Category Archives: Leadership

IT Maturity Method Leadership discussion.

Vision at the Speed of Change

Exceptional Leadership

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One aspect of being a hero is exceptionality in an area of responsibility and bringing advances in that area to your community.

TopicHero methodically and continually brings information to employees in their area of responsibility, and also provides tools to help them intelligently share their reasoning about this information with others.

logoscreenTopicHero encapsulates several aspects of Collaborative Intelligence, which is where teams of users and computer tools intelligently collaborate on enterprise endeavors.

There is a wealth of knowledge and reasoning contained within web based tools such as browsers. TopicHero enables users to intelligently and effectively manage, share and collaboratively reason about this information. This includes information and reasoning contained within links/bookmarks, Search Engines, RSS/News Feeds, Chat, Notes, and Webpages.

TopicHero allows you to optimize your Enterprise Vision by enabling your team to persistently and consistently review, integrate and share the most recent developments in their areas of focus. In this way your enterprise can realize Vision at the Speed of Change. Don’t get stuck with annual Vision creation, which becomes half a year out of date on average. The TopicHero team provides services to help you integrate TopicHero into your Enterprise so that your Enterprise Vision consistently stays up to date.

The TopicHero team is committed to your success, and the growth of your enterprise team in the collaborative intelligence space. This commitment goes beyond just TopicHero.com and Vision Collaboration, TopicHero is part of a larger IT Maturity Method, where IT tools are used to mature enterprises across the board, which includes tools and training for: leadership, vendor integration, negotiation, enterprise media, creating learning organizations, and technology advancement.

The TopicHero team also provides consulting on other Collaborative Intelligence tools such as NuEngineer which provides a spectrum of Artificial Intelligence methods and software integration mechanisms.

Take this rare opportunity to be one of the first to leverage Collaborative Intelligence tools to evolve your enterprise into real-time vision. You can go to https://TopicHero.com to learn more and register for a personal or business account. You can also schedule an informational meeting at https://itmaturityinc.com/appointments.

URL’s: https://TopicHero.com, http://itmaturity.com
Email: info@itmaturity.com
Schedule a meeting: https://itmaturityinc.com/appointments
Phone: 866-614-6888

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#TopicHero #CollaborativeIntelligence #ITMaturity #ITMaturityMethod #VisionSpeed #NuEngineer #Leadership

“Improving Leadership with IT” at Penguicon

IT Maturity, Inc. will be giving a presentation on “Improving Leadership with IT” at this years Penguicon in Southfield, Michigan.

Here is a description:
Exceptional leadership is the ability to methodically and continually create heroes! From an organizational perspective, most leadership research and theory is focused around individual leader psychology. IT Maturity takes an alternative IT perspective of leaders as entities operating within organizations, orchestrating how other entities interact with each other, to optimize productivity. IT Maturity Leadership includes principles in five different categories: Management, Organization (structure), Extent (of activities), Culture, and Vision. IT tools can be used to help enterprises to do this both technically and organizationally (i.e. enable individuals to excel).

You must register (purchase a membership) to attend: https://2016.penguicon.org/how-to-attend/membership/.

Logistics

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Friday, April 29, 2016, to

The Westin Hotel, 1500 Town Center, Southfield, MI ,

Contact Information

info@topichero.com

info@itmaturity.com

http://ITMaturity.com

http://TopicHero.com

Future Leadership Meeting

We live in an era of massive change and growth. We are just at the beginning of this era and are privy to only the first small steps. What we have witnessed over the last few decades in science, technology, process, and culture will be dwarfed by what is very soon to follow. This group’s purpose is to discuss and foster this evolution from the perspective of Leadership and associated tools and processes.

We will be taking a hard look at what context Leadership exists in, what elements it works with, and what it means. We will also look at newly available processes, technology tools, and training.  Our focus will be on education, analysis, evolving activities within enterprises, and what the future will bring.

In this first meeting, we will talk about:

1) Leadership as the enablement of entities to act and interact within an environment. (See http://itmaturity.com/Leadership/leadership.html as an example).

