Dr Temares - Understanding True Leadership

1. Advance 2009
Business Leadership Forum
3 & 4 de diciembre, Ciudad del Saber, Panama
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Dr. M. Lewis Temares
VP/CIO University of Miami

2. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Understanding True Leadership©
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© 2009 University of Miami
Dr. M. Lewis Temares
Vice President and CIO, Information Technology
Dean Emeritus, College of Engineering
University of Miami
Advance Business Leadership Forum 2009
December 3rd, City of Knowledge, Panama

3. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Agenda
•What Is True Leadership
•Trustworthy Leadership
•Toxic Leadership: The Enemy Within
•Three Things a Leader Must Know:
•What Makes the Company Great
•Who Is the Changing Workforce
•How to Influence the Customer
through Information Technology

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What Is True Leadership

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“The quality of leadership - more than
any other single factor - determines the
success or failure of an organization.”
- Excerpt from Improving Leadership Effectiveness,
by Fred Fiedler & Martin Chemers
Importance of Leadership

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Leadership
“Leadership consists not in degrees of
technique but in traits of character…
It imposes on both leaders and
followers alike the burdens of self
restraint.”
- Lewis H. Lapham

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Leadership Nuances
The word “leadership” implies the
that all great leaders have a
positive influence.

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Leaders Can Range…
…from Remarkable to Toxic.

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Trustworthy Leadership

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Remarkable Leaders
•Build relationships
•Develop others
•Focus on customers
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True Leaders
•Think and act innovatively
•Take responsibility
•Require accountability
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Outstanding Leaders
•Learn continually
•Communicate powerfully
•Champion change
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Positive Leaders
•Honest
•Truthful
•Trustworthy
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Toxic Leadership:
The Enemy Within

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Toxic Leadership
Not enough attention is given
to identifying Toxic Leaders.

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Who Is a Toxic Leader
Source: Jean Lipman-Blumen
A toxic leader is an individual who, by virtue of
his/her destructive [toxic] behaviors and
dysfunctional [toxic] personal qualities, inflicts
serious and enduring harm on individuals,
groups, organizations, communities and
nations that they lead.
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•Arrogant and narcissistic
•Intelligent and glib
•Charming yet authoritarian
•Self-interested
•Deceitful and promote subterfuge and
confusion
Toxic Leaders
Does this sound like our recent
financial debacle?

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Name the Toxic Leader
CEO, Energy Firm: Convicted of
fraud, conspiracy and lying to banks
CEO, Telecommunications Firm: Sentenced
to 25 years for $11 billion accounting fraud
CEO, Wall Street Giant: Playing at Bridge
Tournament while firm on verge of bankruptcy
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James Cayne, Bear Stearns
Kenneth Lay, Enron
Bernie Ebbers, WorldCom

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Name the Toxic Leader
CEO, Financial Services Firm: Being sued for
company bankruptcy and securities fraud
CEO, Mortgage Firm: Charged
with securities fraud and
insider trading
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Richard Fuld, Lehman Brothers
Angelo Mozilo, Countrywide
Wall Street Genius: Led decades long
$65 billion Ponzi scheme
Bernard L. Madoff, Bernard L. Madoff
Investment Securities LLC
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Crime Without a Gun: Rogue Gallery

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Rogue Gallery II

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Rogue Gallery III
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• Weak value systems
• Misconception of success
• Rapid environmental change
• Globalization
• Mega mergers
• Impersonal corporate environments
• Sheer greed
Why Does Bad Leadership Flourish?

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“I never blame myself
When I'm not hitting. I
just blame the bat, and if
it keeps up, I change
bats. After all, if I know it
isn't my fault that I'm
not hitting, how can I get
mad at myself?"
- Yogi Berra
Toxic Excuses

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•Unreasonable work expectations
•Failure to recognize toxic leaders
•Inability to get rid of them
•Fear of unknown: better to deal with the
devil you know
•Bottom line results are all that count
Why Does Bad Leadership Flourish?

