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Sowing the Seeds of Success: Preparing Seniors Leaders as Change Leaders February 23, 2005 Omaha Organizational Developmen...
Overview <ul><li>Review how change affects people and how they behave </li></ul><ul><li>Discuss the unique situation of be...
The Reality of Change Good   News <ul><li>Challenge </li></ul><ul><li>Excitement </li></ul><ul><li>Opportunity </li></ul>B...
Predictable Change Problems Power Anxiety Control
Anxiety—What are People Asking Themselves? <ul><li>What happens to me? </li></ul><ul><li>Will this help or hurt me? </li><...
Power—What are People Asking Themselves? <ul><li>How can I protect myself (and my organization) from this? </li></ul><ul><...
Control—What are People Asking Themselves? <ul><li>How do I keep things going so the business isn’t adversely affected? </...
How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><l...
How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><l...
How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><l...
How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><l...
How Does the Organization Respond and Fight Back? <ul><li>Informal “leaders” emerge </li></ul><ul><ul><li>“Which one of us...
How Does the Organization Respond and Fight Back? <ul><li>Informal “leaders” emerge </li></ul><ul><ul><li>“Which one of us...
How Does the Organization Respond and Fight Back? <ul><li>Align with perceived power structure </li></ul><ul><ul><li>“How ...
How Does the Organization Respond and Fight Back? <ul><li>Align with perceived power structure </li></ul><ul><ul><li>“How ...
The Dilemma for Leaders Leaders Are Affected by Change and Expected to Lead Change
What’s the Typical Impact of Change on Managers? <ul><li>Conflicting loyalties and emotions </li></ul><ul><li>Feeling unco...
What’s the Easy Way Out? <ul><li>Publicly endorse change yet privately condemn it </li></ul><ul><li>Deny responsibility fo...
What Should Leaders Do? <ul><li>Consciously choose to be part of the change </li></ul><ul><li>Keep focus on the opportunit...
What Should Leaders Do? (Cont’d) <ul><li>Look for chances to provide direction and definition </li></ul><ul><li>Help other...
Power, Anxiety, and Control* Mercer Delta Intellectual Capital Power Anxiety Control
Summary <ul><li>Change produces both positive and negative consequences </li></ul><ul><li>Predictable problems: anxiety, p...
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Sowing the seeds of success preparing senior leaders as change leaders

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Transcript of "Sowing the seeds of success preparing senior leaders as change leaders"

  1. 1. Sowing the Seeds of Success: Preparing Seniors Leaders as Change Leaders February 23, 2005 Omaha Organizational Development Meeting
  2. 2. Overview <ul><li>Review how change affects people and how they behave </li></ul><ul><li>Discuss the unique situation of being a manager under these circumstances </li></ul><ul><li>Identify what to do and what not to do </li></ul><ul><li>Discuss your issues and concerns </li></ul>
  3. 3. The Reality of Change Good News <ul><li>Challenge </li></ul><ul><li>Excitement </li></ul><ul><li>Opportunity </li></ul>Bad News Predictable Problems Associated with Change
  4. 4. Predictable Change Problems Power Anxiety Control
  5. 5. Anxiety—What are People Asking Themselves? <ul><li>What happens to me? </li></ul><ul><li>Will this help or hurt me? </li></ul><ul><li>How worried should I be about this? </li></ul><ul><li>What should I tell my family? </li></ul>
  6. 6. Power—What are People Asking Themselves? <ul><li>How can I protect myself (and my organization) from this? </li></ul><ul><li>How can I distance myself from this until I decide on the “politically correct” position to take? </li></ul><ul><li>What can I do to ensure I’m as well off as I was before? </li></ul>
  7. 7. Control—What are People Asking Themselves? <ul><li>How do I keep things going so the business isn’t adversely affected? </li></ul><ul><li>How do I keep my people motivated during all this uncertainty and confusion? </li></ul><ul><li>How do I keep my attention on the right things… </li></ul><ul><ul><li>Operational priorities? </li></ul></ul><ul><ul><li>Servicing the market and customers? </li></ul></ul>
  8. 8. How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><li>“Sounds weak to me, on what is it based?” </li></ul></ul>
