CSC Leadership Programme-Speaker
•Transferir como PPT, PDF•
1 gostou•591 visualizações
![CSC Proprietary [1] 1
CSC Leadership Programme
Leading Change for Success](https://image.slidesharecdn.com/7d5df15e-4fae-4117-ac6b-741f10c84a28-160315114806/85/CSC-Leadership-Programme-Speaker-1-320.jpg)
![CSC Proprietary [1] 2
Morten Cavling Arendrup
Strategic Consulting
CSC Scandinavia
marendrup@csc.com
Morten Cavling Arendrup is manager with the CSC Strategic Consulting
Practice in Denmark. Morten holds a Masters degree in Business Law from
University of Copenhagen, a BA (Hons) from Central School of Speech &
Drama, London and is also an IMD alumni. He has more than 12 years
experience as a management consultant.
Morten´s areas of expertise include change management, leadership
development and coaching. Over the years, Morten has been involved in
projects covering all aspects of organisational performance as well as IT
strategy development and implementation.
Moreover, Morten has extensive project management experience from
assignments with numerous corporate and public clients both in Denmark and
abroad. Prior to joining CSC Morten has worked with other high end
management consultancy companies, e.g. Right Management Consultants and
Ernst & Young/Ementor.](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (18)
Semelhante a CSC Leadership Programme-Speaker
Semelhante a CSC Leadership Programme-Speaker (20)
Mais de Morten Cavling Arendrup
Mais de Morten Cavling Arendrup (10)
CSC Leadership Programme-Speaker
- 1. CSC Proprietary [1] 1 CSC Leadership Programme Leading Change for Success
- 2. CSC Proprietary [1] 2 Morten Cavling Arendrup Strategic Consulting CSC Scandinavia marendrup@csc.com Morten Cavling Arendrup is manager with the CSC Strategic Consulting Practice in Denmark. Morten holds a Masters degree in Business Law from University of Copenhagen, a BA (Hons) from Central School of Speech & Drama, London and is also an IMD alumni. He has more than 12 years experience as a management consultant. Morten´s areas of expertise include change management, leadership development and coaching. Over the years, Morten has been involved in projects covering all aspects of organisational performance as well as IT strategy development and implementation. Moreover, Morten has extensive project management experience from assignments with numerous corporate and public clients both in Denmark and abroad. Prior to joining CSC Morten has worked with other high end management consultancy companies, e.g. Right Management Consultants and Ernst & Young/Ementor.
- 3. CSC Proprietary [1] 3 Where are the real values in a company? Assets OwnershipOwnership Factory Product Market CustomersBrand Less ownershipLess ownership Knowledge BrainPeople Brand
- 4. CSC Proprietary [1] 4 The value process in the company Values Behaviours Actions 11 11 11 Define the values. What do the values mean? How should we act? We must act as we preach? Walk the talk! Implement and internalise the values.
- 5. CSC Proprietary [1] 5 Forsikring & Pension Forsikring & Pension Forsikring & Pension Forsikring & Pension Behaviours Thoughts Beliefs Values Identity What others see My own values
- 6. CSC Proprietary [1] 6 Honesty Trust Client focus Exellence Integrity Results Creativity Initiative Diversity Respect Tolerance Effectiveness Accountability Innovation Passion Quality Empowerment Loyalty Justice Enthusiasm Reflecting on my own values
- 7. CSC Proprietary [1] 7 Honesty Trust Client focus Exellence Integrity Results Creativity Initiative Diversity Respect Tolerance Effectiveness Accountability Innovation Passion Quality Empowerment Loyalty Justice Enthusiasm Are my values aligned with CSCs?
- 8. CSC Proprietary [1] 8 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. First bit Let us begin by looking a little bit closer at some change issues and the change leadership skills required to deal with them effectively. What is leading change all about? Why is it important in CSC, and why does change have to be led? Moreover, are we as leaders truly living, acting and demonstrating our values? Or are we just declaring that we do so?