2) Identification of Topics of interest to the group, as well as identifying volunteers to either present or obtain presenters.

Presentations will be from 5 to 30 minutes, with additional associated discussion and networking.

Meeting Logistics:

Register Through: Meetup.com

Monday, February 29, 2016, 6:00 PM

Benzinga – 1 Campus Martius, Suite 200, Detroit, MI

1. If your Meetup name does not include your first and last name, please mail your first and last name to the organizer. We need this for security registration to get into the Benzinga space.
2. You must bring your ID (license) to register to get into our space. You will not be able to come to our space without a valid ID.
3. Arrive at least 15 min. ahead of time for parking and registration time. You all will need to be registered separately.

How can you tell if a Specific Activity is Leadership Versus an Interpersonal Skill?

Interpersonal skills are skills used to communicate directly with others. This can include direct speeches and even direct writing, where feedback from those you are communicating with is limited. Leadership is the ability to impact a team through many different layers of interpersonal interaction not just those you interact with directly. This includes where those you are interacting with are several levels of individuals away from you. In one sense Leadership is a superset of Interpersonal Skills

Historically Leadership has been confounded with exceptional interpersonal skills such as great oration and the ability to select direct reports with exceptional interpersonal skill so that they communicate the leaders message effectively. As this was all that was available to leaders in the past it was the best that could be done.

However, today we are in the middle of an electronic, computer, and information revolution and new possibilities have arisen to go far beyond this. Unfortunately most leadership experts are stuck in the past. For example some leadership experts glorify leaders taking excessive time to communicate single messages to all team members individually. Today IT can provide powerful tools to provide multi-directed and business focused communication through multiple layers of any enterprise. This is IT Maturity’s focus, helping enterprises build IT tools to create mature multi-directed business focused communication.

Don’t use your exceptional interpersonal skills as a crutch that prevents you from developing exceptional leadership within your enterprise. Let IT Maturity help you:

  • Define effective leadership principles.
  • Communicate those principles trough all of the layers of your enterprise methodically and continually.
  • Track and measure the usage of and benefit of those principles within your entire enterprise.
  • Create processes and tools to tune and advance those principles.
  • As vision is the most critical category of leadership this includes tools and processes that enable creation of vision throughout all of the layers of your enterprise at the speed of “change in the external environment”.

IT will change the nature of leadership just as IT is changing the way we shop, socialize and are entertained. IT Maturity is a leader in this transformation.

You can learn more via IT Maturity’s other newsletters on Innovation and Leadership.

IT Maturity provides training and consulting in a comprehensive IT Maturity Methodology that can be used to mature enterprises so that they are methodically and continually prepared for Technology, Business, Vendor, and Leadership changes. This includes insights into many of the impending IT and automation changes that will dramatically alter tomorrow’s business world. Contact information for IT Maturity is given below.

We’ve made the first half of the Online Leadership Improvement part of the IT Maturity Methodology free at http://itmaturity.com/Teaser. You can purchase the second half of the Online Leadership Improvement part of the course at http://itmaturity.com/Training/Online_Training/online_training.html and the book at Leadership Improvement: The IT Maturity Method by Justin Coven, Ph.D.

If you have questions, would like to discuss the material, want to network, want to take the full IT Maturity Method course (includes Business Enhancement, Technology Advancement, Vendor Integration, and Leadership), or want to schedule in-house training (Option 1: Full IT Maturity Method; Option2: Leadership and Innovation) please contact us via the below contact information:

Click Here to Schedule a Discussion

Email: info@itmaturity.com
Phone: 866-614-6888

Show Your CEO and Peers That Your IT Team is Going Above and Beyond to be Business Focused!

Use IT Maturity’s Business Enhancement processes for IT. Just as effective processes were built for software development years ago, IT Maturity has created an effective set of IT processes around business enhancement.

By implementing IT focused Business Enhancement processes like those from IT Maturity, you explicitly state to the customers of IT in your enterprise that their business activities and success are your team’s primary concern.

