Effective Leadership, Change cycles

• understand the full complexity of organizations,

• adopt appropriate tactics, and

• apply appropriate tools to attain critical organizational and professional goals.

  → initiate effective CHANGE

• the strategic perspective,

• the political perspective, and

• the cultural perspective.

Example: You as a leader will be confronted with having to take (too) many decisions.

1. Strategic Perspective

   • → structural problem

   • → can be solved by changing the design of the

     organization.

   • In the course of doing this you’ll be acting as the architect of the organization.

2. Political Perspective

   • The problem plaguing your unit or organization may be that decisions are not implemented because of contradictory sets of interests.

   • In this case you have to address issues of power, politics, and influence,

   • and act as a politician.

3. Cultural Perspective

   • Finally, you may be confronted with difficulties in implementing decisions because the assumptions that your coworkers hold about the work and the organization do not coincide with yours.

   • In this case you will need to understand and take into account subtle cultural issues

   • and act as an anthropologist.

Organizational Development is the process of improving organizations by achieving

• greater effectiveness (on organizational and/or employee level)

• increased productivity

• improved quality.

• planned change

• creation and reinforcement of change

• strategy, structure and processes

• improving overall organizational effectiveness

1. Motivating Change

• creating readiness for change

• overcoming resistance to change

2. Creating a Vision

• vision/mission

• valued outcomes

• valued conditions – milestones

3. Developing Political Support

• assessing power of change agent

• identifying key stakeholders

• influencing stakeholders

4. Managing the Transition

• activity planning

• commtment planning

• management structures

5. Sustaining Momentum

• providing ressources for change

• buliding a support system for change agents

• developing new competencies and skills

• reinforcing new behaviors

Board of Directors, CEOs, VPs

During changes in corporate strategy, mission, leadership, technology or organization structure

Middle Managers

Within specific areas or across functions to identify sources of conflict and barriers to performance, or help build a broader vision and more effective leadership

First Line Supervisors

To improve operations and employee involvement, establish high involvement work teams, improve organizational communication, develop supervisory training or new reward systems

Line Workers

To facilitate job redesign improved performance, teambuilding or improvement in the work environment

• micromanaging

• decisions don’t stick

• Performance Gaps

• Conflicts

• Low Morale

• Strat. Analysis Internal ->7-S Framework, …

• Strat. Analysis External -> Porter 5-Forces, …

• Analyses Combined -> SWOT

• Strategic Analysis (internal/external).

• Are there any previously set goals that we have

  not achieved? If yes, which and why?

• What changes have occurred since we implemented our last plan?

• What social, economic, political trends are impacting us?.....

  .....to our advantage? .....to our disadvantage?

• Who are our current stakeholders?

• Do we know their expectations? How well are we

  meeting them?

• How would we define our current capacity for growth/development?

• What would our firm look like in x years if we were best in the delivery of...?

• How are we adding value in support of the overall mission?

• What will our stakeholders be expecting from us, and how will we be meeting those expectations?

• What will be the core values that we have preserved?

• What will we be doing differently? More of...? Less of...?

• Coherence in Strategic Direction

  • Company Vision

    -> future picture(!)of the company

    -> highly emotional

    -> massively inspiring

    -> polarizing

  • “A Team needs a Dream.” → Employees identify themselves with the vision

  • Mission statements

    -> Purpose of the company

    -> Basis of competition and competitive advantages

    -> “why are we best suited to actually reach the vision”

    
    

• Based on our aim for the future, our stakeholder knowledge, and the internal and external environment, what is strategically important to improve?

• What are the significant (few) processes that should be targeted for improvement that will give us the greatest leverage?

• Who are the process owners?

• Who should be involved in the redesign?

  (individual/team)

• What is our implementation strategy?

• What is strategy? (Michael E. Porter)

  • Strategy is the creation of a unique and valuable position, involving a different set of activities.

  • Strategy requires you to make trade-offs in competing — to choose what not to do.

  • Strategy involves creating “fit” among a company’s activities.

  • Peter Drucker: Strategy is about knowing where your company is today, where you want to take it, and how you are going to get there.

• What are the gaps between where we are now and where we want to be?

• What is our approach for closing these gaps?