- 9. CSC Proprietary [1] 9 Change is situational & external, for instance a new job, site, boss, team, role Transition is the psycological (internal) process people go through to come to terms with the new situation Change + People = Transition Source: William Bridges Change & Transition
- 10. CSC Proprietary [1] 10 Is there a quick and dirty approach to change? Sorry, you can´t avoid change but you can manage it!
- 11. CSC Proprietary [1] 11
- 12. CSC Proprietary [1] 12 Kotter´s eight steps in (large scale) change programmes 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
- 13. CSC Proprietary [1] 13 The Change Curve Good Poor Strategic Performance Time Crisis ReactiveAnticipatory Source: M. Crossan, N. Fry and P. Killing
- 14. CSC Proprietary [1] 14 Building a Change Plan Priorities Timing Change Drivers External Internal The Change Challenge Urgency Readiness The Change Process Change Progress Measures of Success The Needed Change Style Change Leaders
- 15. CSC Proprietary [1] 15 • Is the type of change you need clear? Widely agreed? • Do you need revolution or evolution? • How much behaviour change is required? • How ready are the key people for this change? The needed Change?
- 16. CSC Proprietary [1] 16 Readiness for Change Anticipatory Reactive Crisis Awareness Capability Commitment Mixed Mixed Mixed Low Low High Low High High Who will be most impacted by the proposed change? How ready are they?
- 17. CSC Proprietary [1] 17 Should you work first with supporters or resistors? Should you experiment or move firmly? Do you need an early win? What management style should you use to drive the change? Participative or directive? How fast should you move? Leading the Change Process
- 18. CSC Proprietary [1] 18 Action Plan - First Step Guidelines Early Objectives Tactics Anticipatory Reactive Crisis Pace Work with Jog Supporters Experimentation Establish Direction Develop Support Participative Small Steps Run Pivotal Groups Convert Resistors Mobilise Organisation Move on Broad Front Mix - P&D Broad front Sprint External Internal Buy Time Sprint Make Strategic Changes Partici- pative Directive
- 19. CSC Proprietary [1] 19
- 20. CSC Proprietary [1] 20 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Second bit CATALYST™ the CSC approach to change. CATALYST™ consists of six domains of change and seven drivers. It provides leaders in CSC with useful tools, like for instance stakeholder analysis and Communication Plan. Let us have a closer look….. CATALYST™
- 21. CSC Proprietary [1] 21 Start with the Big Picture The processes underpin the business strategy The right people make it happen The IT platform supports the new way of working
- 22. CSC Proprietary [1] 22 The six domains of change CSC’s approach to business change is based on CSC Catalyst’s six domains of change POLDAT
- 23. CSC Proprietary [1] 23 Organisation Leadership Commitment Competence Performance Communication Structure Culture The seven CATALYST™ change drivers
- 24. CSC Proprietary [1] 24 Leadership Commitment Capabilities Performance Culture Communication Structure An ambitious and visionary management team ....committed to demonstrate leadership in the business transformation - by actively participating in the change process, supporting and challenging the participants and their own parts of the organisation. Leadership
- 25. CSC Proprietary [1] 25 Leadership Commitment Capabilities Performance Culture Communication Structure Commitment Leadership is the basis for Commitment. Line leaders build commitment by making their teams understand and accept the impact of the proposed changes. If the managers succeed in changing their own behaviours to accept the new ways of working, they soon will become role models to their teams.
- 26. CSC Proprietary [1] 26 Leadership Commitment Capabilities Performance Culture Communica Structure Commitment is created by involvement and communication Involve the stakeholders in building the new ways of working. The line leaders should all have the same vision that they can communicate to their teams. The project team supports with just- in-time communication plans and tools. Communication
- 27. CSC Proprietary [1] 27 Structure in the organisational change perspective is created through designing and building the future business processes. Leadership Commitment Capabilities Performance Culture Communication Structure/ Structure and Capabilities Capabilities, i.e the skills and competencies required for the new ways of working are designed in role and responsibility workshops.
