Training Industry Magazine - Fall 2016 - 34

higher probability of success than
"The Leader as Boss" when leading
Knowledge Workers.
A leader's transition from boss to
facilitator is a function of the leader's
ability to create an open and transparent
environment that encourages team
members to assess and articulate their
own level of performance without fear or
shame of any kind - and be open to help
from people at any level of the company.
Clearly, this kind of transparency is much
easier to imagine than it is to establish.
Fortunately, we have an example for
your consideration.

IF PEOPLE HAVE
PROBLEMS, YOU
WANT TO GET
THEM OUT ON THE
TABLE SO YOU
CAN HELP FIND
SOLUTIONS.
LEADING USING ORGANIZED
COMMON SENSE
Developed by Dr. Paul Hersey
and grounded in over 50 years of
foundational
research,
Situational
Leadership® is a practical, repeatable
model that is most frequently referred
to as "organized common sense." The
Situational Leadership® Model is based
on the relationship between leaders and
followers and serves as a framework to
analyze each situation based on:
* The amount of guidance and direction
(task behavior) a leader gives
* The amount of socioemotional support
(relationship behavior) a leader provides
* The Performance Readiness® Level
that followers exhibit for a specific
task, function, or objective
This approach stresses flexibility and
simplicity in execution, helping leaders
across the organization address the
most pressing challenges pervasive in
today's work environment.

| 34

ALAN MULALLY AND FORD
When Alan assumed the role of CEO
in 2006, here are a few of the top-line
"opportunities" that awaited him:
* Ford had just posted the largest
annual loss in its 103-year history
* Stock was trading at $1 per share
* Employees were paralyzed with fear
Alan's first acts were to form a
cohesive leadership team and to come
together around a compelling vision,
comprehensive strategy and relentless
implementation process. He then
convened a weekly meeting with the
16 members of his leadership team
(all of whom would certainly qualify
as credentialed Knowledge Workers).
Initially, Alan asked each of them to do
two things:
1 | Identify a plan to implement the strategy.
2 | Assess progress against the plan using
the following guidelines:

He then said something few leaders have
the nerve to say in the presence of their
leadership teams:
"Mark, you have a 'RED.' Above all else,
sincere thanks for the transparency! Also,
please recognize this ... it's OK! Now,
just to be clear, I don't have the answer
to your problem either. But, good news!
We have thousands of very smart people
who work here at Ford. Let's get to work
and find somebody who can help Mark
solve this problem."
What happened? The team turned
their attention to Mark's problem
and identified people who had the
experience and expertise to help. Within
a few minutes, there was noticeable
movement in a positive direction. What
followed were a series of bold and
effective decisions that drove a truly
legendary transformation. Alan retired in
2013 and during that year, Ford earned
$7.2 billion, which translated to record
profit-sharing bonuses of approximately
$9,000 per employee.

GREEN | On plan. Currently on target
and projected to achieve goal.

THE LEADER AS FACILITATOR

YELLOW | Not currently on plan,
but trending in a direction that would
ultimately deliver desired results.

There are a number of lessons from Alan's
experience at Ford that are transferable to
anyone tasked with the responsibility of
leading Knowledge Workers:

RED | Not on plan, and not sure how
to get there.
The results from that first meeting?
Each of the 16 team members reported
GREEN (even though the company they
ran happened to be in a tailspin headed
toward a record $17 billion loss!). In
light of the impending reality, Alan
encouraged his team, "Let's do it again."
After a period of time, Mark Fields
(current CEO of Ford) finally said, "RED!"
He then went on to candidly describe
a problem of significance with no real
strategy to fix it.
Looking back, Alan viewed this as one
of the most important moments in
the turnaround of Ford. In response to
Mark's transparent assessment, Alan
literally stood up and applauded. He
congratulated Mark on having the
courage to openly admit he had a
problem - and even more - to admit
that he had no idea on how to solve it,
but that he was working on it.

Target transparency and applaud when
you get it.

Most of us have difficulty articulating our
struggles in a public forum, especially in
the presence of our boss and peers. This
probably stems from history we may have
with bosses who said things like: "Don't
come to me with a problem, come to me
with a solution!"
When you think about it, that is exactly
the opposite of what an effective leader
should want. If people have problems,
you want to get them out on the table so
you can help find solutions. When Mark
Fields said, "RED," Alan went out of his way
to say, "That's OK," and provide the kind
of positive recognition that encouraged
truth and inspired trust.
Recognize that knowledge is power.