Often IT customers and CEO’s claim that IT is too focused on its’ own internal processes and not enough on aiding IT customers in getting their business jobs done. This is understandable in that the majority of IT literature, research, training, and certification is all oriented around software development. IT Maturity is working to change this by providing concrete business focused processes to IT organizations.

Using a business focused perspective IT evolves into four separate activities: Business Enhancement, Technology Advancement to enable the Business Enhancement, Vendor Integration to utilize external expertise to make the Business Enhancement happen, and Leadership Improvement.

Each of these activities accentuates IT’s business focus in different ways. Business Enhancement focuses on a detailed understanding of: the business functions, and interactions of the enterprise; usage of IT and associated impact on business functions; as well as how IT can be used to enhance the innovation processes within each business function.

Technology Advancement focuses on technology management and discovery of technology that can directly impact specific business functions as well as impact on products, services, and manufacturing.

With Vendor Integration there is a recognition that IT is not the only enterprise activity that is often too mired in its own internal processes to the detriment to the larger business context. Processes are introduced to reorient supplier management and legal to refocus on larger business goals at least within IT’s purview. This includes a reorientation of vendor relationship management around business focus.

One of IT Maturity’s most important slogan’s is:

“Exceptional Leaders are NOT Heroes, Instead Exceptional Leaders Methodically and Continuously Create Heroes.”

Leadership Improvement, along with elements of the other IT activities described above, focuses on providing IT tools to aid in the methodical and continual creation of heroes across both IT and the larger enterprise.

As an example of one small element of Leadership Improvement, the leadership principle of “Risk Taking” receives a significant amount of attention at the executive level in today’s business world. However, formalized processes are typically missing. IT Maturity provides such processes.

When investigating Risk Taking in greater depth you realize that there are many different types of risk. Some types of risks make sense to take, other types of risks don’t make sense to take due to potential consequences. IT Maturity provides mechanisms to track and measure not only how much more risk taking is actually being done within an enterprise, but also to measure which types of risks are paying off and which are not.

As a first step IT Maturity provides a one day onsite training session for IT and enterprise teams. The next step is a four-day interactive assessment where IT Maturity works with your team to create a roadmap for implementation of business focused IT processes and tools within your enterprise.

Information Technology is Changing How Everything Gets Done, How Will it Change Leadership?

Many of our current models on getting things done are based on technical restrictions of the past. Just as IT is freeing us from brick and mortar stores, IT can also liberate us from other old paradigms such as legacy leadership models.

IT allows information to be collected and organized in a completely different way than was done previously, because of this leadership and other methodologies can be dramatically transformed and advanced.  Leadership activities such as Management, Organization, Culture, and Vision can be partially automated, integrated, and delegated via IT tools and processes.

The IT Maturity Method (ITMM) uses IT to methodically enhance, advance, integrate, and mature businesses. This includes leadership as well as other activities such as business processes, technology, and vendor integration.

CIO’s and IT VP’s naturally gain a higher profile within organizations when they use the IT Maturity Method as they are not only delivering technology tools to enable all of their colleagues, they are also delivering tools to enable the integration and maturation of the larger organization.

For more information please refer to IT Maturity and Leadership Improvement: The IT Maturity Method.

Understanding “Agile” in the Context of Leadership!

The definition of “agile” from Wikipedia is:

Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.

We will look at the elements of the above definition in the context of IT Maturity Method’s (ITMM) Leadership Improvement. ITMM Leadership Improvement is a Mechanistic view where only those Leadership principles that can be measured as parts of operating organizations are considered Leadership. For, without an organization there cannot be a leader. Other supposed leadership principles, such as motivational skills become ‘personal skills’.  This takes leadership outside the bias of psychological analysis and into the analysis of interactions of intelligent entities within larger environments.