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“Son, we'd like to keep you around this
season but we're going to try and win a
pennant.”
- Casey Stengel
Get Rid of Toxic Personnel
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The Perfect Storm
United States Real Estate, Investment Bank
and Currency melt down:
• 1999 Repeal of the Glass-Steagall Act Separated
Commercial and Investment Banks
• July 19, 2007, First Time Dow Jones Industrial is
above 14,000
• Collaterized Debt Obligations (CDOS) sold to
investors
• Housing market and subprime mortgages problems
• Investors in each country hold large stakes in other
countries - crisis transmission mechanism
• Florida real estate crash played a major role in
destroying Iceland’s economy
Source: Krugman, Paul,
The Return of Depression Economics and the Crisis of 2008, W.W. Norton, 2009

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Global Financial Crisis
• August 9, 2007 the French bank BNP Paribas
hedge fund failure - suspends withdrawals
• Triggering event fall of Lehman Brothers on
September 15, 2008
• Sales fall, including oil
• Production slows
• Global business retracts
• Drastic budget cuts
• Massive employee layoffs
• Businesses failed
• Skyrocketing unemployment rates

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Would any of this happened
if not for Toxic Leadership?
What If

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Three Things
a Leader Must Know

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Three Things a Leader Must Know
• What Makes the Company Great
• Who Is the Changing Workforce
• How to Influence the Customer
through Information Technology

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What Makes the Company Great
It’s All about People:
Leaders, Teams and Individuals

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Authentic Leaders
•Set goals and support goal setting
•Value collaboration and teamwork
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Winning Leaders /
Winning Companies
Source: IBM

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•Employee adaptability, accountability
and achievement
• Customer engagement, focus and satisfaction
• Business metrics, measures and results
Performance Leadership Results

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•Clear vision, consistency and direction
•Discipline, decisiveness and tenacity
•Political savvy, supportive behavior,
teamwork
•Visibility; excellent, regular and open
communication
Performance Leadership Behaviors

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“Finding good players is easy. Getting
them to play as a team is another story.”
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- Casey Stengel
Team Dynamics

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Business Focused Teams
•Build the right teams to accomplish
the right business goals
•The person is the right person only
if she/he fits the team and is willing
to play in the same sandbox

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“Good to Great”
“It’s going to be a tough ride, a very
demanding trip…
Now’s the time to get off the bus…
No questions asked, no recriminations…
[We need] the right people on the bus,
in the right seats.”
- Excerpt from Good to Great, by author Jim Collins

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It’s All About Relationships
• When relationships are enabled, teams
are cohesive and powerful
• They use their skills together to reach
their goals
• A shortstop and second baseman must
be coordinated to get a double-play

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How To Survive The Crisis?
“People, People, People
make the difference!”
- M. Lewis Temares

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In Turbulent Times
People can be the difference between
failure and success:
• Flexible and can work more
• Learn-on-the-fly
• Produce innovative solutions
versus machines limited to set tasks

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To Achieve Winning Results…
…requires additional effort from
teams AND from each individual
team member.

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Pay Attention
“Trust. But verify.”
- Ronald Reagan

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Work Ethic?
“Many people quit looking for work
when they find a job.”
- Steven Wright
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A team of all-stars
will lose to a team
of regular players
more than half of
the time.
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It’s Not Just Who’s on the Team

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Who is the Changing Workforce
Digital Immigrants
to Digital Natives.

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Leadership Vision

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Why Are Students Important?
•Today’s students are your employees and
customers of tomorrow. They will:
–Establish new habits and shape the future
–Set workplace technology expectations and standards
–Determine product success through purchases and
investments
•First generation that’s not known life without a
mobile phone
•Telephony, messaging, photography, music, and
gaming come together on mobile devices in their
hip pocket
Source: Gartner Symposium 2009

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Survey of US College Students
•82 percent of college and university undergraduates use
social networking sites (up from 76% in 2007)
•97% own a computer and 94% own a cell phone
•97% have downloaded music and other media using P2P
file sharing
•76% use instant messaging
•75% of college students have a Facebook account
•60% own some type of portable music and/or video
device such as an iPod, iTouch…
•34% use websites as their primary source of news
•28% author a blog and 44% read blogs
Source: Educause; Reynold Junco and Jeanna Mastrodicasa, Connecting to the Net
Generation:
What Higher Education Professionals Need to Know About Today's Students, Mar 2007

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Digital Natives
•“Digital Natives”- coined by Marc Prensky,
•Author of Digital Game-Based Learning
•Founder/CEO of Games2Train
•Think, work and act differently
•Form relationships through text messaging and
social networks
•Gravitate toward online social networking systems
because they are fun: e.g. Twitter, Flickr, MySpace,
Facebook, Bebo, Meetup…

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Digital Natives
•First totally digital generation (18-26 years
old)
•Think and process information fundamentally
differently from their predecessors
•Tend to have different view of privacy and
more open to communicate business
information via social networks
•Comfortable in digital world –
love its possibilities

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Digital Natives
•Communicate internationally as part of
global digital eco-system
•Connect quickly with people and
information
•By 2010 will use more smart phones than
desktop PCs
•Highly impacted by technological change
both positively and negatively; unconcerned
with consequences
Source: Gartner Symposium 2009

