The greatest challenge I have each year when I return from the Baldrige Program’s annual Quest for Excellence Conference (QE) is prioritizing the most important messages for me and my organization, whether that is my work organization, volunteer organization, or-yes-my family (this one might be stealth). There are always so many great ideas that I know I will not succeed at implementing any of them unless I select only a few for action. The 30th anniversary conference was no different. I returned energized and started organizing my thoughts.
My process begins with seeking thematic highlights and also capturing one or two individual gems of wisdom that I heard from individual speakers. Maybe these will help you set some of your priorities, even if you were unable to attend the conference. Maybe my reflections from this year’s conference will also encourage you to attend QE next year and discover your own themes!
Stellar Solutions, a woman-owned, aerospace engineering services business, has a noble vision: to align its employees’ dream jobs with critical customer needs, and among those customers are NASA, U.S. troops, the FAA, and even those of us who watch cable TV.
In this five-part blog series on the 2017 Baldrige Award recipients’ leadership presentations at the 30th Anniversary Quest for Excellence Conference (April 8-11, 2018), senior leaders of the five new national role models share best practices and stories of how they achieved excellence.
The Baldrige Performance Excellence Program will be honored once again in 2018 for providing top-ranked leadership development programs. The Baldrige Program’s training offerings-annual Baldrige examiner training and the Baldrige Executive Fellows Program-were recently selected for 2018 Leadership Excellence and Development (LEAD) Awards for being among the best in the world.
Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. This has long seemed intuitively true to us. We’ve seen companies such as Unilever, AT&T, and Amazon succeed by sticking resolutely to a long-term view. And yet we have not had the comprehensive data needed to quantify the payoff from managing for the long term – until now.
Leaders who adopt the Baldrige excellence framework have already successfully addressed this integrative need because of the questions in the Leadership and Strategy categories of the Baldrige criteria. Indeed, the key considerations that Singh and Useem outline are contained in item 1.1 on Senior Leadership and item 2.1 on Strategy Development and are systemically interrelated in the criteria.
Dr. Katherine Gottlieb, president/CEO of Baldrige Award recipient Southcentral Foundation (SF) and recipient of the 2015 Harry S. Hertz Leadership Award, knows a thing or two about leadership. During her tenure, she and her organization have not only racked up corporate, program, and individual awards, but Gottlieb has received quite a few leadership awards, too, including the Bridge Builders of Anchorage “Excellence in Community Service Award,” the Alaska Public Health Association’s Alaska Meritorious Health Service Award, and an Alaska Pacific University honorary doctorate in public service.
Much has been written recently on the cost of poor quality that leads to recalls, loss of customer confidence, and of course much worse scenarios where customers’ lives and health are at risk. For example, recent recalls in the automotive, food, electronics, and pharmaceutical industries have led to plummeting stocks and even government investigations.
How do we recruit (or groom) “contagious” leaders – people who spread their skills and develop more leaders? I know it won’t be easy, but give me some idea how to go about establishing this type of leadership culture.
We all have experienced ineffective ‘leaders’ at some point in our careers. Many people are mistakenly referred to as leaders simply because of their title or the position that they hold in their organization. But just because a person occupies a ‘leadership positon’ does not mean that they actually perform as an effective leader. Just like any other business activity, the measure of leadership effectiveness must be based on actual performance.
Here are five telltale signs of structure done wrong. As you read them, see if your organization has made any of these mistakes. If so, it’s a sure sign that your current structure is having a negative impact on performance.