GROWTH CATALYST LEADERSHIP DEVELOPMENT CHANGE MANAGEMENT

Transcription

1 GROWTH CATALYST LEADERSHIP DEVELOPMENT CHANGE MANAGEMENT

2 GROWTH CATALYST Growth Catalyst offers solutions for leadership development and change management. We deliver proven ideas and solutions for organizations of different scales and we offer effective and customized tools to improve workplace performance. Leadership Development Change Management

3 We provide interventions at different levels. Key elements of leading successful and results-driven change and leadership development. Tools, models, instruments, and strategies for leading change and development. Practical how-to approaches to diagnosing, assessing, designing, implementing, coaching, following up on, and evaluating change and development. Critical success factors and critical failure factors, among others. 2

4 THE PROCESS Analyze the need for the specific leadership development or organization change initiative Build a business case for leadership development and organization change Identify the audience for the initiative Design the initiative Implement the design for the initiative Evaluate the effectiveness of the initiative 3

5 What is our context today? What do we (I) want to accomplish? Why? In what context am I most passionate about leading change and development? Why? What are the issue(s) and concerns we are challenged with? Are we asking the right questions? Who are the right stakeholders? What approaches have worked in the past? Why? What approaches have failed in the past? Why? Before we start any intervention, we help organization to define sense of urgency. 4

6 STEP BY STEP SYSTEM TO LEADERSHIP AND CHANGE MANAGEMENT 1. Business diagnosis 2. Assessment 3. Program design 4. Implementation 5. On-the-job support 6. Evaluation Implementation and design with a full understanding of the uniqueness of the organizational culture and organizational system within the context of its social system Whole-scale organizational excitement and belief in the programs and practices that are provided Continual assessment of hard and soft measurements resulting from the program evaluated against costs The creation of a profit model for development that is tied to business objectives 5

7 LEADERSHIP DEVELOPMENT The best ideas and approaches in leadership development are often developed by people who are too busy to write about them. That s because they are so involved in designing, teaching, researching, and working with other leaders.

8 FEW INITIAL THOUGHTS ON LEADERSHIP 1. Leadership development model should be outcome driven. 2. The primary developer of the people is the work they need to do. 3. Successful leadership development requires assessment and feedback to the organization. 4. Leadership occurs at all levels of the organization. 5. The future requires leadership skills that make people effective in lateral relationship. 6. Successful organizations of the future will use all available leadership resource. 7

9 EIGHT STRATEGIES FOR LEADERSHIP DEVELOPMENT 1. Make Leadership Development a Priority from Day One. 2. Expand the Leadership Talent Pipeline to Include More People. 3. Expand Career Options. 4. Turn More Managers into Feedback Machines. 5. Get More Personal. 6. Extend the Boundaries of the Organization. 7. Invest in Self-Development Technology. 8. Create More Realistic Expectations. 8

10 LEADER OF SUBSTANCE Ambition: A great leader needs a healthy dose of ambition that desire to achieve something visible and noteworthy to push themselves and others to reach their potential. Drive and Tenacity: Some leaders will drill for specific answers and push to get to the heart of an issue to find solutions. They have a highly infectious energy and an inner motor that drive their priorities throughout the organization. Self-Confidence: These leaders have that tough inner core or emotional fortitude that helps them endure the lonely moments when important decisions fall on their shoulders. They speak their minds and act decisively, knowing they can withstand the consequences. Psychological Openness: Leaders who are psychologically open welcome diverse opinions so that they can see and hear more and factor more information into their decisions. Such openness enhances candor and communication within a social system. Realism: Realism is the mid-point between optimism and pessimism. A realist wants to obtain unfiltered information that can be weighed, measured, evaluated, and tested to determine what step to take next. Appetite for Learning: A leader with an insatiable appetite for learning will build know-how faster than one who prefers not to be exposed to new challenges or situations. Courtesy: Developing leaders of Substance by Ram Charan 9

11 Eight Know How s for Business Leadership Positioning and repositioning the business: A leader of substance can find a central idea for the business that meets customer demands and delivers the fundamentals of moneymaking. In today s tumultuous world, leaders may have to reposition a business four or five times in their careers. Detecting the patterns of external change: Leaders of substance can make sense out of the complexity of the world and put their businesses on the offensive. Managing the social system of your business: Designing the mechanisms that link actions and energy to business results, while enforcing the right behaviors, is a crucial capability for a leader of substance. Molding a team of leaders: It takes true skill to get high-powered, high-ego people to work as a team. Setting goals: Finding the right balance between realism and reach in setting the organization s destination is more important than you think. Many leaders set goals by looking in the rearview mirror. Determining priorities: You need to define a clear, specific pathway to an organization s goals, aligning resources, actions, and energy to accomplish goals. Managing non-market forces: There are many forces you don t control but that significantly impact your business. Leaders of substance can deal with those forces in creative, positive ways. Judging people: The ability to get to the truth of a person and unleash that person s natural talents is a vital skill for leaders who would expand an organization s capacity. Courtesy: Developing leaders of Substance by Ram Charan 10

