ICT as a Leadership Tool

ICT as a Leadership Tool

(DRAFT)

FACILITATION AT THE AFRICAN LEADERSHIP FORUM, OTA, NIGERIA

WHAT IS LEADERSHIP?

Gregory P. Smith says that “Leadership is about getting things done and helping people reach their potential.”

John C. Maxwell is more direct when he says "All leadership is influence."

The Canadian Forces define leadership as: "The art of influencing human behaviour in order to accomplish a task in the manner desired by the leader."

The McGraw on-line Dictionary defines leadership as: “the process by which certain group members motivate and guide the group.”

Leaders bring out the greatness of everyone around them. Leaders don’t do every thing themselves but let others contribute, even if they can do the job better. Sometimes a leader professes ignorance, even when they know the answer, so that the team can work on the problem and learn. Solving a problem is distinct from coaching a team to develop the skill set required to solve similar problems in future.

Leaders must possess a high level of competence, and understand the key aspects or underlying circumstances of the challenge their team faces. Respect for leaders is often enhanced when the leaders demonstrates that they have the strength of character to admit that they are not perfect or ignorant on a topic. This respect is further increased if it is accompanied by confident delegation and coaching, which produces a development experience for those around the leader. Delegation also gives the leader the time needed to develop strategies by minimising the distractions of daily emergencies.

Appendix I attached provides further insight in to leadership.

WHAT IS A “TOOL?”

A tool is an instrument or mechanism that enables the user to more efficiently and effectively leverage their inputs to carry out a task or perform a function.

A person can be a tool.

A hoe can be a tool.

A spoon can be tool.

A car can be a tool.

In the context of this discussion we will consider “Tools of Quality.”

Tools of Quality are those tools that help organizations understand their processes in order to improve them, like:

the cause and effect diagram,

check sheet,

control chart,

flowchart,

histogram,

Pareto chart, and

Scatter diagram.

Total Quality - A strategic integrated system for achieving both internal and external customer satisfaction that involves all managers and employees and uses quantitative methods to continuously improve an organization's processes. There are various “Total Quality” approaches related to various organisational functions and/ or activities, like:

Total Quality Management,

Total Quality Leadership,

Total Quality Control,

Total Quality Culture.

Further explanations on Total Quality Management are contained in Appendix II attached.

WHAT IS ICT?

Information Communication Technology (ICT) are those devices, methodologies, and capacities represented by the “computer” and the electronic networks that are formed when two or more computers are linked.

“ICT is the shorthand for infrastructure that brings people together, in different places and time zones, with multimedia tools for data, information, communication and knowledge management in order to expand the range of human capabilities. The Internet, within the ICT family, requires the interconnection of physical wires, hardware, and computers.” (Beebe ET all 2004 Pg. 1)

Although the ICTs have generated a lot of benefits, their distribution around the globe has not been even. The Rapid growth in ICT usage in high-income countries has led to a digital divide emerging between rich and poor nations. There are a number of indicators that point to the existence of such a divide and even more importantly, to divergent trend between the North and South. Comparatively speaking, access by Africans to basic telecommunications facilities and hence to the Internet is bleak. (Beebe et al 2004).

A number of Scholars including Jensen, 2003: Saint, 2001; Mytelka 2004; as well as some World Bank Reports of 1997, 1999 hold the view that, the factors that can be attributed to the cause of this international isolation include: (1) Policies and regulatory frameworks on telecommunications as well as ICTs that constrain infrastructure development as well as human capacity development, which has earned Africa, the unenviable position of having the World lowest level of infrastructure development. Other factors are scarcity of African specialists in Telecommunications to create adequate capacity for economic and social growth and the not so obvious issue of the knowledge dimension and the way in which scarce knowledge resources affect the use and diffusion of new technologies, particularly the Internet.

A “computer” is legally defined to include any electronic device or computational machinery using programmed instructions which has one or more of the capabilities of storage, retrieval, memory, logic, arithmetic or communication and includes all input, output, processing, storage, software or communication facilities which are connected or related to such a device in a system or network or control functions by the manipulation of signals, including electronic, magnetic, optical and/ or chemical and shall include any input, output, data storage, processing or communication facilities directly related to or operating in conjunction with any such device or system.

A “computer network” includes the interconnection of computers or computer systems in whatever manner.

“Data” includes a representation of information, knowledge, facts, concepts or instructions intended to be processed, is being processed or has been processed in a computer system or computer network and may be in any form, whether stored internally or in any removable media. Data can be considered to be the raw material which computer systems process into a product called information.

BRINING THINGS TOGETHER

Many of us are painfully aware that many organisations, in Nigeria, do not help people to reach their potential. This is due in part to the old-fashioned types of leadership techniques practiced in Nigeria. The sad result is that many qualified people are prevented from rising to the top.

As pointed out previously a leaders ability to “influence” people to proactively take actions necessary for realizing a positive outcome, is critical to the success of any team, business or activity. "Influence" is NOT hitting an employee over the head to complete a task, but constructively exerting influence, which is only achieved through competent leadership.

