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Change agents
 

Change agents

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  • Change agents - Individuals and groups who take responsibility for changing the existing behavior patterns of another person or social system. - Sometimes hired as outside consultants. - Managers and leaders in contemporary organizations are expected to be change agents.
  • For a successful management of change, the change agents needs to follow the steps that would serve as building blocks
  • Level 5 leaders have ambition but their ambition is first and foremost for the institution

Change agents Change agents Presentation Transcript

  • ROLE OF CHANGE AGENTS AND LEADERSHIP
    Presented By
    Vaishnavi Ragunathan
  • CHANGE AGENTS
    “Person who act as catalysts and assume the responsibility for managing change are called change agents”
    • Internal Change Agent (often an HRD professional)
    • External Change Agent (consultant)
  • SKILLS REQUIRED FOR THE ROLE OF A CHANGE AGENT
    • A sensor of the business environment
    • Vertical to horizontal functioning
    • Leadership at all levels
    • Manager as catalysts
    • Shorter time-frame horizon
    • Balancing work and personal life
    • Maximization of information flow
  • An effective change agents needs the following areas of expertise
  • BUILDING BLOCKS OF MANAGING CHANGE
  • LEVEL 5 LEADERSHIP : HIERARCHY
    • Level 5 refers to the highest level in the hierarchy of executive capabilities in “Good to Great’s” research
    • Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company
  • Level 5 Leaders…
    Build an enduring greatness into their companies through a blend of personal humility and professional will.
    Are not larger than life saviors.
    Are self-effacing individuals who have the resolve to do whatever it takes to make their company great.
  • What Makes a Level 5 Leader?
  • Leaders
  • Good-to-great leaders did not talk about themselves
    Talked about the company and the contributions of other executives
    Most are very modest and humble
    They all have Level 5 leadership!
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerators
    Disciplined People
    Disciplined Thought
    Disciplined Action
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    First Who…
    Then What
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerators
    Disciplined People
    Disciplined Thought
    Disciplined Action
  • First Who . . . Then What
    • Leaders began the transformation by first getting the right people.
    • Who” questions came before “what” decisions - before vision, strategy, organization structure, and tactics.
    • Leaders were rigorous, not ruthless in people decisions.
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerators
    Confront the
    Brutal Facts
    Disciplined People
    Disciplined Thought
    Disciplined Action
  • Confront the Brutal Facts
    Four basic practices:
    • Lead with questions, not answers
    • Engage in dialogue and debate, not coercion
    • Conduct autopsies, without blame
    • Build red flag mechanisms where information cannot be ignored
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerators
    Hedgehog
    Concept
    Disciplined People
    Disciplined Thought
    Disciplined Action
  • Hedgehog Concept
    • Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.
    • Hedgehogs see what is essential, and ignore the rest.
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerators
    Culture of
    Discipline
    Disciplined People
    Disciplined Thought
    Disciplined Action
  • Culture of Discipline
    • Involves a duality.
    • Requires people who adhere to a consistent system.
    • Gives people freedom and responsibility within framework of that system.
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerators
    Technology
    Accelerators
    Disciplined People
    Disciplined Thought
    Disciplined Action
  • Technology Accelerators
    • Good-to-greats avoid technology fads and bandwagons.
    • Yet they often become pioneers in the application of carefully selected technologies.
    • Does it fit directly with your Hedgehog Concept?
    • Good-to-greats used technology as an accelerator of momentum, not a creator of it.
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerations
    Flywheel
  • The Flywheel
    • Good-to-great transformations never happened in one fell swoop.
    • There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.
    • Instead they followed a predictable pattern of buildup and breakthrough.
    • Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .
  • Breakthrough
    Buildup
    Flywheel
    LEVEL 5 LEADERSHIP : GOOD TO GREAT
    Level 5
    Leadership
    First Who…Then What
    Confront theBrutal Facts
    HedgehogConcept
    Culture ofDiscipline
    TechnologyAccelerators
    Disciplined People
    Disciplined Thought
    Disciplined Action
  • Leading Change: Process
    • Establishing relevance
    • Asking right questions
    • Changing the mindset
    • Declaring early victory
    • Becoming your own competitor
    • Leading change involves coalition
    • Understanding that success can be a paradox
    • Creating a learning organization