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Change: The Ultimate Test of Leadership

Change: The Ultimate Test of Leadership. Idaho Institute for Court Management October 3, 2012. An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. (Joseph Rost , Leadership for the Twenty First Century ).

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Change: The Ultimate Test of Leadership

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  1. Change: The Ultimate Test of Leadership Idaho Institute for Court Management October 3, 2012

  2. An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. (Joseph Rost, Leadership for the Twenty First Century). Defining Leadership

  3. The Treadmill of Change “The future is made of the same stuff as the present.” Simone Weil

  4. A Change fetish? • “Change is a notion which is drawn upon in a largely unthinking…way so that it takes on an almost magical character. Change is like a totem before which we must prostrate ourselves….” • Professor Chris Grey, University of Cambridge

  5. Change Management Revolution? • Total quality management 21 percent • Empowerment 16 percent • Self managing work teams 14 percent • Job rotation 13 percent • Peer review/evaluation 11 percent • Quality circles 5 percent • Only one 21 percent • Nothing 58 percent (Bureau of Labor Statistics, 1993 survey of 5,987 firms.)

  6. Change Management Trackrecord • 90 percent of TQM projects fail to meet targets (Crosby) • 50-70 percent of reengineering efforts fail (Stewart)

  7. Nothing Succeeds as Planned • 76 percent- It took longer than expected • 74 percent- Unanticipated problems surfaced • 66 percent- Coordination was not effective • 64 percent- Competing activities and crises distracted from it • Jaffe and Scott

  8. The Curse of the Capital Letters • PPBS • MBO • ZBB • QC • TQM • TQS • CI • BPR

  9. The Result • Hunker Down and wait. • This, too, shall pass.

  10. People Don’t Fear Change • They Fear Loss. • _____________________________ • _____________________________ • _____________________________ • _____________________________ • _____________________________

  11. Relationships • Competence • Sense of Direction • Security • Territory

  12. How People Deal With Change Deny 1 Commit 4 Resist 2Explore 3

  13. The Painful Meanwhile • “Innovation makes enemies of all those who prospered under the old regime.” • Machiavelli

  14. Management Strategies for Alignment StageWhat You SeeWhat to Do Denial Withdrawal, focus on past Confront with information “They don’t really mean it”Make plan for action Resistance Anger, blame, retirement Listen on job, feeling low, “The Acknowledge feelings, court doesn’t care.” Empathy, Support ExplorationOver-preparation, confusion, Focus on priorities, chaos, energy, “Lets try Provide training, Set this…and this.” short term objectives. Commitment Working together, Set clear goals, cooperation, clear focus, Teambuilding, “How can WE work on this? Validate/Reward

  15. MANAGING THE TRANSITION Think of an initiative you are attempting to achieve with your staff. At what stage of the change process are they? Are You? What losses are they concerned about? Are you? Therefore, what management strategies will be required?

  16. Why Change Efforts Fail • Not Establishing a Great Enough Sense of Urgency • Not Creating a Powerful Enough Guiding Coalition • Lacking a Vision • Undercommunicating the Vision By a Factor of Ten • Not Removing Obstacles to the New Vision • Not Planning and Creating Short-Term Wins • Declaring Victory Too Soon • Not Anchoring Changes in the Organization’s Culture

  17. Reducing the Error Rate • Establish a Sense of Urgency • Form a Powerful Guiding Coalition • Create a Vision • Communicate the Vision • Empower Others to Act on the Vision • Plan and Create Short-Term Wins • Consolidate Improvements and Produce Still More Change • Institutionalize New Approaches

  18. CreatingAlignment • Practice continuous, visible leadership • Involve everyone early and often • Involve the entire bench • Work beyond the boundaries • Focus on process • Be guided by an inspiring vision • Get specific about strategy • Dedicate resources to move the process along

  19. ImplementingAlignment • Transition from planning to action • Tie strategy to performance • Create jurisdictions for people • Overcommunicate • Communication also includes listening • Generate routine feedback: formal and informal • Go for the short-term wins • Recognize that victory takes time

  20. The bottom line at the end of the day • Focus on contribution • Build on strengths • Create success experiences • Plan abandonment • Concentrate your resources • Manage your response to time • Emphasize stewardship • Know your limits

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