CONCLUSION

ICT tools are the primary cross cutting ubiquitous tools that provide the competitive edge required to become a leader in the evolving modern world.

Modern economies and therefore modern leadership relies heavily on ICT as a tool to influence and help people reach their potential.

In the today’s operational environment only ICT can ensure that we can realistically aspire and achieve leadership in any endeavour world of today

As reflected by your being here today, leadership is about the future, not the past. ICT’s as tool are the present and foreseeable future. According to Joel Barker's "A leader is someone you would follow to a place you would not go to by yourself." Good leaders gain followers out of respect and their ability to cause people to work toward a particular goal or achieve a destination. People follow because they can relate to the vision or goal personalized by the leader. A good leader helps people become better than they are. A good leader creates a work environment that attracts, keeps and motivates its workforce. ICT’s, Multimedia and the Internet if properly used, are tools that enable a leader to provide a positive work environment, helps team members grow.

Good leaders use appropriate tools and methodologies to build a strong organization rather than carrying the load themselves. For example:

Task leaders use ICT’s as a tool to plan activities, schedules and ensure optimal and cost effective productivity is attained and enhance the team’s knowledge base.

Social leaders use ICT’s as a tool to foster interpersonal relationships through communication such as e-mail, and enhancing the social cohesiveness of the group.

The best leaders are constantly seeking to nurture and build their team and their own, knowledge and skill-set through continuous formal and informal education and exposure. Such constant nurturing is now impossible with out functional ICT literacy and its related capabilities. Leaders, who don't continue to grow their arsenal of leadership tools and resources, soon find themselves trailing behind other leaders in their field or industry.

In the fast paced world of today the first to secure, understand and apply information wins.

Appendix I

The following is a summary of some thoughts on leadership by Greg Smith http://www.chartcourse.com.

All of us can be leaders if we continuously learn and apply the requisite skills with a healthy dose of trial and error. The core factors of leadership are:

Ability to care about others,

A sense of purpose, vision or mission.

Ability to chart a course and provide direction to those they lead.

Leaders are not perfect. However, good leaders have excellent people skills, positive personality and some technical skills. The best leaders are those who work toward a goal. The cause, purpose and mission in life can make any of us charismatic, and not the other way around.

Despite what many of us are brought up to believe, true leadership is not based on title, rank or position. True leadership is based on action, performance, ability, and one time or the other have worked for people who were placed in leadership roles but who did more to demoralize and destroy the organisation than build it.

The best organisations strive to develop and create as many leaders as possible. Some outstanding modern organisations practice natural leadership called "leadership by follower ship." These organisations do not appoint people as leaders but let the true leader’s surface to the top. People naturally gravitate to those they want to follow, respect, and work with. There are no limiting job descriptions, job titles, and few rules and regulations. If a person comes up with a new idea, he or she is allowed to put a team together of people who have the desire and knowledge to make it work.

A highly educated person many not be a good leader. However, broad based experience helps foster good leaders. In a functional military establishment most intakes start at the bottom. Moving up through he ranks requires exhaustive and close evaluation, and as the individuals experience broadens, so does their responsibility. This way practical experience is reinforced with weeks and months of formal training throughout the individual's career and additional experience is gained by being active at he “front-line” which differs in war and peace times. . The “front-line” is where a person learns to manage interactions, experiences, and conflicts, and learn how to balance the needs of the mission versus the needs of the individual. Those officers and non-commissioned officers who fail to advance must exit the military. The military model of leadership development may not be perfect, but remains unequalled by any other organization.

Rob Spiegel, robspiegel@comcast.net, in his article titled “What Does It Take to Run a Business?” lists the following as ingredients to succeed in a business start-up. They include:

Keep your living costs and overheads low.

Find something you really, really like doing – you’re going to have to do it a lot, and you’re going to have to do it at weird hours, and if you have family, you’re going to have to do it while they’re around.

Get some luck somewhere, prayer helps.

Ignore your former bosses.

Don’t quit trying.

According to Arthur Kohler, Copyright ©1995- 2003 CNET Networks, Inc. http://www.techrepublic.com/ a business plan is a living document that is dynamic and has to change over time. He advises aspiring entrepreneurs to have a clear vision of what the business is going to look like three or four years. You should also spend some time thinking about your exit strategy from wherever you are now. He is of the view that “If you haven’t thought about your exit strategy, you’re already behind because that needs to be considered on day one,” Kohler says. “I believe there are only two reasons for going into business for yourself: freedom and to create value.”

Create value for your business every day. Many entrepreneurs spend far too much time working in their business rather than on their business. However, it’s considerably more profitable to work on your business.

Back to the Business Plan: Return to your business plan when you become enslaved in your company. Figure out why. You may have intended your business to free you, but instead it’s ensnared you. Go back to your business plan, and ask yourself not only how well you respond to competitors and the market, but where you want to go from here. A plan should be reactive and proactive.