12 There must be a curriculum for leadership development for each organization. LEADERSHIP PIPELINE Passage 1 Passage 2 Passage 3 Passage 4 Passage 5 Passage 6 Passage 7 Managing yourself Managing others Manager of managers Functional manager Business manager Group manager Enterprise manager 11

13 There is no standard leadership competencies! LEADERSHIP COMPETENCIES 1. Competencies must speak the language of the company. 2. Competencies must use the relevant, everyday language that people within the company use. 3. Competencies must be integrated with the values of the company. 4. Competencies must be aligned with the business strategy. 5. Competency models must emphasize business results as well as leadership competencies. 12

14 THREE MAJOR PERSPECTIVES FOR LEADERSHIP DEVELOPMENT 1. Leader-centric perspective 2. Follower-centric perspective 3. Situation-centric perspective 13

15 Each leadership development initiative is unique. FIVE ELEMENTS OF LEADERSHIP LEARNING 1. Leadership situation 2. Leadership experiences 3. Knowledge of leadership 4. Participation in leading 5. Reflections on leading 14

16 Leadership development is a process, not an event. LEADERSHIP DEVELOPMENT MODEL 1. Assessment: clarity about needed changes; clues about how to bridge the gaps; desire to close the gap between current self and ideal self. 2. Challenge: opportunity for experimentation and practice; exposure to different perspectives; need to master the challenge. 3. Developmental experiences: a. ability to learn b. variety of developmental experiences c. leader development 4. Support: confirmation and clarification of lessons learnt; confidence in ability to learn and grow; positive value placed on change. 15

17 CHANGE MANAGEMENT Change is the only constant in this world. Organization needs to update before its external marketplace outpaced internal change. To keep pace and challenge organization inertia, its important for any management team to implement effective change management practices.

18 LEADING CHANGE Eight steps to transforming your organization 1. Establish sense of urgency 2. Forming a powerful guiding coalition 3. Creating a vision 4. Communicating the vision 5. Empowering others to act on the vision 6. Planning for and creating short-term wins 7. Consolidating improvements and producing still more change 8. Institutionalize more approaches Most major change initiatives whether intended to boost quality, improve culture, or reverse a corporate death spiral generate only lukewarm results. Many fail miserably. Why? John Kotter maintains that too many managers don t realize transformation is a process, not an event. It advances through stages that build on each other. And it takes years. Pressured to accelerate the process, managers skip stages. But shortcuts never work. 17

19 DIFFERENT PHASES OF INSTITUTIONALIZE CHANGE Phase 1 Convince employees that radical change is imperative Demonstrate why the new direction is the right one Phase 2 Position and frame preliminary plan, gather feedback Then, announce the final plan Phase 3 Manage employee moral and mood through constant and effective communication Phase 4 Reinforce behavioral guidelines to avoid backsliding How do you rock your corporate boat without falling out? You know your firm needs constructive change. But here s your dilemma: If you push your agenda too hard, resentment builds against you. If you remain silent, resentment builds inside you. 18

20 70% of all change initiatives fail. Why? Managers flounder in an alphabet soup of change methods, drowning in conflicting advice. Change efforts exact a heavy toll: human and economic: as companies flail from one change method to another. CRACKING CODE OF CHANGE There are two basic theories of change: Theory E Theory E change emphasizes economic value as measured only by shareholder returns. This hard approach boosts returns through economic incentives, drastic layoffs, and restructuring. Theory O Theory O change a softer approach focuses on developing corporate culture and human capability, patiently building trust and emotional commitment to the company through teamwork and communication. 19

21 COMBINE THEORIES E AND O FOR DESIRABLE RESULTS Change Dimension! How to combine theories E and O Goals Leadership Focus Process Reward system Embrace the paradox between economic value and organizational capability Set direction from the top and engage people from below Focus on both hard and soft sides of the organization Plan for spontaneity Use incentives to reinforce rather than drive change 20

22 CONTACT DETAILS: Growth Catalyst 211, Dev Prime, Nr. Vodafone House, Prahladnagar-Corporate Road, Ahmedabad , Gujarat. Dr. Shital Badshah BE, PGDBM, PHD Shital@GrowthCatalystIndia.Com