1. Change Dan Archer

2. HARD HAT

3. SOFT HAT

4. ACS1997 MFTS1999 ETHOS & CORE VALUES 2000 DTR & DLC 2001/2 RTS & IOT 2002-4 Developing Excellence in Leadership 2003 RAFLC2003 FDC2004 RAFD2003 OPERATIONS CONTRACTORISATION WAR FIGHTER FIRST ROAD2006

5. Denial Exploitation Sabotage Acceptance Leading People Through Change KnowledgeKnowledge SkillsSkills AttitudesAttitudes HabitsHabits(KASH) An emotional journey

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 CEML

8. Cultural Web

9. QUESTIONS What do we have that we want to keep? What don’t we have that we want? What do we have that we don’t want? What don’t we have that we never want?

10. LOOKING INTO THE FUTURE PESTLE ANALYSIS

11. Objective Respon ses 1 TO 1 Demonstrate the functions, qualities and attributes of leadership required of an RAF Junior Officer 128 TO 2 Demonstrate the mental capabilities required of a leader 142 TO 3 Manage resources and manpower assets for the achievement of a range of tasks 141 TO 4 Demonstrate the manner and style appropriate to a Junior Officer in a leadership situation 140 TO 5 Demonstrate effective communication as a leader 143 Gap Analysis 2 Overal l 1.97 TO1 1.59 TO2 1.53 TO3 2.01 TO4 2.34 TO5 1.86 LEADERSHIP CADETS

14. I’M IN CHARGE

15. RELATIONSHIPS

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

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

18. EMPOWERMENT

22. VISION FOR ORGANISATIONAL DEVELOPMENT l Improve standardization l Ability to relate with airmen/Non commissioned officers (NCOs) l See NCOs as generalists l Empowering culture l Decoupling training and assessment

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

24. LEADING CHANGE Management is not leadership Leadership creates:   Vision   Strategies Management creates:   Plans   Budgets Management is not leadership Leadership creates:   Vision   Strategies Management creates:   Plans   Budgets Transformation succeeds then faltes Successful transformation No change Short term change achieved but not major transformation LEADERSHIP MANAGEMENT Establish a sense of urgency Create the guiding coalition Develop the vision & strategy Communicate the change vision Empower employees for broad-based action Generate short term wins Consolidate gains & produce more change Anchor new approaches in the culture Find the right people   Position, expertise, credibility   Leadership & management skills Create trust Develop a common goal Sensible, appealing Find the right people   Position, expertise, credibility   Leadership & management skills Create trust Develop a common goal Sensible, appealing   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 a sensible vision & strategy   Make structures & systems compatible with the strategy   Provide the training employees need   Confront those who under-cut needed change   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   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   Comes last, not first   Depends on results   Requires a lot of talk   May involve staff turnover   Makes decisions on succession critical   Comes last, not first   Depends on results   Requires a lot of talk   May involve staff turnover   Makes decisions on succession critical

25. Tinkerbell and last man standing

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

27. REAL CHANGE INVOLVES EMOTION AND ANXIETY

28. KNOW THE TRUTH

29. KNOW WHERE YOU ARE GOING AND WHY