Copyright Wiefling Consulting, LLC 2008
Product Development Process Global Product Review Board Regional Executive Sponsorship Sustaining End of Life Product Strategy Vision Product Platform Strategy Product Roadmap Phase Development Process, Decision Points, Milestones, Deliverables Ref: McGrath, Setting the P.A.C.E. in Product Development Copyright Wiefling Consulting, LLC 2008 Ideas Product Pipeline Management X-Fcnl Core Team Marketing Hardware Manufacturing Software Quality Finance Cust. Support
Conflict Styles Concern for Results Concern for Relationship High High Low Copyright Wiefling Consulting, LLC 2008 Ref:  The Thomas Kilmann Conflict Mode Inventory
Competing Shark ,[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Accommodating Teddy Bear ,[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Compromising Fox ,[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Collaborating Owl ,[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Avoiding Turtle ,[object Object],Copyright Wiefling Consulting, LLC 2008
Turn Breakdowns Into Breakthroughs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Summary of Key Points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
W.O.W. Leadership Development Exercises ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
Commitment to Action ,[object Object],[object Object],[object Object],[object Object],Copyright Wiefling Consulting, LLC 2008
For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 Copyright Wiefling Consulting, LLC 2008 www.wiefling.com kimberly@wiefling.com  USA 650 867 0847

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Bbl Breakthrough Leadership Mod 13 21 July2008 2

  • 1. 13 Leading in an Increasingly Global Business Environment Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008
  • 2. Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You? - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words - Effective Communication Building Trust – The Foundation of Results Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008
  • 3.
  • 4.
  • 5.
  • 6. Dual Iceberg Model of Cross-cultural Relationships Ref: Atsushi Funakawa, Transcultural Management: A New Approach for Global Organizations, p. 17, referring to the Geonexus Communications diagram. Copyright Wiefling Consulting, LLC 2008 Common Ground of Human Nature
  • 7.
  • 8.
  • 9. Innovation: The Fuzzy Front End of the Product/Project Lifecycle Idea Generation Idea Refinement Idea Selection Selection Criteria Market Needs  Economic Environment  Customer Input  Observation  Copyright Wiefling Consulting, LLC 2008
  • 10. Product Development Process Global Product Review Board Regional Executive Sponsorship Sustaining End of Life Product Strategy Vision Product Platform Strategy Product Roadmap Phase Development Process, Decision Points, Milestones, Deliverables Ref: McGrath, Setting the P.A.C.E. in Product Development Copyright Wiefling Consulting, LLC 2008 Ideas Product Pipeline Management X-Fcnl Core Team Marketing Hardware Manufacturing Software Quality Finance Cust. Support
  • 11. Conflict Styles Concern for Results Concern for Relationship High High Low Copyright Wiefling Consulting, LLC 2008 Ref: The Thomas Kilmann Conflict Mode Inventory
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21. For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 Copyright Wiefling Consulting, LLC 2008 www.wiefling.com kimberly@wiefling.com USA 650 867 0847