Leading Science and Technology-Based Organizations: Mastering the Fundamentals of Personal, Managerial, and Executive Leadership

213 Pages·2019·4.57 MB·English

by  Anthony, Graffeo

Leading Science and
Technology-Based
Organizations
Leading Science and
Technology-Based
Organizations
Mastering the Fundamentals of Personal,
Managerial, and Executive Leadership
Anthony Graffeo, Ph.D.
CRC Press
Taylor & Francis Group
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Library of Congress Cataloging‑in‑Publication Data
Names: Grafeo, Anthony, author.
Title: Leading science and technology-based organizations : mastering the
fundamentals of personal, managerial, and executive leadership / Anthony Grafeo.
Other titles: Leading science and technology-based organizations
Description: Boca Raton : Taylor & Francis, a CRC title, part of the Taylor &
Francis imprint, a member of the Taylor & Francis Group, the academic
division of T&F Informa, plc, 2019. | Includes bibliographical references.
Identifers: LCCN 2018013988| ISBN 9781138310803 (hardback : acid-free paper)
| ISBN 9780815393702 (paperback : acid-free paper) | ISBN 9781351188074 (e-book)
Subjects: LCSH: Science and technology intermediary
organizations—Management. | Executive coaching. | Employees—Coaching of. | Leadership.
Classifcation: LCC T175.5 .G73 2018 | DDC 658.4/092—dc23
LC record available at https://lccn.loc.gov/2018013988
Visit the Taylor & Francis Web site at
http://www.taylorandfrancis.com
and the CRC Press Web site at
http://www.crcpress.com
CONTENTS
Preface xi
Author xi
Acknowledgments xv
Introduction xvi
1 The Performance Trilogy®: The Fundamental Processes of High Performance 1
Strategy—The Blueprint of Performance 3
Execution—Turning Intentions into Actions 4
Leadership—The Quarterback of Performance 5
Chapter Sumary 6
Strategy 7
Execution 7
Leadership 7
References 7
2 A Leadership Framework: Leading the Performance Trilogy® 9
Leading—Inspiring Faith in the Strategy 1
Is the Destination Desirable? 12
Is the Destination Achievable? 12
Is the Destination Benefcial? 13
Managing—Building Confdence in the Execution 14
Coaching—Gaining Trust through Development 16
Chapter Sumary 18
References 19
PArT I PErSONAL LEADErSHIP: PErSONAL MASTErY
THrOUGH LIFELONG LEArNING AND SELF-DISCOVErY
3 Are You ready to Lead?: Leadership Is Personal 23
Estimating the Magnitude of the Chalenge 25
Calculate the Degre of Difculty of the Asignment 25
v
vi Contents
Estimate Your Level of Infuence 26
Inventory Your Asigned Resources 27
What Are the Key Attributes You Bring to the Leadership Chalenge? 27
Examine Your Motives 28
Discover Your True Talents 28
The Importance of Self-Awarenes 29
What Is Self-Awarenes? 30
Why Is Self-Awarenes So Important? 31
Increasing Your Self-Awareness through Exploration and
Lifelong Learning 31
Chapter Sumary 3
References 3
4
Leadership Atributes: Nine Essential Atributes That Ensure Success 35
Critical Leadership Atributes 35
Imagination—The Ability to Look at What Everyone Else Looks at, and
to Se What No One Else Ses 36
Courage—The Ability to Act Despite Considerable Risks 37
Persuasivenes—The Ability to Infuence 38
Critical Management Atributes 40
Conscientiousness—The Motivation and Discipline to Be Thorough and
Dependable 40
Productivity—The Ability to Manage One’s Energy and Focus 41
Discernment—The Ability to Consistently Make Good Decisions
Based on Cognitive and Intuitive Judgment 43
Critical Coaching Atributes 4
Integrity—Behavior That Is Genuine in Words and Actions 45
Empathy—The Wilingness to Walk a Mile in Another’s Shoes 46
Teaching Skils—The Ability to Foster Self-Learning in Others 47
Chapter Sumary 48
Leadership Atributes 48
Management Atributes 48
Coaching Atributes 48
References 49
PArT II MANAGErIAL LEADErSHIP: LEADING TEAMS
5
Transitioning from Me to We 53
I Am Excited about the Opportunity of Becoming a Manager 53
I Am Woried about the Chalenge of Becoming a Manager 54
Managerial Roles, Responsibilities, and Expectations 5
Transitioning to a Management Role Will Be Both Exciting and Challenging 55
Developing a Managerial Identity and Style 57
Do Your Homework 60
Contents vii
Chapter Sumary 61
References 62
6
The Art of Supervision 63
Take Control of Your Agenda 63
Get Organized 64
Important/Urgent Activities 65
Important/Nonurgent Activities 65
Nonimportant/Urgent Activities 6
Nonimportant/Nonurgent Activities 6
Focus Most of Your Atention on Your Staf 68
Surround Yourself with Talented and Motivated Staff Aligned with
Your Vision and Values 68
Set High Performance Standards Starting with Yourself 70
