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Rick Luce May 9, 2009

Topic 2 ： Transformational Leadership : 第二讲： 转型领导 C onfronting the Challenges of Leading Change 领导 「 转变 」面臨的 挑战. Rick Luce May 9, 2009. Leadership 领导. A few definitions : 关于领导的几种定义 ： Person who rules or guides or inspires others 领导 者 是管理或引导或激励他人 者

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Rick Luce May 9, 2009

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  1. Topic 2： Transformational Leadership: 第二讲：转型领导Confronting the Challenges ofLeading Change领导「转变」面臨的挑战 Rick Luce May 9, 2009

  2. Leadership领导 A few definitions: 关于领导的几种定义： Person who rules or guides or inspires others 领导者是管理或引导或激励他人者 Organizing collective effort in the pursuit of solving problems facing the group – requiring social problem solving 组织集体力量以解决圑队面对的问题 ─ 包含社会问题的解决 Leadership is distinct from management – it is a function of actions rather than position 领导有别于管理 ─ 其取决于行动而非姿态 Rick Luce, HKUL May 2009

  3. Leadership领导 There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new. Machiavelli, The Prince, 1532 没有比带头推行新事物更难入手、更需要胆量、或更难定断成败的事情，因为所有在旧制度下有表现者会成为改革者之敌人，而新制度下可能有表现者则只是改革者不冷不热的支持者。 Machiavelli, The Prince, 1532 Rick Luce, HKUL May 2009

  4. A few of my Principles:本人之一些理念 Leadership requires: 领导需要 • “walking the talk” 坐言起行 • Communicate openly 坦诚地沟通 • Encourage feedback, appreciate candor 鼓励意见反馈，欣赏坦诚的沟通 • Data trumps opinions 数据胜于舆论 Rick Luce, HKUL May 2009

  5. A few of my Principles:本人之一些理念 Leadership requires: 领导需要 • Pragmatism -- experiment – to find what works 讲求实际 ─尝试 ─找出最好的方法 • Substance trumps style 把事情做好比风格更重要 • At the end of the day it is about results 最后，结果是最重要的 • Humility and continuous learning 谦虚和不断继续学习 Rick Luce, HKUL May 2009

  6. Importance of Organizational Culture组织文化的重要性 Culture is the most important focal point for leaders 对领导者来说，文化是最重要的 Organizations that attempt strategic change without considering organizational culture greatly increase the risk failure 机构若试图改变策略而不考虑组织文化会大大增加失败的危机 When culture is not aligned with strategy, culture wins every time 若组织文化与策略不配合，文化的影响力要比策略的影响力大 “Culture eats strategy for breakfast – every day” 文化总是比策略更占上风 Rick Luce, HKUL May 2009

  7. Organizational Culture组织文化 Culture Impacts: 文化的影响 Employee engagement, recruitment, and retention 员工参与，招聘及保留员工 Customer satisfaction 顾客满意度 Personal performance 个人表现 Organizational performance 组织表现 Rick Luce, HKUL May 2009

  8. Organizational Culture组织文化 What impacts Culture: 影响文化的因素 • Mission, vision, values, goals • 使命、愿景、价值、目标 • Leadership and communication • 领导与沟通 • Performance appraisals and incentives • 表现评核与激励 • Resource allocation (people, space and funding) • 资源分配(人力、空间及经费) Rick Luce, HKUL May 2009

  9. Organizational Culture: What Does it Mean?组织文化：是甚么意思？ ? ? ? • Expected norms of behavior 人们心目中的行为规范 • Traditions, values, rituals, affiliations, how we do things to succeed 传统、价值、 仪式、 关系、 达至成功的做事方法 Rick Luce, HKUL May 2009

  10. Organizational Culture: What Does it Mean?组织文化：是甚么意思？ • 1954 Roger Bannister breaks 4:00 minute mile 1954年Roger Bannister 打破了4分钟跑完1里路的纪录 • Medical studies claimed the capacity of human lung made it impossible 医学研究声称人类的肺功能会限制此可能性 • Moving from impossible to possible 由不可能迈向可能 • 9 people broke 4:00 minutes in the next year 翌年9人打破了4分钟的纪录 • Influences what you believe is possible (fish in water) 文化会影响你相信甚么是有可能的(如鱼可在水中游) A clear link exists between culture and performance 文化与行为表现间存在着清晰的关系 Rick Luce, HKUL May 2009

