Higher Engineering Education Alliance Program
Leadership
& VMGO
Prepared by: Vo Viet Cuong
Contents
1 Leadership
2 VMGO
5
Leadership
Definition of Leadership
A leader is one or more people who selects,
equips, trains, and influences one or
more follower(s) who have diverse gifts,
abilities, and skills and focuses the
follower(s) to the organization’s mission
and objectives causing the follower(s) to
willingly and enthusiastically expend
spiritual, emotional, and physical energy
in a concerted coordinated effort to
achieve the organization’s mission and
objectives.
Source: Winston, Bruce E. & Patterson, Kathleen (2006). An integrative definition of leadership.
International Journal of Leadership Studies, volume I, Issue 2, 2. Regent University.
How people get into leadership
Elected
Picked by selection committee
Selected by incumbent
Part of a career development progression
Was good there; should be good here
Halo effect
Inherited from parents
Most popular
Best technical expert
Last person standing
Four Elements of Misconception
DESIRE does not mean ACCOMPLISHMENT
PASSION does not mean SUCCESS
ACTIVITIES do not mean RESULTS
UNDERSTANDING does not mean
PERFORMANCE
Becoming a successful organization takes a
vision, direction, methodology, competent
leadership, excellent management, and a
motivated team that recognizes the difference
between commitment and compliance.
Source: Alberto M. Filardo, 2009
Management vs. Leadership
“Companies manage complexities first
by planning and budgeting – setting
targets or goals for the future,
establishing detailed steps for achieving
those targets, and then allocating
resources to accomplish those plans.”
“By contrast, leading an organization to
constructive change begins by setting
direction – developing a vision of the
future (often the distant future) along
with strategies for producing the
changes needed to achieve that vision.”
Critical questions leaders must
answer
1. What do you 1. do?
What do you do?
2. How 2. well
Howdowell
youdodoyou
what doyou
what
do?you do?
3.
3. Can
Canyouyouprove
proveyour
yourstandard
standardof ofperformance
performanceby by
reliable,relevant
reliable, relevantdata
datafrom
fromthose
thoseyouyouserve?
serve?
4. What 4. isWhat
yourisperception
your perception
of good?of good?
5. Do
5. Doyou
youknow
knowyouryourgaps
gapsbetween
betweenyouryourcurrent
current
and desired states?
and desired states?
6. Do
6. Do you
you have
have aa methodology
methodology to to narrow
narrow the
the gap
gap
consistently? consistently?
7. Do you innovate?
7. Do you innovate?
8. Do you have 8. Do you have control?
control?
Organization Cultural Questions
1. Do you have an inspiring vision?
2. Are you relentless in aligning your efforts to
provide services, solutions, products,
management and leadership to accomplish the
vision?
3. Do you have a comprehensive set of goals
supporting the vision and the mission?
4. Are people clear about how they can contribute
to the goals?
5. Is there an accountability process?
6. Do you have an environment encouraging high
performance?
7. Do you have an appropriate reward system?
Filardo 3P Loop –
Platform, Plan, Perform
P1 P2 P3
V
M Strategic
G Plan Performance
O management
VMGO
VMGO Framework
VISION Our / my dream is…
MISSION We will provide…
GOAL GOAL GOAL High level “to get”
OBJECTIVE
OBJECTIVE
OBJECTIVE
OBJECTIVE
OBJECTIVE
OBJECTIVE
A Vision…
• Describes the future
• Where you are headed or
• Where you want to end up
• Defines how the organization would like to
be regarded by those it serves
• Focuses on the distant future, looking ahead
about five to ten years or longer
• Is short and concise
• Must be inspiring!
Vision Examples
An inspiring teacher encouraging
Faculty sample individual growth through learning
and research
Clarkdale Sustainability To be an evolutionary solution for a
Project sustainable community
Westin Hotels and Year after year, Westin and its people
Resorts will be regarded as the best and most
sought after hotel and resort
management group in North America
A premier championship athletics
ASU’s Athletic
program built upon the foundation of
Department courage, persistence, and innovation
A Mission…
• Is all about today, the reason for the
existence of the organization, and
what the organization is providing in
pursuit of its vision
• Summarizes the organization’s focus
for the next twelve months, moving
the organization closer to
accomplishing its vision.
Mission Examples
Faculty sample Provide a learning environment promoting
continuous learning and discovery resulting in a
positive impact on society
Clarkdale Provide an entrepreneurial environment rich in
Sustainability innovative, multi-disciplinary solutions, and
Project educational and economic opportunities,
resulting in a vibrant and viable future
FedEx FedEx is committed to our People-Service-
Profit philosophy. We will produce outstanding
financial returns by providing totally reliable,
competitively superior, global, air-ground
transportation of high-priority goods and
documents that require rapid, time-certain
delivery.
Goals…
High level “to dos”
Not necessarily specific
Examples:
Reduce crime
Improve customer satisfaction
Increase graduation rates
Alignment (VMGO)
Vision – Leading the way in developing young minds
Mission – Provide an environment that fosters learning,
builds character, and develops individuals with a thirst for
knowledge
Goal – Recruit outstanding faculty &
students
Objectives – See Meldrum Form
Meldrum Form
The Meldrum Form
Department
Owner's Name
VISION ????
1. Being a children: ?????
2. Being a student: ??????
MISSION 3. Being an engineer:???
4. Being a husband: ?????
5. Being a father: ????
GOAL #1 Graduate on time, starting salary > 10 Mil VND, up to 20 Mil VND by 27 years old
1. Graduate on time, GPA > 6.5
2. English: Toiec > 600, or IELTS > 5.5
3. Doing student' scientific research project; Courses project & Capstone
Objectives project with marks of > 8
4. Others skills getting better
Objective # 1
PERFORMANCE RESOURCES REQUIRED CRITERIA INDICATORS
Major activities to be performed to
Resources needed to accomplish the performance Standards of performance Measures that validate standards of performance
accomplish the objective
(Examples: FTEs, space, equipment or money) If resources are already in place, (Examples: By when, how well) The idea here (Examples: A rating of 8-10 on a survey where 1=poor and
indicate N/A is to exceed expectations. 10=best; increases in ranking; membership in certain
organizations; or recognition by a body of peers)
Di hoc thuong xuyen Money: 50 tr, .... Hieu bai ngay tren lop > 70% noi dung bai giang
Lam bai tap ve nha, tu hoc Time: 2h/ngay Day du, diem so = 100% bai tap
>8
VMGO
VISION Our dream is…
MISSION We will provide…
The Meldrum Form
GOAL Department
The Meldrum Form
Owner's Name
GOAL #1 Exceed customer expectations by providing superior service
MANAGEMENT PERFORMANCE RESOURCES REQUIRED CRITERIA INDICATORS
Measures that
Major items to be performed Resources needed to accomplish the Standards of validate
OBJECTIVE
OBJECTIVE
OBJECTIVE
to accomplish the goal performance item performance standards of
performance
(Examples: FTEs, space, equipment or money) If (Examples: By when, (Examples: A rating of 8-
resources are already in place, indicate N/A how well) The idea 10 on a survey
here is to exceed where 1=poor and
expectations. 10=best; increases
in ranking;
membership in
certain
organizations; or
recognition by a
body of peers)
HIGHER ENGINEERING EDUCATION ALLIANCE PROGRAM
Contact: [email protected]