- 28. CSC Proprietary [1] 28 Leadership Commitment Capabilities Performance Culture Communication Structure Performance Create a positive attitude about the business changes through visible goals and rewards when the goals are achieved and show clearly how each division, team and employee contribute to business results. What gets measured gets done
- 29. CSC Proprietary [1] 29b Leadership Commitment Competence Performance Communication Structure Culture Breakout Session Break out into groups of six Your team is facing a major change, i.e. a merger with another company Discuss the leadership issues Link the issues to the model Present your findings
- 30. CSC Proprietary [1] 30 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. Third bit We know we need to create and build understanding and acceptance for the changes required. But do we know how to get the organisation involved and mobilise the line leaders to be able to execute change successfully? Can change be enabled through empowerment and do we as leaders have the courage to accept ambiguity and confront resistance? Building commitment
- 31. CSC Proprietary [1] 31 Change challenges Leadership Motivation People Performance Employee structure Procedures Organisational structure Rules Easy to change Culture Difficult to change
- 32. CSC Proprietary [1] 32 Managing Change Mobilisation phase Acceptance phase Commitment phase Degreeofsupportforthechange Time Results Internalise new ways Evaluate it Understand the change Contact Test it Accept the change Confusion Negative perception Monitor check-out behaviours Change initiative aborted
- 33. CSC Proprietary [1] 33 Neutral Zone Confusion Stress Illness Delegate tasks Short term goals Reward wins New beginnings Purpose Picture Plan Personal role Elementsofinternalchange Time Managing Transition Source: William Bridges Endings Listen Show empathy Offer information Show emotions
- 34. CSC Proprietary [1] 34 Managing the Transition Process ENDINGS • Identify who´s loosing what • Accept the reality of subjective losses • Expect and accept grieving • Compensate for losses • Give information (over and over again) • Define what´s over and isn´t • Mark the endings • Treat the past with respect • Show how endings ensure continuity of what really matters NEW BEGINNINGS • Clarify & communicate purpose • Develop a picture • Create a plan • Give people a role to play - Role and relationships in the outcome - Role in the transition • Reinforce new beginnings - Be consistent - Ensure quick successes - Symbolise new identity - Celebrate success NEUTRAL ZONE • Normalise it • Redefine it with new metaphors • Create temporary systems • Form transition team • Use the neutral zone creatively
- 35. CSC Proprietary [1] 35 Show resilience even when the ride is rough
- 36. CSC Proprietary [1] 36 Control Model 1 2 3 What can I do myself? Part 1 - What can I do about it? Part 2 - Can I ask others for help? Part 3 – What is out of my control? Part 1 - What can I do about it? Ex. quit the job, transfer to another department, ask questions, measure results, improve skills etc. Part 2 - Can I ask others for help? Ex. feedback from boss and mentor, support from team members, look for training courses, books to deal with future realities, ask a friend etc. Part 3 - What is out of my control? Ex. I can´t change decision to move HQ, or to reduce FTE 25% Source: The Stress Manager, Janelle Barlowe
- 37. CSC Proprietary [1] 37 Orchestrating Winning Performance Getting in tune with your team! A team is group of people with a common goal working together to achieve it.
- 38. CSC Proprietary [1] 38 Forming Storming Norming Performing Team dynamics
- 39. CSC Proprietary [1] 39 • Getting to know each other • Discovering acceptable behaviours • From individual to membership • Less work done Forming
- 40. CSC Proprietary [1] 40 • Tension or conflict • Fractioning • Polarisation of group members • Minimal results Storming
- 41. CSC Proprietary [1] 41 • A feeling of team-spirit • Developing effective tools for decision making • More work is done Norming
- 42. CSC Proprietary [1] 42 Performing • Members rely on each other • Diversity is highly appreciated • Great working results High Performance Team
- 43. CSC Proprietary [1] 43 Team Performance Curve Performance Time Forming Storming Norming Intervention Performing Group think mode
- 44. CSC Proprietary [1] 44 Motivating your Team What are my goals? How do I contribute to my goals? How do I know if I´m successful? If not, where can I get help? What´s in it for me?