Do your research: Example: A woman in the USA bought a church on somewhat of a whim. Now she is in business providing catering for weddings right in the church. Based on Kohler’s advice the lady researched into the five or six largest functioning restaurants and hotels in her area and investigated their amenities. She followed this up by looking up the number of marriage licenses taken out in the previous year. The lesson here is that you should check into your competition and volume, and adjust accordingly.

A good business plan also eliminates risk. The clearer your vision, the better your chances for success. In addition, a strong business plan can attract good management as an effective recruiting tool.

Building Leadership Skills: Use your business plan as a tool for building leadership skills. Following are two traits of effective leaders and how an effective business plan can help to reinforce them:

1. Admit to mistakes, and don’t be afraid to make them. A small-business person has to be a leader in their domain, and if they can’t acquire leadership skills, they had better find someone to run their business for them.

2. Solicit feedback. Many entrepreneurs don’t want to hear feedback, but good leaders aren’t afraid of it. Get a review board - an informal group of advisers who are willing to tell you when you’re on the wrong track. You aren’t a manager anymore. Manager’s deal with processes; leaders deal with vision and people.

3 Use your business plan as a leadership tool to incorporate ongoing improvements in your company.

According to Shannon T. Kalvar in his July 7, 2003 article titled “Understand and use your informal leadership role” he surmises that an organizational chart shows the formal leadership roles in an organisation. However, many managers fail to realize is that there is another, complementary, leadership model that exists between the lines in an organizational chart which is the informal structure.

The formal structure comes from the job titles, financial responsibilities, and lines of authority that make up the legal structure of the company. While the informal structure stems from the way those individuals organize themselves in social groups. The informal structure may be partially dependent on the formal structure, but it also incorporates elements of personal influence, social skills, various forms of leadership, and the trading of favours.

Sometimes, IT leaders focus so much on the formal structure of the company that they lose out on informal leadership. This means that although they have the power to do what they want, they lack the influence and respect to make changes happen more productively on the informal level. In effect, they become agents of stress, changing people's formal responsibilities without being able to alter what the rest of the organization expects from them.

Human groups generally have two kinds of leaders:

Task leaders: These people plan out the activities and make sure the group stays busy at its chosen task. They typically know a great deal about whatever the group is involved with. Some ICT based leadership tools include: best practice, discussion planning, quotes generators, articles, surveys, checklists, agendas, activities and workshops, resources, manipulation of data into information by ICT tools. All the enumerated tools are usually available in an electronic “e” format.

Social leaders: These people make sure that everyone is okay with the group as a social entity. They pay attention to interpersonal relationships, defuse potentially dangerous confrontations, and keep the group on track. Most social leaders enjoy the people they are with more than the task they do. Modern social leaders use ICT to research general information a freely pass same onto their colleagues.

While some managers may not see the “social” leaders in their organisations and will therefore not be able to tap into and utilise such “social” leaders. Most often team members just want someone to talk to them. They needed to hear, logically, why achieving a given task goal helped them to achieve the overall goals of the project and therefore the company. Giving commands and expecting people to live up to their responsibilities may work formally, but it doesn't account for how people think.

When a manager abdicates his informal leadership roles they effectively paralyzed the team. Understanding this distinction between formal and informal roles gives us a powerful tool to help our teams. Rather than despairing when a team starts to drift, IT managers can ensure that the two basic roles are filled. If they're not, managers can take steps to either fill the roles themselves or assign team members who can. This strategy also allows us to step back from the threat of one of our employees taking over "our" leadership position, showing us both why it happens and what that person is trying to achieve in a sociological sense.

According to Stever Robbins, the President of Leadership Decisionworks, Inc., in his 2003-4, article titled “A Tribute to Ignorance: Your Greatest Leadership Tool” he argues that Ignorance frees you to move, because when you purposely put yourself outside your realm of expertise, your full creativity can come out to tackle the problem at hand. However, if you happen to fail miserably, rather than collapsing in a gutter and living a life of utter desolation, you can use the situation as a learning opportunity and move on. Overconfidence like sped can kill an organisation. The effects of the words “I don’t know” include:

Saving us from over-confidence. When you know you’re in uncharted territory, you know to expect the unexpected and therefore learn from it.

Makes us humble and gets our ego out of the way, thus making room for other people and their ideas.

Appendix II

Total Quality Management (TQM) -

1. A term initially coined by the Naval Air Systems Command to describe its Japanese-style management approach to quality improvement. Since then, total quality management (TQM) has taken on many meanings. Simply put, TQM is a management approach to long-term success through customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services, and the culture organization members and society. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Feigenbaum, Kaoru Ishikawa, and J. M. Juran.

2. Total quality management is the management approach of an organization, centred on quality, based on the participation of all of its members and aiming at long-term success through customer satisfaction and benefits to all members of the organization and to society.
(Source: ANSI/ISO/ASQ A8402-1994. Quality Management and Quality Assurance--Vocabulary)

3. A term for the philosophy and principles that guide a continuously improving organization. It is the application of quantitative methods and human resources to improve the material and services supplied to an organization, the processes within an organization, and the degree to which the needs of the customer are met.