1. How Leaders Lead and Effect Change Presented by: Mia Melanson Performance Consulting 508.650.0770 mia@performance-consulting.com ©Performance Consulting 2005

2. Leaders, Managers, and Change Agenda & Fundamental Questions zHow are leaders and managers different? zHow do leaders lead? zWhat is the new vision, and strategy to achieve the vision/change? How is it articulated? zCase study #1 zCase study #2 zHow is change received and accommodated? zEssential steps for effective change

3. Management versus Leadership Exercise: 1. Define leadership 2. In groups of 5-7, identify your activities in your role as help desk manager or supervisor. Which are leadership activities, which are management activities?

4. Leadership Effective leaders : zChallenge the process; they are innovators zInspire a shared vision; they focus on goals zEnable others to act; they are team builders zModel the way; they walk the talk zEncourage the heart with visible signs of support; they are advocates for their teams

5. Leadership versus Management Leaders: zInnovate zAsk what and why zDo the right thing zAre not afraid to engage conflict and work through it to accomplish change zInitiate transformations, endings, transitions, new beginnings Managers: z Implement z Ask how and when z Do things right z View conflict as counter- productive and prefer cooperation to accomplish procedures z Maintain order, consistency, harmony

6. Leadership Styles zCoercive zAuthoritative zAffiliative zDemocratic zPacesetting zCoaching

7. Coercive Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Demands immediate compliance z Drive to achieve, self- control, initiative z Crisis, turnaround, w/ problem employees z Negative

8. Authoritative Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Mobilizes people toward a vision z Empathy, change catalyst, confidence z When clear direction is needed, new vision needed z Most strongly positive

9. Affiliative Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Creates harmony, emotional bonds z Communication, empathy, relationships z Healing rifts in a team, motivating in stressful circumstances z Positive

10. Democratic Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Forges consensus through participation z Collaboration, team leadership, communication z Getting input input from valued employees, building buy-in z Positive

11. Pacesetting Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Sets high standards for performance z Drive to achieve, initiative, conscientiousness z Getting results from a highly motivated and competent team z Negative

12. Coaching Style of Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Develops people for the future z Empathy, self- awareness, developing others z Helping an employee improve performance, developing long-term relationships z Positive

13. Change Strategy Articulation Essential Processes Critical Metrics Strategic Objectives Vision, Mission, Values

14. Articulating Change Exercise: 1. Describe an organizational change that you’ve experienced. 2. In your groups, share your experiences. Then choose one scenario and write the key details that were or should have been articulated: vision, mission, values; strategic objectives; critical processes; metrics; new roles and responsibilities

15. Sample Strategy Map (©North Highland Co.) Vital Measures Customer Satisfaction Index Employee Satisfaction % Revenue Growth On-time General Product Release Time-to-Market for New Business Units % Revenue from New Business Units Critical Processes Manage the installation process Respond to customer Communicate with customer Provide products Set, manage, & document customer expectations and desires Develop business plan Identify and develop partnerships/alliances Educate employees on doing business internationally Develop local comp. presence Multi-lingual workforce Attract and hire Train and develop Evaluate, recognize, & reward Integrated communications Monitor and evaluate key products and services performance Market and sell Product development & business plan process Product life cycle management Build thru installation process Revision, warranty, maintenance, & service Develop services business plan Acquire knowledge resources to develop services Continuous education and training Market Differentiators Our People Call Handling Capabilities Online Support Customer Service Orientation Service Recovery Drivers Mission “We are a global, customer-focused sales and service team. We handle more customers than any other - in the world and strive to deliver: consistent, quality customer care, proactive and innovative services, enhanced service recovery, and increased revenue, through technology and informed, empowered employees.” Strategic Objectives Achieve an unparalleled level of customer satisfaction Develop a diverse and high-quality workforce Develop and deliver innovative technology solutions Increase revenue and profitability Serve as consultant on how to best support products and partners Maintain and promote a safe work environment Vision “We will be the global industry leader in sales and service by valuing our customers and employees and shareholders.” Values Value Employees, Customers and Shareholders Honesty, Integrity and Respect Inclusive, High-Performing Team Culture Safety Creating a Great Place to Work

16. Change Program for Improved Customer Care Company Background zAudio systems firm established in the 1960’s zComplex, technical products zResearch-driven company zIntention to provide “one call does it all” support zTwo support groups merged zPreferred employer in region

17. Change Program for Improved Customer Care Objectives zImprove service levels through reducing transfers zMake available more knowledgeable staff at first contact zMore efficiently utilize support personnel zProvide career path within customer support zUtilize supervisor/peer coach model

18. Change Program for Improved Customer Care Implementation z18 month roll-out beginning with formal presentation of strategy with follow-up meetings zObjectives & benefits clearly stated & publicized zDefinition of roles & responsibilities, job descriptions, specific examples zHiring profile defined, 13 new hires zTransition program implemented: train, train….

19. Change Program for Improved Customer Care Metrics zCustomer feedback/satisfaction survey zTeam acknowledgement of success zImproved morale, professionalism, knowledge Success Factors zMulti-level product & technical support specialist positions with identified objectives zRecognition program encouraging performance zOngoing training & coaching

20. Hindsight is 20/20 Additional Initiatives zMore effective coaching to assist with individual transition zMore aggressive employee termination / relocation plan zLonger roll-out plan zKey understanding that management and employees view change differently zAll in all, change initiative was successful

21. Situational Leadership: Enabling Others to Act zDirecting zCoaching zSupporting zDelegating

22. Situational Leadership: Enabling Others to Act Directing zLow competence zHigh motivation zNew hire Leader: zsets goals zidentifies roles zprovides specific direction Coaching z Higher competence z Lower motivation z Relatively new employee - new task Leader: z sets goals, plans z consults with team member for ideas

23. Situational Leadership: Enabling Others to Act Supporting zHigh competence zNeeds encouragement zExperienced analyst Leader: zCollaborates with team member to set goals zTeam member defines how zShared decision-making Delegating z High competence z High motivation z Team lead Leader: z Collaborates with team member to set goals z Team member is empowered to act, requests resources. input

24. Steps for Effectively Implementing Change zAnalyze your current business situation, identify the need for change and why zCreate a sense of urgency zAssemble a leadership team zEstablish a new vision and mission zDevelop strategies to achieve the vision zClearly communicate the vision, objectives and strategies to achieve them, use maps - visuals

25. Steps for Effectively Implementing Change zRedefine roles and responsibilities zGarner or provide necessary resources zTrain, train, train - enabling many to implement zAllow just enough time for success zPublicize and celebrate short-term wins zEvaluate at appropriate intervals zRedesign as necessary

26. Adopting to Change InnovatorsEarly MajorityLaggards Early AdoptersLate Majority

27. Accommodating Change shock denial & isolation bargaining anger guilt & remorse depression panic resignation to situation acceptance of reality building Accommodation envision growth new opportunities

28. Change versus Transition zChange is an event that is situational and external to us zTransition is the experience of the gradual, psychological reorientation process that happens inside of us zEndings - disengage from “what was” zNeutral Zone - confusion, in-between state zNew Beginnings - familiar with “what will be”, acceptance of new reality

29. Helping with Transition Remember: zEach team member handles transition differently zBe visible in offering assistance zCommunicate early and often, group, one-on-one, publications zAsk for feedback zFocus on success zReward success

30. How Leaders Lead and Effect Change Presented by: Mia Melanson Performance Consulting 508.650.0770 mia@performance-consulting.com ©Performance Consulting 2005