1445 lines
105 KiB
Text
1445 lines
105 KiB
Text
<!DOCTYPE html>
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<html lang="en" dir="ltr" prefix="content: http://purl.org/rss/1.0/modules/content/ dc: http://purl.org/dc/terms/ foaf: http://xmlns.com/foaf/0.1/ og: http://ogp.me/ns# rdfs: http://www.w3.org/2000/01/rdf-schema# schema: http://schema.org/ sioc: http://rdfs.org/sioc/ns# sioct: http://rdfs.org/sioc/types# skos: http://www.w3.org/2004/02/skos/core# xsd: http://www.w3.org/2001/XMLSchema# ">
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<head>
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<h1 class="nist-page__title">The Baldrige Guide to Overcoming Poor Leadership</h1>
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<div class="daterange"><time datetime="2015-11-24T12:00:00Z">November 24, 2015</time>
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<span>By: </span>
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<a href="/blogs/blogrige/authors/dawn-bailey" hreflang="en">Dawn Bailey</a>
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<p>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. And if you search for "corporate greed," you can find editorials from all industries across the U.S. economy, including in the health care and nonprofit worlds.</p>
|
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<p>In many of these cases, it's brand-name businesses behind the scandals/recalls. Are these simply cases of the corporate greed of senior leaders and their questionable ethical decisions? Could leadership itself be at fault?</p>
|
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|
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<p>Leadership is paramount in the <a href="https://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm" target="_blank"><em>Baldrige Excellence Framework</em> and its Criteria</a>; the leadership category can be summarized as asking how senior leaders’ personal actions and the governance system guide and sustain the organization. The Baldrige core values also have a distinct focus on leadership, especially in the core values of visionary leadership, ethics and transparency, focus on success, societal responsibility, valuing people, management by fact, and managing for innovation. These core values are the beliefs and behaviors embedded in high-performing organizations.</p>
|
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<p>In the concept of an organization’s ongoing success, taking intelligent risks is also included in the Leadership category. Intelligent risks are opportunities for which the potential gain outweighs the potential harm or loss to an organization’s future success. One might wonder if some of the decisions made by leaders come out of thoughtful and measured intelligent risk, guidance for which can also be found in the Baldrige framework, but others might wonder if some decisions are made purely for the potential profits.</p>
|
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<p>When it comes to our leaders, Jeffrey Pfeffer, a professor at Stanford Graduate School of Business, writes in his book, <em>Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time</em>, that although many of us would like our leaders to exhibit attributes such as authenticity, modesty, transparency, truthfulness, and benevolence, the reality is that some of the most successful business leaders actually exhibit other characteristics: narcissism/dominance, self-promotion/energy, self-aggrandizement/confidence, and self-confidence/charisma--traits that have often proven to be instrumental in building and promoting a brand.</p>
|
||
|
||
<p>However, these latter traits often lead to decisions that don't last--or recalls and costly decisions both for the business and the people it impacts. When there are questionable values of visionary leadership, ethics and transparency, societal responsibility, and the valuing of people, among other core values, can leaders really lead their organizations into a sustainable future?</p>
|
||
|
||
<p>Of course, no business path is guaranteed, but the Baldrige Excellence Framework does provide a guide. Think about some of the leaders and the alleged examples of corporate greed in the news. Now consider the thoughtful questions in the framework, for example, for the following categories:</p>
|
||
|
||
<p>Category 3 asks how you engage customers for long‐term marketplace success, including how you listen to the voice of the customer, build customer relationships, and use customer information to improve and to identify opportunities for innovation.</p>
|
||
|
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<p>Do some of the leaders that we read about really listen to their customers and build relationships? How? (These leaders might learn something from reading about the innovative ways that <a href="https://www.nist.gov/baldrige/award-recipients" target="_blank">Baldrige Award recipients</a> accomplish these tasks.)</p>
|
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<p>Category 4, the “brain center” of the Criteria, covers the alignment of operations with strategic objectives. It is the main point within the Criteria for all key information on effectively measuring, analyzing, and improving performance and managing organizational knowledge to drive improvement, innovation, and organizational competitiveness. Knowledge of such data and information would be instrumental in making intelligent risks.</p>
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<p>Category 6 asks how you focus on your organization’s work, product design and delivery, innovation, and operational effectiveness to achieve organizational success now and in the future.</p>
|
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<p>Could leaders learn from considering the questions in these categories, as well as the other Criteria categories? Of course! The Baldrige Excellence Framework provides a road map. Now leaders, with all of their traits (the traits of narcissism/dominance, self-promotion/energy, self-aggrandizement/confidence, and self-confidence/charisma may be good or bad depending on your perspective) just need to consider the answers to the Criteria questions to ensure that their leadership is appropriate for their industries, their challenges, and their people (the Criteria are not prescriptive).</p>
|
||
|
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<p>With the Criteria as a guide, they can then move their organizations forward toward sustainability--and hopefully regain some of the customer confidence that can so easily be lost.</p>
