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 Smithers, High Speed- Low Drag, Falcons, Nsync, Monkeys, Seekers, Bellissimo, Immigrants Each team has 20 minutes –Plus, 5 minutes for Q &A

LEADERSHIP IS AN ORCHESTRATION

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

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

People Process: Managing and 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 ManagingLeading

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

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.

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

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

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

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

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

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.

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.

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

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

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?

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

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