Within ITMM Leadership Improvement there are five categories of leadership principles: management, organization, extent, culture, and vision. To understand ‘Agile’ we need only look at two specific leadership principles. in particular we look are the extent principle of ‘incremental’ and the organization principle of ‘communication’. According to ITMM Leadership Improvement, in order to have a mature organization, all leadership principles need to be defined, tracked and measured, and tuned and advanced.

When looking at ‘agile’ in this larger context, the first realization is that ‘agile’ can be applied to any endeavor not just software.  In other words, ‘agile’ should be considered a general leadership practice not just a software practice.

Extent principles include: lightweight, depth, incremental, and scope. As mentioned, all activities of an enterprise should be measured and tracked from the perspective of all of these principles. From the perspective of the incremental leadership principle, the question is whether, activities are being done with an appropriate number of increments.

Common increments include hot fixes, service packs, minor version upgrades, and major version upgrades for software. Similarly, increments are done for physical products also. Car manufacturers update parts for vehicles within model years, make model releases every year, and every four or so years, make major upgrades to models. Smaller activities within organizations also have increments, whether daily or weekly schedules are used to do the tracking, or milestones and deliverables are the measures.

Measurement of schedules, milestones and deliverables are common and fit in the ITMM Leadership Improvement category of ‘management’ leadership principles. ITMM Leadership Improvement goes beyond these principles and asks organizations to measure and track whether the correct number of increments are being done for activities. Other extent principles such as whether activities are lightweight, whether work is being done to an appropriate depth, and whether the scope is correct are likewise tracked and measured.

Well understood activities can have larger increments. This is because mechanisms for describing requirements have already been worked out, and once the requirements are created there is little change.

For activities that are less well understood, methods of creating fixed requirements are less well known. For such activities, usually there is great uncertainty in what is being required or desired. Only as that activity advances are the requirements, and design created. In these situations, many more increments are needed, leading to the need for ‘agile’ activities.

ITMM Leadership Improvement likewise requires organizations to track and measure organizational leadership principles such as escalation, delegation, enablement, communication, and context. For each activity, the questions are whether appropriate escalation, delegation, enablement, and communication being done. Additionally, is the organization tracking whether all team members understand the context they are working in?

The Leadership principle of ‘communication’ particularly lines up with the principle of ‘collaboration’ mentioned in the definition of ‘agile’ above. When doing a measure on whether proper communication is happening, questions to ask are whether the parties with knowledge are brought in to contribute at the right time and in the right way. Are team members waiting for information too long? Do team members know who to communicate to for specific activities? When communication happens, is it done in an appropriate fashion?

Some information can be one way with review of data and associated input being entered in process flow sites or via emails.  Other communication needs to be two way or collaborative, with significant data and context being transferred back and forth between different team members, usually requiring phone or face to face interaction. Organizations need to understand and track whether communication is at the correct level and being done in the right way for all activities.

In summary, from the ITMM Leadership Improvement perspective, ‘agile’ is but a small slice in the larger picture of defining, tracking and measuring, and tuning and advancing leadership principles as opposed to being a separate software development practice.

Everything You’ve Learned About Leadership is Wrong!

Reason One: Much traditional leadership training focuses on “winning friends and influencing others” types of techniques. While these traditional leadership techniques can be of great value in helping individuals get ahead as individuals, they are not focused on getting organizations operating optimally. The true goal of exceptional leadership is to get the teams being lead to operate exceptionally, not on maintaining the leader in a winning and influential position.  Admittedly, having an exceptional team likely insures maintaining a winning and influential position. Unfortunately the converse is not true, having a winning and influential position does not imply having an exceptional team. Further without an exceptional team no matter how many friends you win and influence, the raw numbers of an unexceptional team will eventually eliminate the winning and influential position.

Reason Two: Many leaders do not have exceptional personal skills and many with exceptional personal skills are not leaders. There is not a one-to-one correlation between “winning friends and influencing skills” with leadership.

Reason Three: There are dozens, if not hundreds, of leadership models. In 1991, one survey counted 65 different Leadership classification systems. They cannot all be right. Undoubtedly they all have significant flaws or else there would a greater sense of agreement in the field of leadership.

