1
Critical Lessons inCritical Lessons in
LeadershipLeadership &&
ChangeChange
Friday 16Friday 16thth
JulyJuly
20102010
EM0...
2
Embedded thirty
second Animoto
introduction
3
ContentsContents
•Introduction
•Case Study 1
•Case Study 2
•Critical Lessons:
oClear Rational
oTrust
oOne Size doesn’t
f...
4
IntroductionIntroduction
What is leadership - What is change?
How did we get here? Our collective
discussion led us to t...
5
Case Study 1 – Sue HillCase Study 1 – Sue Hill
RecruitmentRecruitment
Private sector, SME, Leader = owner
manager
A chan...
6
Case Study 2 – PoliceCase Study 2 – Police
AuthorityAuthority
What strategic and/or cultural changes
were being proposed...
7
Critical Lesson 1: ClearCritical Lesson 1: Clear
RationalRational
Change equation
(success/amount of change depends on
(...
8
Critical Lesson 2: TrustCritical Lesson 2: Trust
Trust is vital
Trust of leaders in the team (that they
will do their be...
9
Critical Lesson 3: One SizeCritical Lesson 3: One Size
Doesn’t Fit AllDoesn’t Fit All
Leadership style needs to change t...
10
ConclusionsConclusions
What are the major enablers of change
leadership, in terms of the core
leadership and management...
11
Conclusions, cont.Conclusions, cont.
How successful were the organisations in
effecting and sustaining change?
Does thi...
12
RecommendationsRecommendations
What are the key improvements that
these organisations and their
leaders need to effect ...
13
Team ReflectionsTeam Reflections
How do we, as learning team
members, think we compare with the
leaders in these two ca...
14
AnyAny
Questions?Questions?
15
SpareSpare
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Leadership and change presentation group v.0.3

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Assessed MBA presentation on leadership & change; lessons learned from two practical examples

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Leadership and change presentation group v.0.3

  1. 1. 1 Critical Lessons inCritical Lessons in LeadershipLeadership && ChangeChange Friday 16Friday 16thth JulyJuly 20102010 EM08 LearningEM08 Learning Team 4Team 4
  2. 2. 2 Embedded thirty second Animoto introduction
  3. 3. 3 ContentsContents •Introduction •Case Study 1 •Case Study 2 •Critical Lessons: oClear Rational oTrust oOne Size doesn’t fit all •Conclusions
  4. 4. 4 IntroductionIntroduction What is leadership - What is change? How did we get here? Our collective discussion led us to the Power of Three model: Trust Clear Rational One Size Doesn’t Fit All
  5. 5. 5 Case Study 1 – Sue HillCase Study 1 – Sue Hill RecruitmentRecruitment Private sector, SME, Leader = owner manager A change in working practices driven by the recession – from fulfilment to sales Objective was to increase job orders and hence restore revenue Strategy – what strategy? Values – quality, ethics in business, care for candidates as well as clients
  6. 6. 6 Case Study 2 – PoliceCase Study 2 – Police AuthorityAuthority What strategic and/or cultural changes were being proposed or attempted? Who were the leaders? What role were those leaders taking in changing their organisations’ strategies and/or cultures? What was the current and/or potential impact of these changes on the organisations?
  7. 7. 7 Critical Lesson 1: ClearCritical Lesson 1: Clear RationalRational Change equation (success/amount of change depends on (desirability of new x dissatisfaction with old x first steps) being > resistance to change) Clear, desirable goals Communicate problems with current situation Equates to Kotter’s “create a sense of urgency”
  8. 8. 8 Critical Lesson 2: TrustCritical Lesson 2: Trust Trust is vital Trust of leaders in the team (that they will do their best, are committed, are capable) Trust of the team in leaders (that they have scanned the environment, have a vision, set achievable goals) In each case, what was the gap between the desired level of trust and the reality? What effect did this lack of trust have in each case?
  9. 9. 9 Critical Lesson 3: One SizeCritical Lesson 3: One Size Doesn’t Fit AllDoesn’t Fit All Leadership style needs to change to suit: •Culture of organisation •Type of change being attempted (revolutionary, incremental, etc) •Power structure / struggles in the organisation
  10. 10. 10 ConclusionsConclusions What are the major enablers of change leadership, in terms of the core leadership and management skills and tools required for embarking on and sustaining change? By contrast, what core leadership and management skills and tools did these organisations possess prior to embarking on their change journeys? Did the organisations seek to address any resource shortcomings before embarking on their change journeys? If so, what did they do? If not, why not?
  11. 11. 11 Conclusions, cont.Conclusions, cont. How successful were the organisations in effecting and sustaining change? Does this success – or failure – corroborate the theories and models we’ve been taught describing the major enablers of change, or does it expose flaws in those theories and models? We will select and use appropriate theories and models of major change enablers from the Leadership and Change module in answering the above questions.
  12. 12. 12 RecommendationsRecommendations What are the key improvements that these organisations and their leaders need to effect in the way they are managing and leading change?
  13. 13. 13 Team ReflectionsTeam Reflections How do we, as learning team members, think we compare with the leaders in these two case studies? What personal stage of leadership development are we at? How can we apply the critical lessons in our roles as change leaders?
  14. 14. 14 AnyAny Questions?Questions?
  15. 15. 15 SpareSpare SlidesSlides

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