- 45. CSC Proprietary [1] 45 Supportive behaviour Directive behaviour HighLow High High supportive Low directive High supportive High directive Low directive Low supportive Low supportive High directive Hersey & Blanchard
- 46. CSC Proprietary [1] 46 High supportive Low directive High supportive High directive Low directive Low supportive Low supportive High directive S2 S1 S3 S4 High Competence High Commitment * Turn over resposibilty Low Competence Low Commitment * Structure & Supervise Apply your Leadership to the Situation Some Competence Low Commitment * Direct & Support High Competence Variable Commitment * Praise, listen, facilitate Developing Moderate Developed
- 47. CSC Proprietary [1] 47 Breakout Session Break out into groups Transition & Change Read the brief
- 48. CSC Proprietary [1] 48 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. Fourth bit Do the CSC managers have a clear vision that they can communicate to their staff? Do the CSC managers understand how the business processes and IT vision will generate the benefit - or are they just giving lip service? Are the CSC managers leaders? And what are the characteristics of the ideal CSC manager anyway? That vision thing ”Successful leaders give people permission to perform”
- 49. CSC Proprietary [1] 49 Focus on Leadership... In your opinion, who is the best leader in history? Give 3 reasons why? Share with the person next to you!
- 50. CSC Proprietary [1] 50 Management Direction setting Businesscontrol Strategic Competitive advantage Tactical Operational Present Predictable Status Quo Control Problem solving Growth Change Future Breakthrough thinking Leadership
- 51. CSC Proprietary [1] 51 The Leader-Manager Profile Implementation Vision Victim Dreamer Shows the way Leader-Manager
- 52. CSC Proprietary [1] 52b 0 255 0 75 100 Manager 0 255075 100 Leader 0 255075 100 Coach 0 255075 100 Guru Running the business Budget Control and follow-up Resource planning Risk minimizer Expert Guru status Working solo Provides value through own knowledge Creating the future Vision and values Develops teams, mindset and competence Risk taker Winning the Talent Competence development Coaching and feedback Empowerment People focus
- 53. CSC Proprietary [1] 53 A Key Distinction
- 54. CSC Proprietary [1] 54
- 55. CSC Proprietary [1] 55
- 56. CSC Proprietary [1] 56
- 57. CSC Proprietary [1] 57
- 58. CSC Proprietary [1] 58 ALIGNING People, Processes and IT with Passion ?
- 59. CSC Proprietary [1] 59
- 60. CSC Proprietary [1] 60 Breakout Session Break out into groups of six What are the characteristics of a CSC leader? Discuss, prioritise and list the characteristics Present your findings
- 61. CSC Proprietary [1] 61 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. End bit Shakespeare was right! He lived more than 400 years ago, and yet his power of communication still holds true. Communication more than ever is key to the succesful execution of change. But communication is much more than just words…… Henry V by William Shakespeare
- 62. CSC Proprietary [1] 62 38 % 7 % 55 % Words Tone & rythm of voice Non-verbal - Body languageAlbert Mehrabian How is communication perceived?
- 63. CSC Proprietary [1] 63 I will post your personal letter in one month from today! My Personal Change Plan Which key learnings will I take back to my team and implement NOW? And how will I do it? Where are my competence gaps in fulfilling my role as a successful CSC Leader-Manager and what are my actions to bridge the gap? How will I measure if I am successful?
- 64. CSC Proprietary [1] 64 John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. Peter Senge, The Dance of Change, Currency Doubleday, 1999 M. Crossan, N. Fry and P. Killing, Strategic Analysis and Action, Fifth Edition, Prentice Hall Canada, 2002 The Leader Manager by William D. Hitt, 1998 Managing Transitions (making the most of change), by William Bridges, 1998 Good to Great by Jim Collins 2001 Thank you for coming! www.changemanagement.com www.drucker.com www.zigonperf.com www.imd.ch Books Worldwideweb
- 65. CSC Proprietary [1] 65 Change Box Set Tips, Templates and Tools Intranet/Nordic update/ Virtual management network
- 66. CSC Proprietary [1] 66 Experience. Results.
