This document outlines a presentation for officials of Kira Municipal Council on managing transitions and setting new agendas. The presentation discusses reflecting on past achievements and challenges, the roles and obligations of councilors, managing the psychological transition process after changes, and the concept of 360 degree leadership where leaders can influence others and add value from any level in an organization. It emphasizes communicating frequently during times of change, and provides advice on leading up to superiors, across to peers, and down to subordinates to be effective leaders despite one's position.

1. MANAGING TRANSITION;
SETTING NEW AGENDAS
PRESENTED AT THE IN-HOUSE TRAINING OF
OFFICIALS OF KIRA MUNICIPAL COUNCIL
GARDEN COURTS HOTEL, MASAKA
APRIL, 15-16 , 2021

2. FACILITATOR
MICHAEL GALUKANDE KIGANDA ChMC; PhD
CONSULTANT PUBLIC POLICY AND
GOVERNANCE
+256774046206; +256704926464
Email: kigandamichael2000@yahoo.com
mpgalukande@umi.ac.ug
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3. LAY OUT OF PRESENTAION
Reflections on 5 years achievements and
challenges.
Our role as councilors (transfer obligations
VS rent seeking).
Managing the transition period.
360 leadership
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4. PERSONAL REFLECTIONS
The role of councils in
development of Kira Municipal
Council: achievements and
challenges.
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WHAT DID WE COME TO
DO?
(ROLE OF COUNCILORS)
The role of councilors: Transfer
Obligations Versus Rent seeking