Reason Four: One person’s view of a great leader is another’s view of a doofus put into a position of power via cronyism or nepotism. Look to politics for examples.

Reason Five: Most organizations have a constant flux of leaders running through their organizations. If leadership were a well understood skill there would be no need for significant and constant change.

Personal skills that enable winning friends and influencing others are valuable. That is why there is a partial correlation with leadership. This partial correlation has caused a confounding of “winning friends and influencing people” with the true meaning of exceptional leadership which is the ability to create exceptional teams.

Detailed Examples

Reason Six: As an example, motivation is typically misinterpreted as a leadership skill. However, no matter how good a motivational orator a specific leader is, it is highly unlikely that anyone would show up the next day of work if it were not for the true motivation that HR provides through salary and other benefits.

Reason Seven:  Further, motivational speeches are often looked at by those on the receiving end as wastes of time and manipulative. Many employees are sophisticated and are well aware of motivational techniques. However, their motivation is to get their jobs done as efficiently as possible, pick up their true motivation from HR (paycheck and benefits), and then go off to do their own personal activities. They are more interested in, and would benefit more from, receiving an effective set of tools to get their jobs done more efficiently

Reason Eight: Counter arguments, like those given for motivation immediately above, can be found for many other personal skills that are often mistaken for leadership skills. This is because everyone interacts differently, and further, everyone has different opinions of what proper interaction is.

The only leadership skills that correlate to the creation of exceptional teams are those that are oriented around organization and how organizations function.

Why This Mis-interpretation of Leadership Evolved

Traditional leadership analysis has focused on individual leaders and correlations between many different individual leaders.  However, leadership is not about the individual leaders, leadership is about the leader in the context of the organization.

Because of the complexity of analysis, simplifications are always made. Unfortunately in the case of leadership, the context of the analysis of leadership, the organization has been typically thrown out. Without that context the only correlations that could be made were on individual or personal skills, which missed the mark.

Understanding Leadership in the Context of the Organization

As any organization is made up of many entities, in order to optimize the organization the primary key is optimizing how information and problem solving flows throughout the organization. The ability to do this optimization is true leadership.

Management, organization, extent, culture, and vision are the basic categories of information and problem solving flow within organizations, and as such, are the real principles of leadership.

As an example, imagine an intelligent entity in a computation system that needs to get a job done (this is what an employee or team member is minus all of the interpersonal/psychological/baby-sitting stuff). What does that entity need to get things done. As mentioned earlier motivation (food-energy -sustenance) is handled separately by HR. In order to get its job done the entity needs to know how to communicate with other entities, what part of the problem it is solving, what parts of the problem other entities are working on, what the larger vision is, how deep to go into the part of the problem it is working on, and general methodologies to use in solving problems. Upon deeper investigation, all of this can, in one way or another, be described as management, organization, extent, culture and vision.

ITMM Leadership encompasses the context of organization, which includes training in how to optimize management, organization, extent, culture, and vision within your organization. Training also includes organizational structure types and properties, as well as how to track and measure, and tune and advance leadership and organizational structures within your organization.

Key Takeaways:

  1. Understand that leadership is separate from “winning friends and influencing” techniques.
  2. Understand how history has confounded “winning friends and influencing people” with leadership.
  3. Understand that optimizing the information and problem solving flow in organizations is leadership.
  4. Learn how to optimize leadership in your organization via Leadership Improvement Training from IT Maturity, Inc.

Learn How to Mechanically Tune Your Executive Team (FREE Tool Included)!

Basics

The basic membership of modern executive teams includes: Geographic leaders, Product leaders, Process leaders, Enterprise sub-process leaders, and Enhancement-Integration-Advancement leaders.

Geography, Product, and Process are familiar concepts, but what is an Enterprise sub-process? And what is an Enhancement-Integration-Advancement leader?

