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Change Dan Archer. HARD HAT. SOFT HAT. CONTRACTORISATION. WAR FIGHTER FIRST. DTR & DLC 2001/2. ACS 1997. ETHOS & CORE VALUES 2000. MFTS 1999. RAFD 2003. Developing Excellence in Leadership 2003. RAFLC 2003. FDC 2004. ROAD 2006. RTS & IOT 2002-4. OPERATIONS.

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Presentation Transcript
slide1

Change

Dan Archer

slide4

CONTRACTORISATION

WAR FIGHTER

FIRST

DTR & DLC

2001/2

ACS

1997

ETHOS

& CORE VALUES

2000

MFTS

1999

RAFD

2003

Developing Excellence

in Leadership

2003

RAFLC

2003

FDC

2004

ROAD

2006

RTS & IOT

2002-4

OPERATIONS

slide5

Leading People Through Change

  • Knowledge
  • Skills
  • Attitudes
  • Habits
  • (KASH)
  • An emotional journey

Exploitation

Denial

Sabotage

Acceptance

slide7

Change – the analysis- know where the truth is in the organisation

Modified from DSAT &

Leadership Development –

Best Practice Guide for Organisations

CEML

tomorrow s officer should aspire to be
Military minded and of a courageous and determined fighting spirit

Mentally agile and physically robust

Politically and globally astute

Technologically minded

Capable of understanding and managing inter-personal relations

(Emotional Intelligence)

Flexible, adaptable and responsive

Willing to take risks

Able to handle ambiguity

Tomorrow’s Officer should aspire to be
slide17
The Leadership

Balance

Control Leadership

“Action Centred”

philosophy

Empowering Leadership

“Mission Command”

philosophy

How to think rather than what to think

vision for organisational development
VISION FORORGANISATIONAL DEVELOPMENT
  • Improve standardization
  • Ability to relate with airmen/Non commissioned officers (NCOs)
  • See NCOs as generalists
  • Empowering culture
  • Decoupling training and assessment
organisation

Specialist Training Teams

Squadron Personnel

Flight Lieutenant as

Flight Commander

SNCO

Deputy

Leadership Support

and Coaching team

Training Support & Standards

Similar Administrative

Training

and Support

Organisation

Military Skills

Training Team

(RAF Regiment)

Academic Dept

Operational Studies

Academics

Individual Tutors

Defence Studies

Physical Education

Specialist Courses

SERE (Specialist

Entrants And

Re-entrant)

Additional trg

leading change
LEADING CHANGE

Find the right people

  • Position, expertise, credibility
  • Leadership & management skills

Create trust

Develop a common goal

Sensible, appealing

Establish a sense of urgency

Management is not leadership

Leadership creates:

  • Vision
  • Strategies

Management creates:

  • Plans
  • Budgets

Create the guiding coalition

Develop the vision & strategy

  • Communicate a sensible vision & strategy
  • Make structures & systems compatible with the strategy
  • Provide the training employees need
  • Confront those who under-cut needed change

Communicate the change vision

Empower employees for broad-based action

Transformation

succeeds

then faltes

Successful

transformation

Generate short term wins

LEADERSHIP

Consolidate gains & produce more change

No change

Short term

change achieved

but not major

transformation

  • Provide evidence that sacrifices are worth it
  • Reward change agents to build morale and motivation
  • Use feedback to fine tune strategy and plans
  • Undermine cynics
  • Keep chain of command on board
  • Build momentum

Anchor new approaches in the culture

  • Comes last, not first
  • Depends on results
  • Requires a lot of talk
  • May involve staff turnover
  • Makes decisions on succession critical

MANAGEMENT

slide26

It is a great if stressful technique, of questionable morality; I like to think of it not as lying but of telling ‘future truths’