• What budgetary and other resources will we need to close the gap?

• What are we currently measuring? What does the data tell us about how we are currently performing?

• What would great performance look like? Who are our benchmarks?

• How do our measures map to our goals and to our stakeholders’ expectations?

• Are there measures we should add/measures we should delete?

1. Uninformed Optimism

   – At beginning of change effort

   – Believe everything will go as planned

2. Informed Pessimism

   – Begin to learn difficulties, doubt and concern

3. Hopeful Realism

   – Visible progress and support is received

4. Informed Optimism

   – Confidence is built as completion nears

5. Completion

   – Satisfaction of succeeding and reaching objective

1. Immobilisation

2. Minimisation

3. Depression

4. Acceptance/letting go

5. Testing out:

6. Search for meaning

7. Internalisation

As rumours of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing.

As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them.

As reality begins to dawn, staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation.

The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage.

Individuals begin to interact with the change, they start to ask questions to see how they might work with the change.

Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise.

The change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self-esteem.

1. Analyze the organization and its need for change

2. Create a shared vision and common direction

3. Separate from the past

4. Create a sense of urgency

5. Support a strong leaders role

6. Line up political sponsorship

7. Craft an implementation plan

8. Develop enabling structures

9. Communicate, involve people and be honest

10.Reinforce and institutionalize the change

1. Step: Create a Sense of Urgency

2. Step: Build a Guiding Coalition

3. Step: Form a Strategic Vision and Initiatives

4. Step: Enlist a Volunteer Army

5. Step: Enable Action by Removing Barriers

6. Step: Generate Short-Term Wins

7. Step: Sustain Acceleration

8. Step: Institute Change

1. Step: Create a Sense of Urgency

Craft and use a significant opportunity as a means for exciting people to sign up to change their organization.

2. Step: Build a Guiding Coalition

Assemble a group with the power and energy to lead and support a collaborative change effort.

3. Step: Form a Strategic Vision and Initiatives

Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision.

4. Step: Enlist a Volunteer Army

Raise a large force of people who are ready, willing and urgent to drive change.

5. Step: Enable Action by Removing Barriers

Remove obstacles to change, change systems or structures that pose threats to the achievement of the vision.

6. Step: Generate Short-Term Wins

Consistently produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results.

7. Step: Sustain Acceleration

Use increasing credibility to change systems, structures and policies that don’t align with the vision; hire, promote anddevelop employees who can implement the vision; reinvigorate the process with new projects, themes and volunteers.

8. Step: Institute Change

Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.

Management

• Coping with complexity

• Ensuring order and consistency

• Planning and budgeting

• Organizing and staffing to accomplish objectives

• Problem solving

Leadership

• Nurturing and delivering of change

• Setting the direction

• Developing and sharing a vision

• Aligning people

• Motivating and inspiring

“Leadership is the ability to influence others, with or without authority.”

• all successful endeavors are the result of human effort

• the ability to influence others is a derivation of

• Interpersonal Communications

• Conflict Management

• Problem solving

• i.e. Interpersonal Effectiveness

... is the capability of an individual to guide others competently

• three elements:

• Awareness

• Ability

• Commitment

• Psychology: Awareness is a state of consciousness.

Awareness is

• ... the ability to recognize situations in real time

• ... the ability to assess the impact of actions on situations and others

• ... the ability to be critically self-reflective

• ... a function of experience, communication and feedback

• ... is the power or capacity to do or act physically, mentally, legally, morally, financially, etc.

• ... is the competence in an activity or occupation because of one's skill, training, or other qualification

• examples:

  • Ability to communicate

  • Ability to resolve conflicts

  • Ability to solve problems and make decisions

• ... is a dedication to something

• ... is a promise to do or give something

• ... is a promise to be loyal to someone or something

• ... is the attitude of someone who works very hard to do or support something

1. Communication

2. Role model

3. Willingness to assume and share power

4. Inspiration

5. Recognize potential in people

6. Tolerate mistakes

7. Flexibility

8. Clear goals and expectations

9. Self-reflection

10.Authenticity

Leaders:

• Inspire Shared Vision

• Challenge the Process

• Enable Others to Act

• Model the Way

• Encourage the Heart