1. 1 Leading Change The Final Chapter!

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3. 3 Learning from Lincoln

4. 4 Ex. 15.1 Forces Driving the Need for Major Organizational Change Globalization, technological change, e-business, increased competition, changing markets More threats More domestic competition Increased speed International competition More opportunities Bigger markets Fewer barriers More international markets More large-scale change in organizations Reengineering Horizontal organizing – teams Networks Quality programs New technologies and products Mergers, joint ventures Consortia Virtual and global teams Strategic change Cultural change Learning organization

5. 5 Strong Leadership Want change instead of maintaining status quo Demonstrate courage Believe in employees’ capacity to assume responsibility Able to assimilate and articulate values that promote adaptability Recognize and learn from own mistakes

6. 6 Ex. 15.2 The Eight-Stage Model of Planned Organizational Change 1. Establish a sense of urgency 2. Form a powerful guiding coalition 3. Develop a compelling vision and strategy 4. Communicate the vision widely 5. Empower employees to act on the vision 6. Generate short-term wins 7. Keep up urgency to tackle bigger problems 8. Make the change stick

7. 7 Ex. 15.3 A Range of Everyday Change Strategies Private Leader working alone Public Leader working with others Creative self- expression Right opportunities Right Words Alliance-building

8. 8 Innovation Terms (contd.) Corporate Entrepreneurship –Internal entrepreneurial spirit that includes values of exploration, experimentation, and risk taking Idea Champions –People who passionately believe in a new idea and actively work to overcome obstacles and resistance

9. 9 Innovation Terms Creativity –The generation of new ideas that result in improved efficiency and effectiveness of the organization Idea Incubator –A safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics

10. 10 Ex. 15.4 Characteristics of Innovative Organizations and Creative People The Innovative OrganizationThe Creative Individual AlignmentCommitment Focused approach Creative ValuesInterdependence Persistence Energy Unofficial activitySelf-confidence Nonconformity Curiosity Diverse stimuliOpen-mindedness Conceptual fluency Enjoys variety Within-company communicationSocial competence Emotionally expressive Loves people

11. 11 Leading Creative People Brainstorming –No criticism –Freewheeling –Quantity desired

12. 12 Lateral Thinking A set of systematic techniques for changing mental concepts and generating new ones.

13. 13 Personal Compact The reciprocal obligations and commitments that define the relationship between employees and the organization

14. 14 Additional Tools for Implementing Change Emotional Elements Communication and Training Participation and Involvement Coercion

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16. 16 WHAT HAVE WE LEARNED Definition of a Leader Importance of “Change” The need to move from control to Empowerment Difference in Managers and Leaders Difference in Leadership Styles: –Trait- Hero to Humble - Autocratic vrs Democratic- Contingency/Situational Leadership

17. 17 WHAT HAVE WE LEARNED Continued Importance of Building Relationships Partnership building Models of Leadership: –Hersey Blanchard’s Situational Leader - Fiedler’s Contingency - Path Goal Theory Leadership Personalities Personality Traits and Behaviors Leader attitudes – how they effect

18. 18 WHAT HAVE WE LEARNED Continued Myer-Briggs Indicator and how to use Developing a Leader’s Mind Importance of Ethics/Moral in Business Styles of Leaders: –Authoritarian / Participative / Stewardship / Servant Followership - How to understand your team Motivation your employees The importance of Communication Diversity / Power and Influence

19. 19 WHAT HAVE WE LEARNED Continued Leading Teams - Definition of teams / Types of teams / Team Effectiveness Developing Vision and Values on YOUR team Shaping Culture on YOUR team Leading Change