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Unintended Consequences

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“Tweeners”
•The buffer Generation: Generation X
•Didn’t grow up with Internet or mobile
technology but latest trends reflect their
needs and preferences
•Not quite natives but not immigrants
•Beginning to assume “control” positions in
business and government

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Digital Natives…
“…would rather be vaguely right then
precisely wrong.”
- John Maynard Keynes, Economist

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Digital Immigrants
•Members of generations before now
•Don’t speak the “language of technology”
•Have different “perspective” on technology
•Don’t understand the “digital social culture”

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Digital Immigrants
•Slow to adapt to new interfaces
•Overly concerned with impact of
technology rocking their boat
•Ambivalent about investing time and
effort to try out new possibilities

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“You tried your best and you failed miserably.
The lesson is, never try.”
- Homer Simpson
Theory of Negativity
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“Doh!”

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Boomers Are Digital Immigrants
“We don’t stop playing because we grow old,
we grow old because we stop playing.”
- Satchel Paige

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Once Upon a Time
“We were all students…and still are.”
- M. Lewis Temares

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So Again, Students
Are Important Because…
Today’s students are tomorrow’s employees
and customers:
•Will establish new habits and shape the future
•Will set workplace technology expectations
and standards
•Will determine product success through
purchases and investments

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How to Influence the Customer
through Information Technology
The Social Web is a Reality.

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Benefits of Innovation
“Even if you are on the right track,
you’ll get run over if you just sit there.”
- Will Rogers, Humorist

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The New Deal
The Current World
is dying. User view:
–“Tidy site.
–It's got a blog…
… and a
community
… and endless
content.
–It's searchable,
and I hate it.”
The New World is a
Cooperative Process. User view:
–“No one but me in control:
Google to Amazon to
Howcast.com. Read reviews,
accept Amazon's 30% off,
free shipping and returns.
–It's intent-driven,
contextual search.
–I feel in control, and I love it.”
Networks will matter more to your success
than any other initiative.
Source: Gartner Symposium 2009

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Web, Social Media & Consumerization
Source: Gartner Symposium 2009

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•Two primary benefits:
•Enhanced relationships
•Leveraging the collective –
Don Tapscott’s, “Wikinomics”
•Four specific ways to achieve business value:
•Customer/market intimacy
•Product/service excellence
•Operational effectiveness
•Culture of innovation
Community Empowerment
Key Benefits
Source: Gartner Symposium 2009

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Social Media Influences
Perceptions and Decisions
•Perception becomes reality – Tiger Woods
•Authentic micro-opinion aggregates into
macro world view
•Funnel becomes megaphone
•Influence the public
•Influence the influencers
•Influence YOU via your friends

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Three Realms of Social Software
Social Software
in the Workplace
Externally Facing
Social Software
Public Social Media
Your people, your place.Your people, other people, your
place.
Your people, other people,
their place.
Blogtronix, Google, IBM,
Novell
Liveworld, ONEsite, Pluck,
ThePort Network
Facebook, Linkedin,
MySpace, Twitter, YouTube
Source: Gartner Symposium 2009

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Loyalty Hierarchy of Needs
Relevancy Building:
• Data Collecting
• Understanding
• Alignment
• Communicating
• Optimizing
Achieve Loyalty by Becoming Increasingly Relevant.
Source: Gartner Symposium 2009

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Every Site Is a Social Site
From a to z:
•Amazon – product reviews
•Best Buy – open RESTful* APIs (REST is a style of software
architecture for World Wide Web)
•Club Penguin – Disney’s social network for ages 18-14
•GDGT – Social network around consumer electronics
•Stylehive – Social fashion
•TripIt – Social network around travel itinerary
•Zembly – Social programming
And, personal portals will dominate User Access!

72. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Twitter
•Not a social network, but an information network
•Created in 2006 – described as SMS of the Internet
•Agnostic message routing system for texting, IM and
the Web
•Popularity derived from its simplicity (140 character
limit)
•Ability to share content back and forth without
impact or regulation
•Misuse because don’t have controls in place

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It’s Not Just about
Adding Twitter Support
Social communities can be an outlet for advocates,
leading to business growth.
•Risks of not participating:
•Company viewed as antiquated and not evolving
•Gives competition chance to flourish
•Has decreased awareness among digital natives
•Risks of not participating correctly:
•Company risks brand degradation through inconsistency
•Potential for release of confidential information
Source: Gartner Symposium 2009

74. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Percentage of Marketing Focus
•Current students and twenty-somethings don’t
have the PERSPECTIVE that Generation X and Baby Boomers have
regarding use of technology
•Generation Y was born “connected” to the world, thus more fickle, more
jaded in making technology decisions
•How do marketers successfully communicate with pre-baby boomers,
boomers, generation X and now Generation Y?
Baby Boomers Generation X Generation Y Generation Z
More Digital Immigrants
than Digital Natives
In-Between Digital
Natives and Digital
Immigrants
Digital Natives
(a.k.a. Boomer’s kids)
Digital Natives
Years Born:
1946 - 1964
Years Born:
1961 - 1981
Years Born:
Mid 1970’s - Late 1980’s
Years Born:
Early 1990s - Late 2000s
Source: U.S. Census Bureau and Wikipedia

75. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Access to Social Media Market Data
•If students embrace a
technology, then rest of the
world is using that application
•At year end 2012, more than 75%
of new search installations will
include a social element for
relevancy calculation
•New start-up businesses doing
data mining searching of social
media website for companies
•Organizations like 360i offering
market research for untapped
Social Media space
Source: Gartner Symposium 2009

76. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Social Computing
to Business Applications
Sales and marketing applications.
•Promoting cultural happenings - e.g. restaurant and art
show openings on Facebook
•Personalized marketing & identity sensing billboards
•Minority Report by Phillip K. Dick - Tom Cruise in
shopping mall ”You can run, but you can’t hide”
•Mini Cooper RFID (Radio-Frequency ID) talking
billboards in San Francisco, New York, Chicago
• and Miami – 2007
•Facebook fan pages and Twitter activity – building
loyalty and audience – the perception of transparency
•Facebook, which grabbed its 300 millionth user in
September, captured 58.59% of all U.S. social network
visits last month, compared to 19.94% the year before.
Source: Gartner Research 2007

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More Social Computing Applications
Education:
•Student recruitment at universities
•Credit classes on a Second Life virtual campus
•iTunes University
Political Campaigning:
•Candidates use Facebook and Twitter to reach
communities of interest
•2008 Presidential Election
Universities:
•Using iTunes U, blogs, wikis, Flickr and YouTube to
enhance and facilitate learning and collaborative learning

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Measuring Social Media Market Data
Usability Studies
• Lab usability
• Shoe-leather usability
• Understanding results
Analytics
• Understanding what the audience is doing
• Hot and cold spots
• Eyes on site time
Analytics Applied
•Use the data
•Make corrections
•Re-educate the audience
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“Be nice to nerds, chances are
you’ll end up working for one.”
- Bill Gates, Microsoft
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Technological Leaders

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•Twitter session use grew more than 250% within the last
six months
•Facebook use increased 192% while Facebook Chat
(April 2008, release) was fourth most commonly detected
IM application, ahead of Yahoo! IM and AOL IM
•Bandwidth consumed by SharePoint collaboration,
specifically documents component, increased 17-fold from
previous year report
•Blogging and Wiki editing increased by factor of 39, while
total bandwidth consumed increased by factor of 48
Law of Unintended Consequences
Source: Application Usage and Risk Report (Fall Edition 2009),
Palo Alto Networks

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Law of Unintended Consequences II
Risks and Impact of
Social Media on Productivity and Security.
• Visits to Twitter increased by 1,170% in September compared
to the year-earlier period
• Workers use social networks as promotional vehicles with and
without management knowledge: Old-school security practices
won’t handle the deluge
• Organizations banning in black-and-white fashion bad for
business: New approach needed for shades of gray by enforcing
appropriate application usage policies tailored for workforce
Source: Experian Hitwise, October 2009; Application Usage and Risk Report (Fall Edition 2009),
Palo Alto Networks

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Law of Unintended Consequences III
•54% of U.S. companies ban workers from using
social networking sites while on the job
•19% of companies allow social networking use only
for business purposes, while 16% allow
limited personal use
•Companies that allow users to access Facebook in
the workplace lose an average of 1.5% in total
employee productivity
Source: Gartner Symposium 2009

83. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Law of Unintended Consequences IV
“Users are finding ways to work around corporate
restrictions to make applications from Skype to Facebook
a part of their work life.” – J.P. Rangaswami, CIO BT (Feb 2009)
–Use of social networks to share business
transactional data rather than for information content
–Sharing information that is then misused
–Sharing information that violates privacy laws
–Need for evolving privacy laws : globally
–Internet transcends regional law
–One more avenue for security breaches

84. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
•Enhance global Business Leadership Position
•Recognize and overcome Toxic Leadership
•Understand the Power of People
•Fast-forward leadership: Social Media Is a Reality
Summary
Address Business Leadership’s
Greatest Challenges:

85. © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
Questions & Answers
Dr. M. Lewis Temares
Vice President and CIO, Information Technology
Dean Emeritus, College of Engineering
University of Miami
[email protected]
Executive Information & Technology Institute
www.UMeiti.com