To understand Enterprise sub-processes you need to realize that enterprise activities, those activities where the enterprise interacts with its larger environment as an entity (e.g. public relations, government relations, investor relations, legal), can and should be turned into processes. And to further realize that all of these enterprise activities are sub-processes in the larger enterprise process bucket.

The most confounding organizational abstractions are those of Enhancement, Integration, and Advancement , which are one and the same activity applied to different domains. In all cases they correlate with efforts to improve elements of the business/enterprise. Enhancement includes improvement of critical business processes. Integration includes both Partner and Vendor integration, where partner integration includes working with sales channels as well as mergers and acquisitions. Vendor integration includes vendors providing services, software, and hardware (including parts) and the larger supply chain. Advancement includes putting new technology into both Product and Service.

Examples

To better understand these concepts we will explore an example executive team from a hypothetical multi-national corporation. The executive team is composed of the following members in addition to the CEO. Note that, as simplifications, support staff have been removed from the picture, and abstract team names are used.

  • Geographic Region 1 Lead
  • Geographic Region 2 Lead
  • Geographic Region 3 Lead
  • Geographic Region 4 Lean
  • Process – Finance Lead
  • Process – Product Development Lead
  • Process – HR Lead
  • Process – Marketing Lead
  • Process – IT Lead
  • Enterprise Sub-process – Communications Lead
  • Enterprise Sub-process – Legal Lead
  • Enterprise Sub-process – Government Relations Lead
  • Enhancement/Integration/Advancement (Improvement) Lead

Observation 1: The CEO, in essence, is the enterprise process lead, so there should be no surprise that many enterprise sub-processes are part of his direct team. In the above example this includes Communications, Legal and Government Relations Leads.

Observation 2: Many processes leads are regional as opposed to being at the enterprise level. In other words this organization is not a symmetric process based organization. No organization should be expected to be symmetric across any leadership category. To understand this, let’s look one level deeper into one of the Regional Leads’ team:

  • Geographic Region 1 Lead
    • Geographic Sub-region 1 Sales/Service Lead
    • Geographic Sub-region 2 Lead
    • Product Line 1 Sales/Service Lead
    • Product Line 2 Sales/Service Lead
    • Product Line 3 Sales/Service Lead
    • Region Process – Manufacturing Lead
    • Region Process – IT Lead
    • Region Process – HR Lead
    • Region Process – Marketing Lead
    • Region Process – Finance Lead
    • Region Enterprise Sub-process – Legal Lead
    • Region Enterprise Sub-process – Government Relations Lead
    • Region Customer Experience Lead (Advancement Lead – as described above)

In analyzing this sub-team many asymmetries can be seen. We see the Sales, Service, and Manufacturing process leads that were missing from the CEO’s team, as well as other process leads, are asymmetrically aligned with regions, sub-regions and products.

Also note the variation between Geographic Sub-region 1 and 2 Leads. The Geographic Sub-region 2 Lead would have Sales, Service, Manufacturing, Finance, IT, and other sub-region process leads as part of his team, as opposed to the Sub-region 1 Lead, which leverages everything but sales and service from the larger region.

How specific asymmetries are chosen is based upon culture, process, and legal motivations that underlie the differentiation or isolation in regions and sub-regions. In the above sales, service, and manufacture are particularly differentiated by region. Thus, there are organizational asymmetries that exist around those processes. An example motivation for one of these asymmetries would be cost structures for manual labor being different in different regions, which motivates more manual manufacture processes or more automated manufacture processes for a region.

We discuss further below how to methodically identify which asymmetries will be most effective for your own organization.

Observation 3: To understand Enhancement/Integration/Advancement, let’s look one level deeper at the Enhancement/Integration/Advancement Lead’s team:

  • Enhancement/Integration/Advancement (Improvement) Lead
    • Process – Supply Chain Lead (i.e. Vendor Integration)
    • Enterprise Partner (Mergers and Acquisitions) Lead (i.e. Partner Integration)
    • R&D Lead (i.e. Product Advancement)
    • Innovative Product 1 Lead (i.e. Product Advancement)
    • Innovative Service 1 Lead (i.e. Service Advancement)
    • Critical Business Process 1 Enhancement Lead (i.e. Business Enhancement)
    • Customer Experience Lead (i.e. Hybrid Product/Service Advancement)

Note that several different types of improvement are missing from this high level team.

