Value Added?

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LINEAR

STEADY STATE EXPERT

SPIRAL

TRANSITORY

Implications …

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Who gets to the top of most organizations?

Who designs the reward systems in those organizations?

L

EST

Some Fundamental Questions• What is my ranking of career motives?• How does this compare with my concepts?• What does the comparison say about how I

might make decisions?• What would be the impact of letting concepts

dominate motives?• How could I insure deciding in favor of my

motives?

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LPV 3. Courage to Act?

• Observe and identify VABEs• Confirm VABEs with person• Explore validity of VABEs with person• Set probationary time period• Active coaching• If progress, continue;

if not, make a change (cause = my weak coaching or his weak learning or both)

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Society

Can you change anything in the world “out there” without changing

yourself first?

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Organization

Team

Self

Insanity

Is expecting different results while you continue doing the same thing.

Einstein/Alcoholics Anonymous

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Leading Strategic Change Requires . . . .

Vision (What do you see?)Understanding (Rigorous analysis)Courage (to initiate action)THE “LEADERSHIP POINT OF VIEW”

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Break

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Day Two:Team Perspectives

• What stood out for you on Day One?

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Greenland

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Leadership is about managing energy, first in yourself and then

in others.

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The obligatory commute …

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Managing Energy

Energizers•

Drainers•

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How do you want to feel?

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FLOWTime warps (slow or fast)Lose sense of selfIntense focusPerform at highest levelSeems effortless (flow)Internally satisfyingRegain larger sense of self

Adapted from FLOW by Mihalyi Csikszentmihalyi

DREAM

WORLD CLASS PERFORMANCE

Doug Newburg, UVA

PreparationSetbacksObstaclesSuccesses

Revisit the Dream

RESONANCE

Five Key Questions

1. How do I wantto feel today?

2. What does it take to get that feeling?

3. What keeps me from that feeling?

4. How can Iget it back? RESONANCE

5. What are you

willing to work for?

THE PURPOSE OF LIFE Find Your Resonance Invest in Your Resonance Enjoy Your Resonance Help Others Find Their Resonance

Key Points … Pay attention to your internal Life’s Dream as well as

your external Life’s Dream If you’re not resonating, will you be performing at a

world-class level? Pay attention to your experience along with your

achieving. It’s your life, what are you willing to work for? Ignore Task AND Process at the risk of your

enjoyment AND your performance

Implications for Managers

• Can you distinguish between LDext and LDint? • Can you identify your LDint?• Can you identify your team’s LDint?• Can you help people reconnect with their LDint?• What will the impact be on performance?

Break

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Leading Change in Teams

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Work Group or … Team?

• Strong central leader• Individual accountability• Purpose = Corp’s.• Sequential jobs• Efficient meetings• Individual measures• Make work

• Shared Leadership• Team Accountability• Distinctive Purpose• Shared, real work• Open ended meetings• Direct, collective

measures• Real work

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Katzenbach and Smith, “The Wisdom of Teams”

What do we know about teams?

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• Stages of development• Necessary roles• Principles of Building• Principles of Leading

Common Stages of Group Development

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Forming/Orientation Purpose? Membership?

Storming/Rule Setting

Who’s the leader? What’s our style? What’s okay? What’s not?

Performing Working on the task. Getting completion.

Reforming New tasks, new assignments, new relationships, letting go.

Necessary Roles: Task Process

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Task

Process

Losers’ Corner

And/also “Winners’ Corner”

Necessary Roles for High Performing Team

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TASK

PROCESS

CREATIVITY

PRAGMATICS

Danger!

Be a Team Builder and a Team Leader

• Balance Task with Process• Balance Creativity with Pragmatics• Design Team Measures• Create positive Team VABEs• Respect the Individuals on the Team

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Team Exercises

• Systems Processing• Helium Pole• Nuclear Waste

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Break

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Day Three: Organizational Perspectives

• What did you take away from Day Two?

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Key Leadership Initiatives

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STRATEGY(priorities)

ORGANI-ZATION(design)

OTHERS(employees)

LEADER(traits) Strategic ThinkingDeveloping

Influence

Designing

2. What’s Your

“story?”

3. Can you“sell” your

story?

4. Does yourorganization

help or hinder?5. Can you lead changeto keep up?

1. Who areyou?

Leader as Organization Designer

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The Indirect Effect of Designing Effective Organizations

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Back-groundFactors

LeadershipVABEs

RESULTSBalancedScorecardCust SatOps EfficLearningFinances

OrgDesign

Decisions

Organi-zationalCulture

Indirect Effect

Creativity and Energy

Diversity

Human Resources Processes(adapted from Tichy et al)

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SelectionWorkDesign

Appraisal

Reward

Learning

Outplacement

Pfeffer: HRM as Competitive Advantage

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Research-based Elements of Effective HRM Systems

Security

Hiring

Teams

High Wages

Training

Egalitarian

Share Data

Differentiation and Integration

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Differentiation

IntegrationOrganization and Environment, Lawrence and Lorsch

Integrative Mechanisms• Pyramid Supervision (slow)• Meetings (depends on quality)• Integrated Product Teams IPTs (leadership?)• Publications (weak)• Integrators (Program Managers) (leadership?