Leading a Knowledge Worker means they
know more than you do. Embracing that
reality in the context of organizational
power is critical. The boss can rarely force



Table of Contents for the Digital Edition of Training Industry Magazine - Fall 2016

Perspectives
Table of Contents
The Outcome of Engagement
Learning Outcomes: We Are Products of our Environment
Step Back and Disengage to Learn
Have Your Millennials Checked Out?
Performance versus Training: It Isn't Always a Training Issue
Mindfulness: A Critical Success Factor
Creating the Ideal Learning Environment
Passion in the Classroom: Can You Be a Sand Salesman?
The Leader as the Facilitator: How to Effectively Lead Knowledge Workers
Interaction Psychology: Why Characters, Clicks, Points and Badges Don't Translate
Learning Effectiveness by Design
Four Ways to Increase Learner Engagement
Open Badges: Reimagining the credential space
Bridging the Disconnect with Learners From Other Cultures
From Where I Sit
L&D’s Role in Moving the Needle on Employee Engagement
Deploying an After-Training Program
9 Ways to Get Business Leaders to Buy-in to Your Learning Efforts
Engaging Content Delivery for Coding Training
Company News
What's Online
Training Talk
Training Industry Magazine - Fall 2016 - Intro
Training Industry Magazine - Fall 2016 - Cover1
Training Industry Magazine - Fall 2016 - Cover2
Training Industry Magazine - Fall 2016 - Perspectives
Training Industry Magazine - Fall 2016 - Table of Contents
Training Industry Magazine - Fall 2016 - 5
Training Industry Magazine - Fall 2016 - 6
Training Industry Magazine - Fall 2016 - 7
Training Industry Magazine - Fall 2016 - 8
Training Industry Magazine - Fall 2016 - The Outcome of Engagement
Training Industry Magazine - Fall 2016 - 10
Training Industry Magazine - Fall 2016 - Learning Outcomes: We Are Products of our Environment
Training Industry Magazine - Fall 2016 - 12
Training Industry Magazine - Fall 2016 - Step Back and Disengage to Learn
Training Industry Magazine - Fall 2016 - 14
Training Industry Magazine - Fall 2016 - Have Your Millennials Checked Out?
Training Industry Magazine - Fall 2016 - Performance versus Training: It Isn't Always a Training Issue
Training Industry Magazine - Fall 2016 - 17
Training Industry Magazine - Fall 2016 - 18
Training Industry Magazine - Fall 2016 - 19
Training Industry Magazine - Fall 2016 - Mindfulness: A Critical Success Factor
Training Industry Magazine - Fall 2016 - 21
Training Industry Magazine - Fall 2016 - 22
Training Industry Magazine - Fall 2016 - 23
Training Industry Magazine - Fall 2016 - Creating the Ideal Learning Environment
Training Industry Magazine - Fall 2016 - 25
Training Industry Magazine - Fall 2016 - 26
Training Industry Magazine - Fall 2016 - 27
Training Industry Magazine - Fall 2016 - Passion in the Classroom: Can You Be a Sand Salesman?
Training Industry Magazine - Fall 2016 - 29
Training Industry Magazine - Fall 2016 - 30
Training Industry Magazine - Fall 2016 - 31
Training Industry Magazine - Fall 2016 - 32
Training Industry Magazine - Fall 2016 - The Leader as the Facilitator: How to Effectively Lead Knowledge Workers
Training Industry Magazine - Fall 2016 - 34
Training Industry Magazine - Fall 2016 - 35
Training Industry Magazine - Fall 2016 - Interaction Psychology: Why Characters, Clicks, Points and Badges Don't Translate
Training Industry Magazine - Fall 2016 - 37
Training Industry Magazine - Fall 2016 - 38
Training Industry Magazine - Fall 2016 - 39
Training Industry Magazine - Fall 2016 - Learning Effectiveness by Design
Training Industry Magazine - Fall 2016 - 41
Training Industry Magazine - Fall 2016 - 42
Training Industry Magazine - Fall 2016 - 43
Training Industry Magazine - Fall 2016 - Four Ways to Increase Learner Engagement
Training Industry Magazine - Fall 2016 - 45
Training Industry Magazine - Fall 2016 - 46
Training Industry Magazine - Fall 2016 - 47
Training Industry Magazine - Fall 2016 - Open Badges: Reimagining the credential space
Training Industry Magazine - Fall 2016 - 49
Training Industry Magazine - Fall 2016 - Bridging the Disconnect with Learners From Other Cultures
Training Industry Magazine - Fall 2016 - 51
Training Industry Magazine - Fall 2016 - From Where I Sit
Training Industry Magazine - Fall 2016 - 53
Training Industry Magazine - Fall 2016 - 54
Training Industry Magazine - Fall 2016 - L&D’s Role in Moving the Needle on Employee Engagement
Training Industry Magazine - Fall 2016 - 56
Training Industry Magazine - Fall 2016 - Deploying an After-Training Program
Training Industry Magazine - Fall 2016 - 9 Ways to Get Business Leaders to Buy-in to Your Learning Efforts
Training Industry Magazine - Fall 2016 - 59
Training Industry Magazine - Fall 2016 - Engaging Content Delivery for Coding Training
Training Industry Magazine - Fall 2016 - Company News
Training Industry Magazine - Fall 2016 - What's Online
Training Industry Magazine - Fall 2016 - Cover3
Training Industry Magazine - Fall 2016 - Cover4
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