Notas do Editor
- Module 2 in CSC Ledership Development Program 2006 Objectives: To build an understanding of CM as a leadership tool To provide an understanding of human reactions and resistance towards change and ways to overcome these To provide each manager with the opportunity to analyse the need for change in own team and develop an individual change plan An opportunity for the network group to follow up on plan at the next network meeting or LD module Content: Tips and tools to overcome reactions and resistance to change and transition Catalyst and change Managing (organisational) change – the check-in curve Managing (personal) transition – William Bridges Model Managing Stress – The Control Model, Janelle Barlowe Managing Teams – Team Dynamics Leadership Roles (Manager-Guru_Leader-Coach)
- I started out in the acting profession which was great fun, but it was challenging to always work when others had their time off So I became a Lawyer for which I soon realized I wasn´t cut out. I don´t think I have been so bored in my whole life I quit the law profession and went to IMD to learn about business, and afterwards I was lucky enough to work in various line management roles and assignments, which was a great learning experience that I wouldn´t have done without…. Until, finally, I found my vocation and my right shelf as a Management Consultant, and I have been working as such for more years than I care to think about……. On the private front I´m married to a lovely woman, two teenage boys.
- EXERCISE Take a look at these generic values 1. Now take away five (delete 5) 2. Now take away another five, so you have ten left 3. Last one – take away four (remove 4)
- Change happens so frequently today that it seems that one change is not complete before another is being launched. To make matters even more unsettling careers that once seemed rock solid are crumbling or changing, and the way that organisations and people approach employment is fundamentally shifting. Just think of your own leadership role! Change is the game today and organisations that can´t deal with it effectively aren´t likely to be around for long. Today will hopefully provide the starting point for looking at change and transition, both from a theoretical and practical point of view. You have all personally experienced major changes in your professional life as well as in your personal life. I hope you will see the workshop today as a learning opportunity and a chance to share valuable knowledge with your colleagues. All this talk about helping people cope with change may strike you as unnecessary. You may see yourself as the kind of person who tells people what to do and they do it. But maybe these days it would be truer to say that they used to do it. Simple, unquestioning compliance comes along less and less often. You may be the kind of person who shies away from the difficulties of managing change because the people side of things isn´t your strong suit. You´re better at the functional tasks - delivering the solution and the service and provide professional assistance – than you are at managing people to do those things. You don´t have the skills and training of a psychologist, so you don´t want to get into all that personal stuff. You just want to get results. OK, that´s all fine and dandy. I sympathize, but, if nothing else, the years I have spent working with these things have taught me two things. First, you can´t get the results you need without getting into that personal stuff. There is no way to do this impersonally. Second, it doesn´t take a degree in psychology to manage change and transition successfully. In fact, you are already doing it – like for instance everytime you try to guess a motive or try to explain something effectively. Leading change and managing transitions take some abilities you already have plus a few techniques you can easily learn. It isn´t an undertaking that will offend anyone´s sense of personal privacy, theirs or yours. It´s simply a way of dealing with people that makes everyone feel more comfortable.
- ON THE FLIP CHART
- Examples: September 11 – 2001 SARS War in Iraq Madrid, Spain March 11 - 2004
- 1. Examining market and competitive realities. Identifying and discussing crises, or major opportunities 2. Assemble a team with enough power to lead the change effort. Encourage group to work together as team. 3. Creating a vision to help direct the change effort. Develop strategies for achieving that vision. 4. Using every vehicle possible to communicate the new vision and strategies. Team as role model for new behaviours. 5. Getting rid of obstacles to change. Change systems or structures that undermine the vision. Encourage risk taking and nontraditional ideas, activities and actions. 6. Planning for visible performance improvements. Create those improvements and recognize and reward people involved in them. 7. Use increased credibility to change systems, structures and policies that do not fit the vision. Reinvigorate the process with new projects, themes and change agents or champions. 8. Articulating the connections between the new behaviours and corporate success. Develop means to ensure leadership development and succession.
- Dialog Are you making a minor change or are you attempting to re-build the Tower of Babel?