Budget Power?)• Personal Networks (Inclination? Skill? Culture?)• Rewards (mixed signals?)• Shared Values (oversight?)• Common Targets (common enemy)

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Turf Building

• Genetic? Every generation? Gene for acquisition and control? (Lawrence and Nohria)

• Personal versus Organizational Strength• Expensive, duplicates resources• Bureaucratic and Slow• Culture Choice

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Investment Opportunity?

• Commodity Business• Competition everywhere• Low tech• 12-14 hour days• High School dropouts• On your feet all day• Smelly

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Another kind of design…

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Organizing for EnergyFISH! Principles

PlayMake Their Day

Be ThereChoose Your Attitude

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Break

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Leading Change from the Middle

• John Smithers

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Intellectual Intelligence (IQ)

Genetically endowedEnvironmentally EncouragedFocus of Most School WorkProcessing Power CuriosityDiscipline

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Emotional Quotient (EQ)

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Recognizing your own emotions

Managing your Emotions

Self Talk to get out of Emotional Hijackings

Paying Attention-Self Awareness

Adapted from Daniel Goleman, Emotional Intelligence, Bantam, New York, 1995

Emotional Hijackings

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AngerFear DepressionApathy

Social Quotient (SQ)

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Recognizing the emotions of others

Empathy

Caring

Listening

Skill in Coaching & Resolving Conflicts

Change Quotient (CQ)

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Recognizing the need to change

Emotional comfort with change

Understanding the Change Process

Skills in Leading the Change Process

Can People Change?

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Leading Change:Roles, Models, and Resistance

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Common Questions

• What do you want me to do?• Why do you want me to do it?

(Am I motivated to do so?)

• Can I do it?• What’s in it for me?

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Resistance to Change

• How many of you have employees that are not doing things you want them to do?

• Why don’t they?• How many of you have things that your boss

wants you to do that you’re not?• Why?

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Why People Resist Change

• Habit• Comfort• Waiting for others to set vision• Logical models: right data will convince

– Why doesn’t it?

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Level Change Strategies

What causes change? Level of Behavior

Orders, punishments Level 1: Visible Behavior

Logical facts, arguments Level 2: Conscious Thought

Relevant stories, beliefs Level 3: VABE’s

But what’s the longevity of impact?

Models of Change

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Kurt Lewin Michael Beer John Kotter Tim Gallwey MIT Model Elizabeth Kubler Ross Jim Clawson

• See L3L, Chapter 16, Leading Change

Kurt Lewin

Unfreeze Retrain Refreeze

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Beer’s Leading Change

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Cp = D x M x P > CCp = Probability of Change

D = Dissatisfaction with Status Quo

M = Clear Model or Vision of the Future

P = Clear Process for Managing the Change

C = Cost of Making the Change

from Leading Change, Michael Beer, HCS

Kotter’s 8 Errors in Leading Change

Allowing complacency Failing to create a guiding coalition Underestimating the power of vision Under-communicating the vision by 10, 100, or 1000 Allowing Obstacles to block the vision Failing to create short-term wins Declaring victory too soon Neglecting to anchor changes in culture

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From Leading Change, John Kotter, HBS Press, 1996.

Kotter’s Eight Stage Process for Creating Transformation

Establish a sense of urgency Create a guiding coalition Develop strong vision and strategy Over communicate the vision and strategy Redesign to encourage broad-based action Generate short-term wins Consolidate gains in redesign and HR Anchor changes in the culture

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Adapted from Leading Change, John Kotter, HBS Press, 1996

Inner Game of Change

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Select the right measures

Focus attention and see what happens

Listen to Self 2

Self 1 (Shoulds) and Self 2 (Inner Self)

Adapted from Tim Gallwey, Inner Game of Work

Stages of Change Feeling Unsettled: Something isn’t right. Denial: It’s not that bad. Facing the Present: I see things as they are. Letting Go: The past isn’t working; the future is unclear. Envisioning: I know what I want. Exploring new Options: Maybe I can do it. Committing to Action: I can do it. Integrating the Change: I am doing it.

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Adapted from From Chaos to Confidence, Susan Campbell, Simon & Schuster, New York, 1995

Disconfirming Data

DENIAL

Emotional Pendulum of Change

Adapted from Elizabeth Kubler-Ross

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DENIAL

Denyingthe Message

Denying One’s Ability to Do Anything

Denyingthe

Messenger

Denying the Relevance of the Message

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INTEGRATION

ANGER

DESPAIR

HOPE

EXPERIMENTATION

BARGAINING

DENIAL

Disconfirming Data

Emotional Pendulum of Change

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5 P’s of Leading Change

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PAIN AND PURPOSE

FOR CHANGE

PAIN AND PURPOSE

FOR CHANGEPICTURE OF

WHERE TO GO

PICTURE OF WHERE TO GO

PART FOREACH TO PLAY

PART FOREACH TO PLAY

PLAN HOWTO GET THERE

PLAN HOWTO GET THERE

Problem Leadership

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LEADERSHIP ACTIVITY Questions Answers

•Problem Solving Old New

•Problem Finding New Old

•Problem Creating New New

Adapted from Pathfinding by Harold Leavitt, 1995

Society

Can you change anything in the world “out there” without changing yourself

first?

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Organization

Team

Self

What can I do to make it happen?

• Expand your vision• Expand your skill set• You teach what you tolerate• Create win-win’s for all parties• Become an ally, not an adversary• Accept and channel the other’s point of view• Change yourself, not others

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