Professional Documents
Culture Documents
Knowledge Base
Portal Team Composition Mission Exploration phase Sample profiles Comprehensive profile Observation 1st Initiative 2nd Initiative Scale Definition Profile Gaps Whats Next?
Leadership is the lever through which dynamic change takes place Individuals, families, groups, communities, organizations and even nations owe their leadership for success or failure, prosperity or decline Neither individuals nor organizations deny the genuine role of their leadership profiles in shaping their life
Mohamed Abdel-Moity
LCE Industrial Director, Task force Champion.
Ahmed Aly
Mechanical Team Leader, Task force member.
Ayman Abdel-Aal
LCE Quarry manager, Task force Co-Champion
Mohamed Abdel-Ghaffar
IT Supervisor, Task force member
Mohamed El-Sayed
Procurement S.Manger, Task force Co-Champion
Waleed Abdel-Aal
Industrial Director office manager, Task force member and coordinator
Ahmed Abbas
Mobile Equipment workshop manager, Task force member
Ahmed El-Gabry
Training Section Head, Task Force member and coordinator
Ahmed El-Ashkar
LCE Production Manager, Task force member
Ahmed Mahmoud
Mechanical Team Leader, Task force member
LEAD THE CHANGE OF LCE LEADERSHIP AND MANAGEMENT STYLE THROUGH DEVELOPING AND IMPLEMENTING APPLICABLE TOOLS WHICH ASSESSING AND GUIDING THE LEADERSHIP PERFORMANCE WITHIN THE ORGANIZATION THAT COMPLIES WITH LAFARGE WAY
Decide on the desired leadership competency level of each position/job (Task force judgment) Perform gap analysis to measure current organizational leadership profile and compare it to desired level Identify and prioritize competencies according to its criticality to organizational situation. Develop .OOOOOPS
Sample Profiles
Comprehensive Profiles
4.14
3.25
3.35
3.35
3.68
2.00
1.00 0.00
Vision and Leading Driving For Customer Purpose People Results focus
3.07
2.71
1.11 0.54
1.00
1.08
1.18
3.50
3.00 2.50 Foreman Supervisor Group Leader Section Leader Engineer Senior Engineer Shift Leader Team Leader Senior Team Leader Process Leader Senior Process Leader Works Director Director 2.00 1.50 1.00 0.50 0.00
1.50
1.00 0.50 0.00
Engineer
Senior Engineer Shift Leader Team Leader Senior Team Leader Process Leader Senior Process Leader
One Category
One Category
One Category
2.50
2.00 1.50 1.00 0.50 0.00
Senior Engineer Shift Leader Team Leader Senior Team Leader Process Leader Senior Process Leader
One Category
Different positions and/or jobs can be classified into few categories which are
Top Management Middle Management First line management Professionals Supervisory levels
Leading People
In process
Customer Focus
Will be rephrased and revised after sample validation
Leading Change
In process
Scale Definitions
Interacts with Her/his team in setting, prioritizes and formulates clear and precise objectives. Provides support, communicates roles clearly, inspires accountability and emphasizes two way communication during execution of plans. Identifies her/his business KPI's, accordingly monitors and communicates her/his team performance and commits her/his team to trace performance through KPI's and EVM. Flexible, receptive, identifies bench marks, transfers know-how, commits her/his team to adopt and spread best practices. Demonstrates strong accountability, involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions and helps individuals control their performance.
Interacts with Her/his team in setting and prioritizes business objectives. Provides support, communicates roles clearly, inspires accountability. Identifies her/his business KPI's, accordingly monitors and communicates her/his team performance. Flexible, receptive, identifies bench marks, transfers know-how. Involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions and helps individuals control their performance. Interacts with Her/his team in setting business objectives. Provides support, communicates roles clearly. Identifies her/his business KPI's, accordingly monitors her/his team performance. Identifies bench marks, transfers know-how. Involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions. Sets business objectives alone without involvement of her/his team Facilitates implementation but does not communicate individual roles clearly. Monitors her/his team performance subjectively without visiting KPI's. Identifies bench marks, works individually and keep information without spreading it. Acts as a catalyst to resolve operational contradictions. Business objectives, targets are set to her/him Does not recognize KPI's and EVM relevant to his/her business. Works individually without involvement of her/his team. Follow up business performance subjectively. Interacts with Her/his team in setting, prioritizes and formulates clear and precise objectives. Provides support, communicates roles clearly, inspires accountability and emphasizes two way communication during execution of plans. Identifies her/his business KPI's, accordingly monitors and communicates her/his team performance and commits her/his team to trace performance through KPI's and EVM. Flexible, receptive, identifies bench marks, transfers know-how, commits her/his team to adopt and spread best practices. Demonstrates strong accountability, involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions and helps individuals control their performance.
Leading People
Customer Focus
Leading Change
5
4.5 4 3.5 3 2.5 2 1.5 1
Development path and best practices to move from level 1 to level 2 Development path and best practices to move from level 2 to level 3 Development path and best practices to move from level 3 to level 4 Development path and best practices to move from level 4 to level 5
0.5
0
Vision &Purpose Leading People Driving for Results Customer Focus Manging Change Integrity & Values
Plant capacity- Huge capacity leads to more workers, hence more controlled disciplines. Lack of outsource expertise- leads to increased manpower Non identical design of production lines- Leads to more operations complexity Drill knowledge in different areas in the plant- more expertise in specific field Multiple raw material resources (Limestone, Silty Clay, Kaolin, Basalt, Iron Ore, etc, 12 types) Physical plant layout- difficulty to troubleshoot problems through fully centralized teams Unstable business environment- Brain drain Finished product delivery network- Different customers, different product type, different distribution locations and about 86% of transportation is controlled by LCE.
Professionals
Change expert and improvement officer
Change expert, Manager coach, Focus on continuous improvement, Manage individual performance and monitor learning curves.
strategist
Develop matrix defining each management category and the desired level of leadership competency for each category Validate six competencies scale definition
January February 5th
Start testing of the matrix with selected sample regarding validity and applicability, and fine tune it to be ready for next phase
February 7th, 2012