A presentation on culture, leadership and organizational change for the MBA program at Leeds University

1. leading organizational change mickyates www.leader-values.com Nov 2009

2. page 2 leadership …

3. page 3 page 3 leadership is more than management leaders have a rock-solid value system which is congruent with their followers leaders are interdependent with followers leaders make the complicated simple leaders are story tellers leaders always accelerate change leadership is a process – not an event

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6. page 6 team trust personal courage

7. page 7 culture

8. 1. POWER DISTANCE The extent to which power is distributed equally within a society and the degree that society accepts this distribution. A high power distance culture prefers hierarchical bureaucracies, strong leaders and a high regard for authority. A low power distance culture tends to favour personal responsibility and autonomy. page 8 GeertHofstede – cultural dimensions

9. 2. UNCERTAINTY AVOIDANCE The degree to which individuals require set boundaries and clear structures, Ahigh uncertainty culture allows individuals to cope better with risk and innovation; a low uncertainty culture emphasises a higher level of standardisation and greater job security. 3. INDIVIDUALISM versus COLLECTIVISM The degree to which individuals base their actions on self-interest versus the interests of the group. In an individual culture, free will is highly valued. In a collective culture, personal needs are less important than the group's needs. This dimension influences the role government is expected to play in markets. page 9 GeertHofstede – cultural dimensions

10. 4. MASCULINITY versus FEMININITY A measure of a society's goal orientation. Amasculine culture emphasises status derived from wages and position; a feminine culture emphasises human relations and quality of life. 5. TIME ORIENTATION The degree to which a society does or does not value long-term commitments and respect for tradition. Long-term traditions and commitments hamper institutional change. page 10 GeertHofstede – cultural dimensions

11. page 11 Gerry Johnson – the cultural web stories rituals & routines symbols paradigm control systems power structure organization structures

12. page 12 leading organizational change

13. establish a sense of urgency create a guiding coalition develop a clear vision share the vision empower people to overcome obstacles secure short term wins consolidate and keep moving anchor the change page 13 John Kotter

14. page 14 leading organizational change Envision an accepted need for change a viable vision of an alternative state Enable 3. change agents in place – with a guiding coalition 4. sponsorship from above 5. realistic scale & pace of change – with sense of urgency 6. an integrated transition program Empower 7. organization shape to show how tasks and people fit 8. a symbolic end to the status quo 9. a plan for likely resistance Energize 10. constant advocacy – maintain momentum of change 11. a locally owned benefits plan

16. leader creates the acceptance environment through a trust building processshow “proofs” that appeal to emotions / feelings as well as rational argument through dialog either build trust before the change (often don’t have time) or co-evolve trust with the change by co-design leaders embody the values of the enterprise © mick yates 11/21/09

19. OGSTM - objectives, goals, strategies, tactics, measures© mick yates 11/21/09

26. executional feedback loop to course correct and adapt

27. continual assessment of the psychological transition for people in the organization© mick yates 11/21/09

30. if you can’t make all the roles and reporting lines clear, say soprovide clarity even if you can’t provide certainty © mick yates 11/21/09

35. page 26 leading organizational change Envision an accepted need for change a viable vision of an alternative state Enable 3. change agents in place – with a guiding coalition 4. sponsorship from above 5. realistic scale & pace of change – with sense of urgency 6. an integrated transition program Empower 7. organization shape to show how tasks and people fit 8. a symbolic end to the status quo 9. a plan for likely resistance Energize 10. constant advocacy – maintain momentum of change 11. a locally owned benefits plan

36. page 27 never underestimate the enemy respect him, but equally always remember, regardless of the odds, team to team, yours is better if there is any doubt in your mind in regard to this previous sentence you had better start training harder, or hand over your command australian army junior leadership manual © mick yates 11/21/09

37. Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives whilst having commonly held values page 28