  9. 9. How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><li>“Sounds weak to me, on what is it based?” </li></ul></ul><ul><li>Look for someone to blame </li></ul><ul><ul><li>“Who’s behind this anyway?” </li></ul></ul>
  10. 10. How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><li>“Sounds weak to me, on what is it based?” </li></ul></ul><ul><li>Look for someone to blame </li></ul><ul><ul><li>“Who’s behind this anyway?” </li></ul></ul><ul><li>Things slow down, productivity lags—“hall talk” </li></ul><ul><ul><li>“What’s your take on all of this?” </li></ul></ul>
  11. 11. How Does the Organization Respond and Fight Back? <ul><li>“Rational” arguments (complete vs. correct) </li></ul><ul><ul><li>“Sounds weak to me, on what is it based?” </li></ul></ul><ul><li>Look for someone to blame </li></ul><ul><ul><li>“Who’s behind this anyway?” </li></ul></ul><ul><li>Things slow down, productivity lags—“hall talk” </li></ul><ul><ul><li>“What’s your take on all of this?” </li></ul></ul><ul><li>Factions form </li></ul><ul><ul><li>“You agree with us, don’t you?” </li></ul></ul>
  12. 12. How Does the Organization Respond and Fight Back? <ul><li>Informal “leaders” emerge </li></ul><ul><ul><li>“Which one of us is going to tell ‘them’ what a bad idea this is?” </li></ul></ul>
  13. 13. How Does the Organization Respond and Fight Back? <ul><li>Informal “leaders” emerge </li></ul><ul><ul><li>“Which one of us is going to tell ‘them’ what a bad idea this is?” </li></ul></ul><ul><li>Determine what the decision makers “really” think </li></ul><ul><ul><li>“Do you really buy this stuff?” </li></ul></ul>
  14. 14. How Does the Organization Respond and Fight Back? <ul><li>Align with perceived power structure </li></ul><ul><ul><li>“How are you? We haven’t talked in awhile! What are you up to?” </li></ul></ul>
  15. 15. How Does the Organization Respond and Fight Back? <ul><li>Align with perceived power structure </li></ul><ul><ul><li>“How are you? We haven’t talked in awhile! What are you up to?” </li></ul></ul><ul><li>Appeal to relationships </li></ul><ul><ul><li>“How about a game of golf this weekend?” (We’re friends, you’ll take care of me, won’t you?) </li></ul></ul>
  16. 16. The Dilemma for Leaders Leaders Are Affected by Change and Expected to Lead Change
  17. 17. What’s the Typical Impact of Change on Managers? <ul><li>Conflicting loyalties and emotions </li></ul><ul><li>Feeling uncomfortable and uncertain of the right things to do </li></ul><ul><li>Feeling incompetent and not equipped to help others </li></ul><ul><li>Under pressure to provide better answers </li></ul><ul><li>Having to rely on “the process” </li></ul>
  18. 18. What’s the Easy Way Out? <ul><li>Publicly endorse change yet privately condemn it </li></ul><ul><li>Deny responsibility for what’s occurred </li></ul><ul><li>Change only what you say, not what you do </li></ul><ul><li>Hedge, play a game of “wait and see” </li></ul><ul><li>In the end, this strategy hurts both the leader and the entire enterprise </li></ul>
  19. 19. What Should Leaders Do? <ul><li>Consciously choose to be part of the change </li></ul><ul><li>Keep focus on the opportunities of change </li></ul><ul><li>Commit your personal support </li></ul><ul><li>Expect support from one another </li></ul><ul><li>Treat the realities of change as issues to be managed </li></ul><ul><li>Model a confident and constructive view of change </li></ul>
  20. 20. What Should Leaders Do? (Cont’d) <ul><li>Look for chances to provide direction and definition </li></ul><ul><li>Help others understand why change is necessary </li></ul><ul><li>Acknowledge what people are experiencing--give them opportunity to express it </li></ul><ul><li>Create dissatisfaction with the status quo </li></ul><ul><li>Build opportunities for participation in planning and implementation </li></ul><ul><li>Provide as much information and clarity as possible </li></ul>
  21. 21. Power, Anxiety, and Control* Mercer Delta Intellectual Capital Power Anxiety Control
  22. 22. Summary <ul><li>Change produces both positive and negative consequences </li></ul><ul><li>Predictable problems: anxiety, power and control </li></ul><ul><li>Change affects leaders in unique ways </li></ul><ul><li>Successes and failures suggest possible actions </li></ul>
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