|
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<a href="/blogrige-categories/award-recipients" hreflang="en">Award Recipients</a>, <a href="/blogrige-categories/baldrige-excellence-framework-criteria" hreflang="en">Baldrige Excellence Framework (Criteria)</a> and <a href="/blogrige-categories/community" hreflang="en">Community</a></div>
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<h2
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class="nist-block__title"
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>About the author</h2>
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<article
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about="/blogs/blogrige/authors/dawn-bailey" class="nist-teaser"
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>
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<div class="nist-teaser__image">
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<div class="entity-reference"> <a href="/blogs/blogrige/authors/dawn-bailey" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2019/12/18/IMG_2952.JPG?itok=-PWaG3HO" width="100" height="85" alt="Dawn Bailey" typeof="foaf:Image" />
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|
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/authors/dawn-bailey"><span>Dawn Bailey</span>
|
||
</a></h3>
|
||
|
||
</header>
|
||
<div class="nist-teaser__content">
|
||
<div class="text-with-summary"><p><span>Dawn Bailey is a writer/editor for the Baldrige Program and involved in all aspects of communications, from leading the Baldrige Executive Fellows program to managing the direction of case studies, social media efforts, and assessment teams. She has more than 25 years of experience, 18 years at the Baldrige Program. Her background is in English and journalism, with degrees from the University of Connecticut and an advanced degree from George Mason University.</span></p></div>
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>Related posts</h2>
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<div><div class="js-view-dom-id-57b83995cd1bdbbc0d327932fc2fa6df8bd0cfb8c475237e3bc00968f531cd5a">
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about="/blogs/blogrige/100-satisfaction-guaranteed" class="nist-teaser"
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<div class="entity-reference"> <a href="/blogs/blogrige/100-satisfaction-guaranteed" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/02/06/Satisfaction-Guaranteed.jpg?itok=ThnLiBh5" width="100" height="63" alt="A home with hurricane shutters next to a ladder." typeof="foaf:Image" />
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/100-satisfaction-guaranteed"><span>100% Satisfaction Guaranteed</span>
|
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</a></h3>
|
||
<div class="nist-teaser__date">
|
||
<div class="daterange"><time datetime="2025-02-18T12:00:00Z">February 18, 2025</time>
|
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</div>
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</div>
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||
|
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</header>
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||
<div class="nist-teaser__content">
|
||
<div class="text-with-summary"> 100% satisfaction guaranteed. A simple statement. Easy to understand. But…. My story begins with Hurricane Milton, one of two tragic hurricanes to hit the west
|
||
|
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</div>
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</div>
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<article
|
||
about="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner" class="nist-teaser"
|
||
>
|
||
<div class="nist-teaser__image">
|
||
<div class="entity-reference"> <a href="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/01/07/More-Reasons-to-Apply-to-Be-2025-Examiner.jpg?itok=ot0YShWL" width="100" height="63" alt="Why Apply to be a 2025 Baldrige Examiner showing a man holding an iPad displaying the online application." typeof="foaf:Image" />
|
||
|
||
</a>
|
||
</div>
|
||
|
||
</div>
|
||
<div class="nist-teaser__content-wrapper">
|
||
<header>
|
||
<h3 class="nist-teaser__title"><a href="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner"><span>More Reasons to Apply to Be a 2025 Baldrige Examiner</span>
|
||
</a></h3>
|
||
<div class="nist-teaser__date">
|
||
<div class="daterange"><time datetime="2025-01-14T12:00:00Z">January 14, 2025</time>
|
||
</div>
|
||
|
||
</div>
|
||
|
||
</header>
|
||
<div class="nist-teaser__content">
|
||
<div class="text-with-summary"> In a blog last week, I provided a multitude of reasons to apply to be a 2025 Baldrige examiner®. The benefits of serving in this volunteer role were conveyed by
|
||
|
||
</div>
|
||
|
||
</div>
|
||
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|
||
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|
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|
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about="/blogs/blogrige/why-apply-be-2025-baldrige-examiner" class="nist-teaser"
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>
|
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<div class="nist-teaser__image">
|
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<div class="entity-reference"> <a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/01/07/Why-Apply-to-Be-2025-Examiner.jpg?itok=eCEy9jXg" width="100" height="63" alt="Why apply to become a Baldrige Examiner showing a woman holding an iPad with the examiner application on the screen." typeof="foaf:Image" />
|
||
|
||
</a>
|
||
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|
||
|
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|
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<div class="nist-teaser__content-wrapper">
|
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<header>
|
||
<h3 class="nist-teaser__title"><a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner"><span>Why Apply to Be a 2025 Baldrige Examiner?</span>
|
||
</a></h3>
|
||
<div class="nist-teaser__date">
|
||
<div class="daterange"><time datetime="2025-01-08T12:00:00Z">January 8, 2025</time>
|
||
</div>
|
||
|
||
</div>
|
||
|
||
</header>
|
||
<div class="nist-teaser__content">
|
||
<div class="text-with-summary"> IYKYK. * But if you don’t know why it’s beneficial to be a Baldrige examiner®, I invite you to find out what experienced Baldrige examiners have discovered
|
||
