1. Transformational Leadership CAS 4 Iowa State University Ed Adm 631X: Fall 2011

2. Overview Review and adjust your leadership agenda Increase understanding of alignment and coherency Identify members of your guiding coalition Dilemma of Practice

3. The Transformational Map

8. Elements of the Leadership Agenda Mission Case for change Preferred future Major strategies Indicators and milestones

9. STRATEGIES: (Strategic areas of work & more specific strategies) Strategies answer the question, “What major approaches must I take to achieve transformational change?”

10. 50 – 85% of executives who led change in their organizations were dissatisfied with the results.

11. Random Acts of Improvement

12. It is possible to get lots of change and none of the results.

13. Initiatives with direction

14. Doing the Right Things

15. Deciding the “right things” to do, taking action, and studying the effects is the learning.

16. Leadership Actions How Leaders Allocate Their Time

17. Presenting Your Agenda Case for Change Preferred Future Strategic Areas Assigned Triads for Feedback and Coaching

18. Gaining Agreement & Commitment Continuously articulate the vision Recruit a guiding coalition Enroll strategic partners Develop resources

19. Elements of the Leadership Agenda Mission Case for change Preferred future Major strategies Indicators and milestones

20. Gaining Agreement and Commitment – Key Issues Define Strategies Build Consensus Address Resistance Identify the coalition and their work Align employees and other stakeholders

21. Define the Strategies Strategies are: our approaches to achieving our vision our approaches to our work our approaches to getting what we want Search for strategies that have a proven track record or theoretical underpinnings that imply success.

22. Build Consensus Leaders assess the degree of consensus Conduct continuous dialogue Identify individuals in your circle of agreement

23. Address Resistance Identify the competing dynamics Recognize resistive behaviors Respect that resistance exists – it is natural and predictable Manage resistance accordingly

24. Identify the Coalition and Their Work Who are they? –Small group (6-8) –Not advisory group (although they may start as this) –Serves as work group or planning group

25. The Coalition and Their Work (cont.) What does the guiding coalition do? Support the leadership agenda Gain agreement and commitment of stakeholders Identify and facilitate learning Embed the change Develop their own leadership capacities

26. The Coalition and Their Work (cont.) How do you identify the guiding coalition? Passionate Expertise Power, status and influence Willing to lead Committed to the long haul Able to obtain resources- money/people/time Mix of managers and leaders

27. The Coalition and Their Work (cont.) How do you recruit and support the guiding coalition? Recruit –“Seduce them” –They are the busiest and brightest –Must be something in it for them Support –Planning time, coaching, learning with others –Held accountable, recognized, compensated

28. System coherency requires alignment (goals, actions, beliefs, and measurements) which is dependent upon... Continuous dialogue Communication and learning Negotiated personal and team objectives Incentives and rewards Alignment and Coherency

29. Key Question What would it take to re-design your job so everything you do aligns with your leadership agenda?

30. Your Mission Statement... is a “one sentence description” of the transformational change you are leading reveals the essence of your leadership work is succinct and powerful grabs attention keeps you centered

31. Mission Statement My leadership mission is to... The mission I am on is to...