Criticaly, Honestly, and Frequently Evaluate Performance 72
Coach up Your High Performers 73
Marginalize Your Low Performers 75
Chapter Sumary 76
References 7
7
Project Leadership 79
The Transition to Project Leadership 79
The Importance of Project Leadership 80
Technology-Based Busines 82
Busines Development in a Technology-Based Busines 82
Staf Development in a Technology-Based Busines 83
Busines Management in a Technology-Based Busines 84
The Customer Service Model 84
What Is a Traditional Product-Driven Company? 86
What Is a Market-Driven Company? 86
It’s Realy a Continum 87
Most Companies Think They Are Market-Driven 87
What Is the Real Difference between Being Product-Driven and
Market-Driven? 87
Technology Companies Are Moving toward Being Market-Driven 88
Relationship Management 8
Service Delivery 89
Technology Development 89
Implementing the Client-Service Model 89
The Role and Responsibility of the Project Leader in Executing
the Customer Service Model 90
Project Leader’s Role in Strategy 92
Project Leader’s Role in Execution 92
Project Leader’s Role in Development 94
viii Contents
Where the Project Leader Fits In 97
Chapter Sumary 97
References 98
PArT III EXECUTIVE LEADErSHIP: LEADING OrGANIZATIONS
8
Leading S&T-Based Organizations: Seven Critical Business Processes 101
Strategic Planing 103
R&D Management 104
Financial Management 105
Busines Development 106
Project Management 107
Product Development 108
Staf Development and Renewal 10
Sucesion Planning 10
Hiring and Promoting 1
Coaching for Development and Performance 112
Chapter Summary 12
References 13
9
Leading the Strategy: Setting the Direction and Developing the road Map 115
Strategic Planning Proces 15
STEP 1. Self-Assessment—A Thorough Understanding of the Organization’s
Strengths, Weaknesses, and Assets/Resources Available to It 118
Product/Service 19
Organizational Proceses 19
People 120
STEP 2. Client Feedback—Intelligence from Existing Clients on Their
Current Problems and Future Opportunities and the Value You Bring to
Their Organization 121
STEP 3. Competitor Analysis—The Strengths, Weaknesses, and Strategy of
Competitors’ Products and Services Fighting for the Same Market Space 122
Competitor’s Product/Service 123
Competitor’s Organizational Proceses 123
Competitor’s People 124
STEP 4. Technology Trends—An Awareness of Competing and Emerging
Technologies That Could Disrupt the Strategy 124
STEP 5. Market Analysis—A Thorough Knowledge of Market and
Industry Trends 126
STEP 6. Stakeholder Requirements—A Clear Understanding of Additional
Stakeholder Requirements Which Could Include Regulatory, Political,
and Social Factors That Could Positively or Negatively Affect the
Organization’s License to Operate and Its Brand Image 129
STEP 7. Strategy Synthesis—Collecting and Synthesizing Disparate Data
and Information into Actionable Intelligence on Which to Make Decisions 131
Contents ix
Mision, Vision, and Values 132
Developing a Strategic Agenda 132
Market Strategy 134
Product Strategy 137
Resource Strategy 140
A Staffng Strategy That Ensures Suffcient Depth of Talented and
Motivated Staf 140
A Financial Strategy That Maximizes the Use of Available Funds 141
A Strategy to Acquire Expensive Facilities and Equipment 142
Regulatory Strategy 143
Make the Regulatory Agency Your Partner, Not the Enemy 144
A Regulatory Strategy Must Be Supported by Comprehensive and
Unbiased Scientifc Data Where the Potential Downside Risks Are
Not Minimized 14
Develop a Transparent Communications Strategy with the Public 145
Stakeholder Strategy 146
Client Strategy 146
Suplier Strategy 147
Community Strategy 147
Chapter Summary 148
References 150
10
Managing the Execution: Translating Your Strategic Agenda into Actionable
Objectives and Managing to Achieve Those Objectives 151
Ensuring That the Strategy Is Rigorously Translated into Performance
Objectives That Are Actively Managed throughout the Organization 154
Developing Annual IOs That Ensure Meeting Your Strategic Thrusts 155
Establishing Key Performance Indicators and Milestones to Measure
whether the IOs Are Being Met 157
Cascading and Aligning the IOs to Every Level of the Organization 159
Conducting Monthly and Quarterly Review Meetings at Each Management
Level to Report on Progres versus Plan 160
Strategic Performance Management 162
Strategic Review Metings 162
Rationale 162
Schedule 164
Atendes 164
Purpose 164
Preparation and Inputs 164
Agenda 164
Expected Outcomes 165
Folow-Up 165
Best Practices 165
Meting Tols 16
Operational Performance Management 169
Operational Review Metings 169
Rationale 169