|
||
</div>
|
||
|
||
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|
||
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|
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|
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class="nist-block no-print"
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>
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<h2
|
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class="nist-block__title"
|
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>Comments</h2>
|
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|
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<section>
|
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|
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|
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<article data-comment-user-id="0" id="comment-17796" class="nist-comment js-comment">
|
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<footer class="nist-comment__info">
|
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<p class="submitted">
|
||
<span class="nist-comment__author"><span lang="" typeof="schema:Person" property="schema:name" datatype="">Barry Johnson</span></span>
|
||
on
|
||
<span class="nist-comment__date">November 24, 2015 10:46 AM</span>
|
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<mark class="hidden nist-comment__new" data-comment-timestamp="1448380007"></mark>
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||
</p>
|
||
|
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<div class="nist-comment__permalink"><a href="#comment-17796">Permalink</a></div>
|
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</footer>
|
||
|
||
<div class="nist-comment__content">
|
||
<div class="text-long">Dr. John Latham's "A Framework for Leading the Transformation to Performance Excellence," a two-part article ASQ's QMJ VOL. 20, NO. 3 (2013) does a good job of bridging the gap from Dr. Pfeffers' generalizations to integrating them into a Baldrige-based leadership model that he derived from interviews with past Baldrige recipients. His model is a little more complicated than the model of leadership in the BEF, but so is leadership.</div>
|
||
|
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|
||
|
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|
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<article data-comment-user-id="0" id="comment-17801" class="nist-comment js-comment">
|
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|
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<footer class="nist-comment__info">
|
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|
||
<span class="nist-comment__author"><span lang="" typeof="schema:Person" property="schema:name" datatype="">Dawn Bailey</span></span>
|
||
on
|
||
<span class="nist-comment__date">November 24, 2015 10:56 AM</span>
|
||
<mark class="hidden nist-comment__new" data-comment-timestamp="1448380597"></mark>
|
||
<span class="nist-comment__parent">| Replied to <a href="/comment/17796#comment-17796" class="permalink" rel="bookmark" hreflang="en"></a></span>
|
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|
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<div class="nist-comment__permalink"><a href="#comment-17801">Permalink</a></div>
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|
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|
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<div class="nist-comment__content">
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||
<div class="text-long">Thanks, Barry, for that reference.</div>
|
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|
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<ul class="links inline nist-comment__links">
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<a href="/comment/reply/node/1292851/comment_node_blog/17801">Reply</a></li></ul>
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<article data-comment-user-id="0" id="comment-17806" class="nist-comment js-comment">
|
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<footer class="nist-comment__info">
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<p class="submitted">
|
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<span class="nist-comment__author"><span lang="" typeof="schema:Person" property="schema:name" datatype="">Greg MAZZOTTA</span></span>
|
||
on
|
||
<span class="nist-comment__date">November 24, 2015 11:20 AM</span>
|
||
<mark class="hidden nist-comment__new" data-comment-timestamp="1448382054"></mark>
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</p>
|
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<div class="nist-comment__permalink"><a href="#comment-17806">Permalink</a></div>
|
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||
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||
|
||
<div class="nist-comment__content">
|
||
<div class="text-long">Thanks for posting and I concur that leadership is difficult. As we look forward
|
||
to the second hundred Baldrige (role model organizations) recipients and increased
|
||
participation for ASQ membership, access to best practices, case studies, related
|
||
resources may be shared.</div>
|
||
|
||
<ul class="links inline nist-comment__links">
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<article data-comment-user-id="0" id="comment-17811" class="nist-comment js-comment">
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<footer class="nist-comment__info">
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<p class="submitted">
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<span class="nist-comment__author"><span lang="" typeof="schema:Person" property="schema:name" datatype="">Lisa Dial</span></span>
|
||
on
|
||
<span class="nist-comment__date">November 24, 2015 12:23 PM</span>
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<mark class="hidden nist-comment__new" data-comment-timestamp="1448385805"></mark>
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</p>
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<div class="nist-comment__permalink"><a href="#comment-17811">Permalink</a></div>
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<div class="nist-comment__content">
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<div class="text-long">This is insightful. Thanks.</div>
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<a href="/comment/reply/node/1292851/comment_node_blog/17811">Reply</a></li></ul>
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