Leadership Essentials: Leading Change and Building A High Performing Culture

1. Leadership Essentials:Leading Change and Building A High Performing Culture K. Joseph Wittemann, PhD 1mcwitt@ comcast.net

4. Change Defined To make a difference To give and receive reciprocally � change places To exchange for or replace for another To lay aside To give a totally different form or appearance To transform To become different

5. When do Organizations Change? When they hit the wall and lay devastated on the ground because they never saw the walls being constructed around them. When they realize the world is changing rapidly around them and they need to keep pace with the changes as new walls are being constructed around them. When they anticipate a change in the environment and build strategies to go around the walls to achieve success. When they realize that by not changing they will become obsolete. The walls close in on them.

6. Organizations also change when: Leaders change New politics or directives are legislated Organizations merge or disassociate Crisis occurs People no longer care enough to do the job They go out of business

8. Six Principles for Promoting Organizational Change Provide full and accurate information related to change as soon as it is available to all members of your organization. Make organizational values the cornerstone of effective work performance and membership in your organization. Set specific goals that derive from your organization�s values and strategy. Create new relationships, whether temporary or formal, to stimulate different attitudes and behaviors. Give people throughout your organization some real say over how work is done. Leverage tension within your organization to promote change.

9. Eight Steps to Rapid Change 1. Sound a bugle � Call for Action 2. Give them a compass � Strategic Direction 3. Unleash your Change Ninjas � Change Leaders 4. Shake up the status quo � Intervene in the Usual 5. Sing from the same songbook � Align Leaders 6. Focus your workforce � Total Immersion 7. Accelerate performance � Create New Roles 8. Let go of the Present � Next Steps

10. Resistance� Sameness 5 percent Predictable and progressive 65 percent Enthusiastic 20 percent Revolutionary 10 percent

11. STRATEGY HIGH PERFORMING CULTURE

13. Change and Strategy Values � core and operations Vision � Long term value Mission � two to three year focus Beliefs � elements that unify and align Strategies and initiatives Actions Execution/ Review

14. Strategic Planning Future

15. Change and Culture High Performing Culture is a Strategic Decision Define key characteristics of the desired culture Assess current state Understand major gaps Build initiatives to close gaps Execute actions Assess progress and refine

16. Culture Defined �The sum total of ways of living built up by a group�and transmitted from one generation to another.� In an organization it is the way of working together that is transmitted across the organization over time.

17. Impact of High Performing Cultures Significant impact on a firms long-term economic performance Important in determining the success of failure of firms and organizations Cultures that encourage high quality performance are preferred to those that promote getting along Although difficult to change, corporate cultures can be made more performance enhancing

18. Characteristics of a High Performing Culture Employees know what they are accountable for Mission flows from and supports the company�s vision Individual and team successes are acknowledged and celebrated The leader�s behavior supports the accomplishment of the mission Conflict and disagreement are dealt with openly Team members support one another Individual and collective performance is monitored, reinforced and corrected on an on-going basis There is systematic, on-going competency development There is a high degree of shared commitment to the mission Necessary information is available to all team members Individual authority levels match individual responsibility Workers empower themselves to make individual decisions in support of the mission

19. Change and Leadership Being an effective leaders is a conscious decision Leadership: supports culture enables strategies demonstrates values visible to followers