- FLIP CHART Make a cross reference to the change curve on the flip chart
- Dialog 20-70-10 rule
- SUMMING UP THE FIRST BIT 1. The difference between Change and Transition – William Bridges Building the change plan – John Kotter´s eight steps in large scale change programmes: 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Further readings: Article – Handout Books: Heart of Change by John Kotter Managing Transitions by William Bridges
- FLIP-CHART Imagine there are three balls in a basket – you are tendering for a large contract and the bid looks a little too expensive for your liking, so one ball has to go: Which ball do you think goes first? Second? What is the result?
- FLIP CHART
- SUMMING UP THE SECOND BIT Take a holistic view of the change programme. CATALYST Six Domains of Change (POLDAT): Proces Organisation Location Data Application Technology Leadership CATALYST Seven Change Drivers: Commitment Communication Competence Structure Performance = BUSINESS CULTURE
- In this bit we will look at some change challenges and examine in greater detail the distinction between organisational change and individual transition. In most change programs a certain amount of stress is involved, and you will be introduced a simple tool to help yourself and others to better manage stress. Change programs almost always involve new roles in the organisation, so we will look into how to build a winning team, and how to motivate your team and lead change successfully through the often bumpy road. Last but not least you will get the opportunity to put theory into practice by exploring a real time case. The models I introduce hopefully may be helpful to some of you, but there is a risk they will confuse others. No model or approach will satisfy everybody, because each of us have individual preferences. However, the models are not important in themselves. Please look at these tools merely as a common reference point. In doing things in a unison way we will all share the same platform from which to start dealing professionally with change and transition. We hope to provide a structure for managers and leaders to enable successful change execution in CSC, because we need to be good at this, damn good in fact, if we want to stay competitive.
- The Change Curve reviews the stages of commitment. Our goal is to work with people to move the organisation up the curve to the commitment phase. It is in the commitment phase that an “energy” comes into the organisation, into the initiative, to make the change effort a success. Commitment goes beyond the installation or implementation activities and moves to internalization of the future state. The organisation can determine if obtaining commitment throughout the organisation will be a compliance based or value (commitment) based strategy. The commitment vs. compliance strategy represents a “pay now” or “pay later” approach. A compliance approached may require less resources and involvement initially, however, lack of stakeholder buy-in will most likely result in more resources needing to be invested on the backend.
- ENDINGS Transition starts with an ending – paradoxical but true. Think of a big change in your own life! Your first managerial job, the birth of your first child, or the move to a new house. With the job you may have to let go of your old peer group. Or perhaps you had to give up the feeling of competence that came from doing the old job. Or your habit of leaving your work at the office may have stopped when you took on the round-the-clock responsibility of a managerial job. With the baby you probably had to give up regular sleep, extra money, time alone with your spouse. Your sense of competence may have come to an end as you found yourself unable to get the baby to eat, sleep or stop crying. With the move a whole network of relationships may have ended. You have to let go of feeling at home for a while. Even in these ”good” changes there are transitions that begin with having to let go of something. Once you understand and appreciate this you have taken the first step in the task of transition management. NEUTRAL ZONE (the core of the transition process) Is the limbo or the no man´s land between the sense of the old identity and the new. When you move to a new house, get a promotion or have a baby, the external change happened fast, whereas the inward psychological transition happened much more slowly. The neutral zone is between two somewheres. If you don´t expect it and understand why it is there you are likely to rush through it and get discouraged when you find out you can´not do so. Secondly, you may be frightened. In times of organisational changes staff turnover often increases. To abandon the situation means to abort the transition thus jeopardizing the change. Thirdly, if you escape prematurely you will loose a great opportunity as the neutral zone is both the individual´s and the organisation´s best chance for creativity, renewal and development. This is were innovation is most likely and when revitalisation begins. NEW BEGINNINGS People make the new beginning only if they have first made an ending and spent some time in the neutral zone. Yet most people in organisations try to start with the beginning. Only people like you can develop a new attitude towards change by recognising that this is dependant on transition. Only people like you can learn to manage transitions so the changes do not become unmanageable. Only people like you can implement change in such a way that it does not end up hurting the organisation more than helping it.