  • First, lower level partnership improvements are not included, but are rather delegated to marketing and sales organizations.
  • Second, only one type of process hybrid is captured. Other possible hybrid process enhancements might include a hybrid product development and manufacturing enhancement where manufacturing rules are incorporated into the product development process so that products can be designed for higher quality, as well as cheaper and quicker manufacture.
  • Third, only one critical business process enhancement has been identified for high level attention. Many other processes might benefit from executive level attention.
  • Fourth, only a couple of product and service advancements have been identified for high-level attention. Again, many different products and services might benefit from executive level attention.

The general concern in this situation, is whether or not the organization understands that they are delegating many types of improvement lower in the organization, and whether they have a methodology to escalate improvements and innovations up the organization chain when necessary.

Method

Was rigor use to make asymmetrical slices along regions and products or was it intuitive. Rigor requires collection of data, analysis of the data, and then creating a structure based on the data and analysis. For organizational structures what data should be collected? What data indicates when an organizational structure is working effectively or causing issues? Further, the collection of data, analysis, and creation of effective structures needs to occur near-real-time so that organizations can adapt as their environment changes.

ITMM Leadership Improvement identifies what data to collect, how to do analysis, and how to create structures. The above discussion was a short synopsis of what structures can be created for the highest levels of an organization, including geographic, product, process, enterprise sub-process, and improvement structures. Data that can be collected and analyzed includes tracking of management, organization, extent, culture, and vision leadership activities. All of this is discussed in greater detail in the ITMM Leadership Improvement Online Training available at: http://itmaturity.com/training.

Key Takeaways!

  1. Understand basic organizational elements – process, product, geography, enterprise, and improvement.
  2. Improvement needs occur across the full context of the organization (see ITMM LIO), whether or not it sits in a top level office.
  3. There are numerous hybrid process opportunities available that should be leveraged via organizational structures.
  4. You should use mechanistic tools (like the ITMM LIO) to track, analyze, and evolve your organizational structures.

All of these items are covered in greater depth in ITMM LIO Training.

Go to http://itmaturity.com/News/Executive_Team/executive_team.html to access the FREE tool.

Exceptional Leaders are NOT Heroes, Instead They Methodically Create Heroes!

IT Maturity is proud to announce the availability of a revolutionary new online leadership course. The primary premise behind the course is that exceptional Leaders are not and should not be heroes. Exceptional leaders do and should methodically and continuously make their team members heroes.

Most current leadership models are based upon anecdotal research on individual leaders. Anecdotal research by its nature is unscientific. Because of this the current state of the field of leadership has dozens if not hundreds of different categorization systems, with little or no agreement in the field.

Leadership outside an organization has no meaning, for without an organization you can’t have a leader.  Thus, the focus of leadership should not be on individual leaders, but rather on leaders within the context of organizations and business purpose.

The IT Maturity Method Leadership Improvement Office (ITMM LIO) presents a completely new mechanistic approach to leadership. The mechanistic approach to leadership optimizes how information flows and problems are solved within organizations and enterprises.

Leadership principles and practices are mechanized through the creation of organizational processes and tools, so that leaders can make team members become heroes methodically and continuously.

Leadership principles that cannot be turned into measureable processes are recognized as personal skills mistakenly interpreted as leadership. For example motivation is typically misinterpreted as a leadership skill. However, no matter how good an orator a specific leader is, it is highly unlikely that anyone would show up the next day of work if it were not for the true motivation that HR provides through salary and other benefits.

ITMM Leadership Improvement Office training makes exceptional leadership accessible to a much broader group, because many leadership skills and activities are delegated throughout the larger organization.

A free introduction to the ITMM LIO is available at: http://theitmm.com/Training/Online_Training/online_training.html