  11. Teams in Peak Performance处于最佳表现状态的团队 • MQ ___ Meaning and goal of the team 道德智商 ___ 团队之意义和目标 • EQ ___ Emotional portion (trust, excitement) 情感商数 ___ 情感部分(信任、激励) • IQ ___ Structure – how we channel energy to get results 智力商数 ___ 组织 – 如何投放精力以获取结果 Rick Luce, HKUL May 2009

  12. Teams in Peak Performance处于最佳表现状态的团队 • Opposite is • aggressive • passive • defensive We are at least 2X more productive in peak experience. 在最佳状态时，我们的生产力至少会提高2倍。 What percent of your time is in peak? 你处于最佳状态的时间百分比是多少？ FLOW= Constructive Fight 战斗 Flight 逃跑 Freeze 原地不动 Rick Luce, HKUL May 2009

  13. Teams in the flow充满活力的团队 Rick Luce, HKUL May 2009

  14. Toward a Performance Culture趋向绩效文化 Findings from Jim Collins: Jim Collins的研究结果： Good to Great and Built to Last 《从优秀到卓越》與《基业长青》 54 highly successful companies studied 研究了54间非常成功的公司 of that group, 67% failed or struggling 当中有67%失败了或在挣扎中 Rick Luce, HKUL May 2009

  15. Toward a Performance Culture趋向绩效文化 What sets the best apart: 汰弱留强的因素： Flexibility 灵活性 Humility to continuously improve (we can be even better) 不断追求进步的谦虚作风(我们可以做得更好) Opposite humility is arrogance (good enough) arrogance is dangerous 与谦虚相反的是骄傲自大(已经够好了) 骄傲自大是危险的 Rick Luce, HKUL May 2009

  16. Toward a Performance Culture趋向绩效文化 Characteristics of a performance culture: 绩效文化的特色 Quality focus - humility to learn, process focus, customer focus 注重质量 ─ 抱谦虚的态度学习，注重过程，以顾客为先 Agility – quickly change direction 反应敏捷 ─ 可快速地改变方向 Creative conflict (vs. we are nice – we don’t challenge anyone) 有建设性的冲突(與大好人作风相反 ─ 我们不会挑战任何人) Rick Luce, HKUL May 2009

  17. Service Value Chain服务价值链 Leadership Behavior Employee Engagement Customer Satisfaction High Performance Organization Rick Luce, HKUL May 2009

  18. Exercise1研習一 Recall and visualize being on a team in peak performance 假设阁下身处最佳表现状态下之团队 • What conditions were in place? 有甚麼適合的條件 ？ • How did people behave as part of the team? 作为团队的一分子，队员如何表现？ • How did it feel to be part of the team? 作为团队的一分子，感受如何？ CREATE A LIST OF RESPONSES FOR EACH OF THESE QUESTIONS FOR YOUR TABLE. 请在表格上回应每一问题。 Rick Luce, HKUL May 2009

  19. Having Leadership Perspective具备领袖的远见 • Keeping and balancing 3 views • 保持及平衡3种观念 • What’s good for the whole organization • 对机构整体有甚么好处？ Rick Luce, HKUL May 2009v

  20. Having Leadership Perspective Keeping and balancing 3 views 1. What’s good for the whole organization 2. 1st person (me) in the moment 眼前对我个人的好处 Rick Luce, HKUL May 2009

  21. Having Leadership Perspective Keeping and balancing 3 views 1. What’s good for the whole organization 2. 1st person (me) in the moment 3. From the balcony– objective 3rd person 对其他人的好处 Rick Luce, HKUL May 2009

  22. 7 Typical Obstacles to Changing the Game改变游戏规则会遇到的7种典型障碍 • Comfort factor: “We are different, it won’t work for us” 安于现状：「我们与众不同，这种东西在我们这里是行不通的。」 • Press of current business (too busy) 日常事务紧迫(太忙了) • Authoritarian behavior, fear & skepticism 独裁行为、恐惧、怀疑态度 • Failure to eliminate silos and think systems 未能破除本为主义，为整体利益着想 • It is very difficult to integrate a “system” all at once, requires long view 要一下子融合整个系统是非常困难的，这需要长时间的努力 Rick Luce, HKUL May 2009

  23. 7 Typical Obstacles to Changing the Game改变游戏规则会遇到的7种典型障碍 • Inability to take significant risks 没有承担重大风险的能力 • Failure to change rewards and feedback systems 未能成功地改变奖赏及意见反馈制度 • Lack of vision and/or lack of top management commitment 缺乏远见和/或缺乏高级管理层的承诺 Rick Luce, HKUL May 2009