- FLIP CHART
- <number>
- <number>
- <number>
- <number>
- DIALOG
- SUMMING UP THE THIRD BIT Managing (organisational) change – the check-in curve Managing (personal) transition – William Bridges Model Managing Stress – The Control Model, Janelle Barlowe Managing Teams – Team Dynamics Motivating Teams Situational Leadership – Hersey & Blanchard Books: The Stress Manager by Janelle Barlowe …….and so now it seems a good time to put theory into practice
- EXERCISE
- Generic Management-Leadership Model
- Leader-Manager Profile
- The four roles in leadership Left side roles: Risk minimizing dealing with the past and the NOW Right side roles: Risk taking, dealing with the NOW and the future
- I do not meet my managers to tell them what to do, but to make sure that they do it NOW! Jack Welsh Former CEO – General Electric Jeff Immelt, present CEO - GE 40% of the company is now administration, finance and backroom functions. Over the next 3 years I want to shrink that by 75% Scope for improvement: Order to delivery 42 days to produce a GE car Production 2 days – Deliver to dealer 5 days – process administration 35 days
- We have to be fast enough and perfect enough! Carly Fiorina, CEO of HP
- If a man does not know what port he is steering for no wind is favorable to him. Seneca 4 B.C. – 65 A.D.
- It is very wrong to be right before everyone else! Montaigne 1533-1592
- Here´s a very good example of how to align processes, production and people successfully
- And here is one of my personal heroes. In this part of the world we have a lot to thank Churchill for. I particulary admire him for his brutal honesty, his staying power and his enthusiasm. We can all learn from that. SUMMING UP THIS BIT Management vs. Leadership (moving from tactical/operational to strategic + competitive advantage Leader-Manager Profile (Vision/Implementation) Navigating the Four Leadership Roles (Manager-Guru_Leader-Coach) Competent vs. Competitive People Passion
- VIDEO – CLIP Scene: St. Crispians Day From William Shakespeare´s Henry IV
- DIALOG – FLIP CHART
- Please also take a couple of minutes to fill in the evaluation form to help us improve the future workshops
- SUMMING UP: FIRST BIT 1. Change and Transition – William Bridges Building the change plan – John Kotter´s eight steps in large scale change programmes SECOND BIT: Take a holistic view of the change programme. CATALYST Six Domains of Change (POLDAT) Leadership CATALYST Seven Change Drivers THIRD BIT: Managing (organisational) change – the check-in curve Managing (personal) transition – William Bridges Model Managing Stress – The Control Model, Janelle Barlowe Managing Teams – Team Dynamics Motivating Teams Situational Leadership – Hersey & Blanchard FOURTH BIT Management vs. Leadership (moving from tactical/operational to strategic + competitive advantage Leader-Manager Profile (Vision/Implementation) Navigating the Four Leadership Roles (Manager-Guru_Leader-Coach) Competent vs. Competitive People Passion – Mandiba´s Mercedes END BIT Communication is key WORDS OF WISDOMGood change management is good leadership and vice versa
- SUMMING UP: FIRST BIT 1. Change and Transition – William Bridges Building the change plan – John Kotter´s eight steps in large scale change programmes SECOND BIT: Take a holistic view of the change programme. CATALYST Six Domains of Change (POLDAT) Leadership CATALYST Seven Change Drivers THIRD BIT: Managing (organisational) change – the check-in curve Managing (personal) transition – William Bridges Model Managing Stress – The Control Model, Janelle Barlowe Managing Teams – Team Dynamics Motivating Teams Situational Leadership – Hersey & Blanchard FOURTH BIT Management vs. Leadership (moving from tactical/operational to strategic + competitive advantage Leader-Manager Profile (Vision/Implementation) Navigating the Four Leadership Roles (Manager-Guru_Leader-Coach) Competent vs. Competitive People Passion – Mandiba´s Mercedes END BIT Communication is key WORDS OF WISDOMGood change management is good leadership and vice versa