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Session 9 Leadership and Change

Session 9 Leadership and Change. Agenda Session 9. Guest Speaker - Wally Pfeiffer,Managing Change Overview of Leadership and Change Reminder - Last Session 10 Student Presentations – 3.5 hours 5:30 pm til 9pm

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Session 9 Leadership and Change

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  1. Session 9 Leadership and Change

  2. AgendaSession 9 • Guest Speaker - Wally Pfeiffer,Managing Change • Overview of Leadership and Change • Reminder - Last Session 10 • Student Presentations – 3.5 hours 5:30 pm til 9pm • Smithers, High Speed- Low Drag, Falcons, Nsync, Monkeys, Seekers, Bellissimo, Immigrants • Each team has 20 minutes • Plus, 5 minutes for Q &A

  3. LEADERSHIP IS AN ORCHESTRATION

  4. Top Line/Bottom Line Paradox • Profits represent bottom line and include finance, marketing, engineering, and manufacturing • Top line represented by total sales and include values, morale, communication, etc. • Assess how well your organization is handling this paradox and capacity for “hard” and “soft” leadership

  5. Leadership Style • Effective use of different leadership styles (samples) • Manage Vs Lead Polarity • Use of peers to manage perceived “weaknesses” (i.e. introversion)

  6. People Process: Managing and Leading Managing Leading Stability-oriented Continuity Compliance Technically oriented Position of authority Prosperity Change oriented Improvement Commitment Diagnostic oriented Influence oriented Uncertainty + - Follow rules blindly Resists changes Misses opportunities No stability No guiding rules Chaos

  7. Where have we erred? • Edward Schein, renowned change management expert, states that “we have erred in oversimplifying and over generalizing” • Bureaucratic restraints • Many experts claim that the most effective frame of reference is that provided by science and systems theory

  8. Just what is Systems Theory? • The systems approach examines the impact of the parts or subsystems in terms of a series of interrelated and interdependent parts that interplay with and impact the whole, • Healthy organizations exhibit subsystems that effectively interact with each other. One subsystem cannot be overemphasized at the expense of the other.

  9. Overview of Jack Welch’s Leadership Model • CEO of GE, Jack Welch, identified 4 goals for his “Work Out Program” 1) Building Trust 2) Eliminate unnecessary work 3) Empowerment 4) Create boundarylessness

  10. Current Leadership Challenges • Critical need exists to improve diagnostic skills and development of appropriate change strategies • Creation of emotional energy to promote competitive advantage

  11. Current Leadership Challenges • High levels of positive emotional energy lead to faster cycle times, higher quality, lower costs, and ability to continuously transform • Ideas provide the fuel • Embrace change as an opportunity rather than barrier to success

  12. Attributes of Leaders “What are the common characteristics of our best leaders?

  13. Honest Competent Forward-looking Inspiring Intelligent Fair-minded Imaginative Courageous Mature Self-controlled Characteristics of Superior Leaders AMA, Federal Executive Institute Alumni Association and Santa Clara University Study

  14. Take away assignment • Identify a characteristic on the superior leaders list that you want to focus in on. • Write it on a large card. • Put it on your desk. • Begin applying it every day.

  15. Transformational Leaders • Jack Welch’s, CEO GE, Six Rules • Control your own destiny, or someone else will. • Face reality as it is, not as it was or as you wish it were. • Be candid with everyone • Don’t manage, lead. • Change before you have to. • If you don’t have a competitive advantage, don’t compete.

  16. Transformational Leaders Need: • Perception & insight • Motivation & skill (unfreezing) • Emotional strength (absorb anxiety) • Ability to change cultural assumptions • Create involvement & participation • Depth of vision

  17. Paradoxes of Transformation • Forces of stability vs. forces of change • Tension between denial and acceptance of reality • Struggle between fear and hope • Struggle between the manager and the leader

  18. Leadership and Change • Discussion Questions: • Given the culture of your organization(s), what strategies or programs have been used to inspire trust, empowerment, and shared authority? Have they been successful? Why or Why not? • What role has leadership played in these efforts? • What prevents your organization from fully adopting Jack Welch’s “Work Out” goals?

  19. Building a Coalition • Find the right people • Requires strong position power, broad expertise, and high credibility • Requires strong leadership and management skills • Create Trust • Through carefully planned off-site events • Through lots of talk and joint activities • Develop a common goal • Sensible to the head • Appealing to the heart

  20. Genius…means little more than the faculty of perceiving in an unhabitual way. William James

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