  24. Some Lessons to Lead Change关于领导转变的一些经验 • Establish a sense of urgency 建立迫设感 • Complacency kills change 骄傲自满会扼杀转变的机会 • Develop a compelling vision and strategy 订立激励人心的愿景和策略 • Don’tunderestimate the power of vision 不要低估愿景的力量 • Communicate the change vision 就转变的愿景与员工沟通 Rick Luce, HKUL May 2009

  25. Some Lessons to Lead Change关于领导转变的一些经验 Most under-communicate the vision by factor of 10 or 100 有1/10 或1/100的愿景没有得到充分的沟通 See: Leading Change – Kotter See:The Leadership Challenge - Kouzes & Posner Rick Luce, HKUL May 2009

  26. Commitments of Leadership领导的承诺 • Challenge the process 挑战现行方法 • Seek challenging opportunities to change, grow, learn 寻找有挑战性的机会追求改变，带动成长，学习提升 • Inspire a Shared Vision 灌注共同的愿景 • Envision an uplifting future, enlist others 展望美好的将来，启发他人以满足共同愿望 Rick Luce, HKUL May 2009

  27. Commitments of Leadership领导的承诺 • Foster collaboration – enable others to act 培养合作精神 ─ 容许他人参与 • Strengthen people - give power away & build trust 强化员工队伍 ─ 授权予员工并建立互信 • Recognize individual contributions 赏识员工之贡献 • Model the way - live shared values 以身作则 ─ 实践共同价值观 • Build ownership by giving over the creation process to those charged with implementation 授权予员工设计如何执行项目 Rick Luce, HKUL May 2009

  28. Employee buy-in = 2-6-2员工支持 Even in the best organizations: 即使在最佳的机构内： 2 are fired up 2名是热心者 6 go along 6 名不热心者 2 never get on board 2名反对者 Rick Luce, HKUL May 2009

  29. 7% early adoptors 6% change agents 13% active resistance Employee buy-in = 2-6-2 But 20% can drive 80% of improvement20%的热心员工会推动其余80%的员工进步 43% Buy-in if no risk, norm creates change pressure 38% Show me, want to be winners Rick Luce, HKUL May 2009

  30. Customers Sponsors Executive management walk in their shoes Staff Processes Free up to do great work what have we done for them..today How do you change what you don’t know My Leadership Compass 我的领导指南针 Vision Rick Luce, HKUL May 2009

  31. Facing up to the future面对将来 To thrive in a world of accelerating change:  在快速变化的社会中求存： • Ask and answer dangerous questions 勇于提问及回答敏感问题 • What actions can you take to be an enemy of entropy? 你可做甚么令自己与众不同？ The real act of discovery consists not in finding new lands but in seeing with new eyes. Proust 真正的发现并非指发现新大陆而是指用不同的眼光看事情。 Rick Luce, HKUL May 2009

  32. Facing up to the future • Actively question and redefine your role 积极提出疑问并重新定义自己的角色 • Continuously seek customer understanding • How technology will influence user behavior / expectations? 科技如何影响读者行为或期望？ • Focus on making continuous renewal an integral part of your organization / unit / team 集中精力，使不断转变成为贵机构/单位/团队的一个重要部分 • Move from being custodians of information to catalysts for renewal 从讯息管理者到推动转变者 Rick Luce, HKUL May 2009

  33. Be the change you want 致力追求你需要的转变 Success is your own fault -- be focused 如何转变取决于你自己 ─请勿掉以轻心 Different isn't always better, but better is always different 与众不同并不总是较好的，但较好的总是与众不同 Rick Luce, HKUL May 2009

  34. Exercise 2研習二 Identify your leadership compass, what drives you? 找出你的领导指南针，甚么推动着你？ What are the major obstacles in leading change for you at home? (HOME = YOUR WORKPLACE??) 在你工作的地方领导转变时遇到的主要障碍是甚么？ How will you attack these challenges 你怎样应付这些挑战？ COMPARE THE VARIOUS RESPONSES AT YOUR TABLE.  IS THERE A COMMON THREAD OF STRATEGIES?  DEVELOP A TEAM RESPONSE 比较你表上之各种回应。可找到策略上的共同线索？ 请以小组回应。 Rick Luce, HKUL May 2009

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