6. FUNCTIONS OF A COUNCILOR
1. Maintaining close contact with the electoral area
and consulting the people on issues to be
discussed in Council.
2. Presenting people’s views, opinions, and proposals
to the Council.
3. Councilors do not only present their own opinions
but also what the electorate is saying.
4. Attending Council sessions and committee
meetings. As policy makers, the policies are made
in these Council meetings.
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7. FUNCTIONS OF A
COUNCILOR…
5. Meeting the people in the electoral areas regularly.
6. Reporting to the electorate the decisions of the
Council and the actions taken to solve problems
raised by residents in the electoral area for
purposes of political accountability and
transparency.
7. Taking part in communal and development
activities in their electoral area and district as a
whole.
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8. “It isn’t the changes that do you in, it’s the
transitions. Change is not the same as
transition. Change is external, transition is
internal.”
-William Bridges
TRANSITION:
THE HUMAN SIDE OF CHANGE
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9. CHANGE VS TRANSITION
Change is situational: the new site, the new
boss, the new team roles, the new policy, the
new process…
What is changing for you?
Transition is the psychological three-step
process people go through to internalize and
come to terms with a change.
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10. THREE PHASES OF TRANSITION
ENDINGS
NEUTRAL
ZONE
NEW
BEGINNINGS
NOT YET
BEGUN FINISHED
TIME 10
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11. TRANSITIONS
People progress through transitions at
different speeds.
People may experience many things:
– Hunger
– Complaints
– Forgetfulness
– Absenteeism
– Worried
– Confused
– Sad
– Frustrated
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12. GROUPS ACTIVITY
Reflect on a major change in your life:
1. As you made this change in your life, what ended?
2. How did that make you feel?
3. What helped (or might have helped) to make
the transition easier?
4. What kind of outcome did you have? What helped
create a good outcome? What would you do
differently to avoid a bad outcome?
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13. Communicate, Communicate,
Communicate
– frequently and less formally
– the good news and the bad
– acknowledge the emotional impact caused by
the change
COMMUNICATING DURING
TIMES OF CHANGE
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14. COMMUNICATING DURING
TIMES OF CHANGE
Be open
– willing to share an honest expression of your own
personal experience
– with an "owner's" view, not a "victim's" view of
the circumstances
– listen and legitimize others' feelings and reactions
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15. COMMUNICATING DURING
TIMES OF CHANGE
Give support
– practice skills for listening and understanding
others' point of view
– work together to create short term plans to
address issues
– set up regular ongoing ways of working together
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16. COMMUNICATING DURING
TIMES OF CHANGE
Experiment
– hear/accept new ideas from others.
– encourage experimentation and accept
mistakes.
– elicit ideas from others on how to help the
change process.
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17. MANAGING THE TRANSITIONS
What will you
do to make this
transition a
success?
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18. 360 LEADERSHIP
John C. Maxwell identifies three principles to
help leaders bring value and influence to and
from every level of the organization especially
after changes and transitions
1. Lead- up
2. Lead-across
3. Lead-down
“You can lead others from anywhere in an
organization. And when you do, you make the
organization better.”
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19. 360 LEADERSHIP
“...if you have a vision when your leader does
not, you can rely on your vision to create an
environment of productivity and success for the
people working within your area of
responsibility.”
“The role of leaders in the middle of an
organization – in nearly every circumstance – is
to add value to the organization and to the
leader.”
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20. 360 LEADERSHIP
“It doesn’t matter whom you’re helping,
whether it’s your boss, a peer, or someone
working for you. When you help someone on
the team, you help the whole team. And when
you help the team, you’re helping your leaders.”
“If you help lift the load, then you help your
leader succeed.”
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21. 360 LEADERSHIP
“The middle of an organization is a good place
to discover your identity and work things out.
You can discover your leadership strengths
there.”
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22. 1. LEAD-UP
Leading up is the process of influencing a
leader.
This process includes lightening the leader’s load
by being willing to do what others won’t, while
knowing when to push forward and when to
back off.
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23. 2. LEAD-ACROSS
Leaders in the middle of an organization are
leaders of leaders.
These leaders help peers achieve positive results,
let the best idea win, and garner mutual respect.
These leaders must develop and maintain
credibility, and continually exert influence.
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24. 3. LEAD-DOWN
Leaders at the top who lead down help people
realize their potential, become a strong role
model, and encourage others to become part of
a higher purpose.
This involves walking through the halls,
transferring the vision, and rewarding for results.
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25. WHAT DOES 360 DEGREE
LEADERSHIP ENTAIL ?
Leading Down -Being interacting with
subordinates, observation and listening,
transferring vision, and rewarding productive
people
Leading Up -Being able to do what others
won’t, knowing when to push back, and when to
back off
Leading Across -Completing your peers, letting
the best ideas win
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26. 360 LEADERSHIP
Learning to increase your power to lead people no
matter where you are positioned in the organisation’s
hierarchy
To grasp the truth behind the seven myths of
leadership that keep one from being an effective leader.
To exercise influence in all directions, using principles,
skills and insights that allow you to lead in multiple
directions.
To influence those you work for, those you work with
and those who work for you.
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27. THE FIVE LEVELS OF
LEADERSHIP
5. Respect
4. Reproduction
3. Production
2. Permission
1. Position
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28. THE SEVEN MYTHS OF
LEADERSHIP
1. The Position Myth
2. The Destination Myth
3. The Influence Myth
4. The Inexperience Myth
5. The Freedom Myth
6. The Potential Myth
7. The All or Nothing Myth
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29. MYTHS OF LEADING FROM
THE MIDDLE
The Position Myth:
I can’t lead if I’m not on top
The Destination Myth:
When I get to the top, then I’ll learn to lead
The Influence Myth:
If I were on top, then people would follow me
The Inexperience Myth:
When I get to the top, then I’ll be in control
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30. MYTHS OF LEADING FROM
THE MIDDLE
The Freedom Myth:
When I get to the top, I’ll no longer be limited
The Potential Myth:
I can’t reach my potential if I’m not the top leader
The All or Nothing Myth:
If I can’t get to the top, then I won’t try to lead
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31. BAD LEADERSHIP THE INSECURE
LEADER THE VISIONLESS LEADER
The Incompetent Leader
The Selfish Leader
The Chameleon Leader
The Political Leader
The Controlling Leader
The Bully Leader
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32. QUALITIES OF 360 DEGREE LEADERS
Adaptability
Discernment
Perspective
Communication
Security
Servanthood
Resourcefulness
Maturity
Endurance
Accountability
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33. SUMMARY
Leaders help people succeed. Organizations
depend on leadership for them to be successful,
and they must have 360-Degree Leaders.
These leaders make an impact no matter where
they are in the organization.
Being a 360- Degree Leader is about winning
respect and influencing peers to build a
successful team environment.
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34. Thank you for your
time, God bless you
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