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Change Dan Archer

Change Dan Archer. HARD HAT. SOFT HAT. CONTRACTORISATION. WAR FIGHTER FIRST. DTR & DLC 2001/2. ACS 1997. ETHOS & CORE VALUES 2000. MFTS 1999. RAFD 2003. Developing Excellence in Leadership 2003. RAFLC 2003. FDC 2004. ROAD 2006. RTS & IOT 2002-4. OPERATIONS.

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Change Dan Archer

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  1. Change Dan Archer

  2. HARD HAT

  3. SOFT HAT

  4. CONTRACTORISATION WAR FIGHTER FIRST DTR & DLC 2001/2 ACS 1997 ETHOS & CORE VALUES 2000 MFTS 1999 RAFD 2003 Developing Excellence in Leadership 2003 RAFLC 2003 FDC 2004 ROAD 2006 RTS & IOT 2002-4 OPERATIONS

  5. Leading People Through Change • Knowledge • Skills • Attitudes • Habits • (KASH) • An emotional journey Exploitation Denial Sabotage Acceptance

  6. The Change Curve

  7. Change – the analysis- know where the truth is in the organisation Modified from DSAT & Leadership Development – Best Practice Guide for Organisations CEML

  8. Cultural Web

  9. QUESTIONS

  10. LOOKING INTO THE FUTUREPESTLE ANALYSIS

  11. LEADERSHIP CADETS

  12. I’M IN CHARGE

  13. RELATIONSHIPS

  14. Military minded and of a courageous and determined fighting spirit Mentally agile and physically robust Politically and globally astute Technologically minded Capable of understanding and managing inter-personal relations (Emotional Intelligence) Flexible, adaptable and responsive Willing to take risks Able to handle ambiguity Tomorrow’s Officer should aspire to be

  15. The Leadership Balance Control Leadership “Action Centred” philosophy Empowering Leadership “Mission Command” philosophy How to think rather than what to think

  16. EMPOWERMENT

  17. VISION FORORGANISATIONAL DEVELOPMENT • Improve standardization • Ability to relate with airmen/Non commissioned officers (NCOs) • See NCOs as generalists • Empowering culture • Decoupling training and assessment

  18. Specialist Training Teams Squadron Personnel Flight Lieutenant as Flight Commander SNCO Deputy Leadership Support and Coaching team Training Support & Standards Similar Administrative Training and Support Organisation Military Skills Training Team (RAF Regiment) Academic Dept Operational Studies Academics Individual Tutors Defence Studies Physical Education Specialist Courses SERE (Specialist Entrants And Re-entrant) Additional trg

  19. LEADING CHANGE Find the right people • Position, expertise, credibility • Leadership & management skills Create trust Develop a common goal Sensible, appealing Establish a sense of urgency Management is not leadership Leadership creates: • Vision • Strategies Management creates: • Plans • Budgets Create the guiding coalition Develop the vision & strategy • Communicate a sensible vision & strategy • Make structures & systems compatible with the strategy • Provide the training employees need • Confront those who under-cut needed change Communicate the change vision Empower employees for broad-based action Transformation succeeds then faltes Successful transformation Generate short term wins LEADERSHIP Consolidate gains & produce more change No change Short term change achieved but not major transformation • Provide evidence that sacrifices are worth it • Reward change agents to build morale and motivation • Use feedback to fine tune strategy and plans • Undermine cynics • Keep chain of command on board • Build momentum Anchor new approaches in the culture • Comes last, not first • Depends on results • Requires a lot of talk • May involve staff turnover • Makes decisions on succession critical MANAGEMENT

  20. Tinkerbell and last man standing

  21. It is a great if stressful technique, of questionable morality; I like to think of it not as lying but of telling ‘future truths’

  22. REAL CHANGE INVOLVES EMOTION AND ANXIETY

  23. KNOW THE TRUTH

  24. KNOW WHERE YOU ARE GOING AND WHY

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