Leaders of change

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Do you have what it takes to successfully lead change in your organization? This session features a discussion on leadership in the context of organizational change and the attributes of leaders that successfully lead change within their organizations.

You will learn:

How to Define Agents of Change
The Importance of Change/Change Agents
The Attributes of Leaders/Change Agents
Environments that Foster Innovation
Finding/Developing Leaders of Change

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Leaders of change

  1. 1. Leaders of Change How to Spot Thema presentation brought to you by: Sherry Perkins
  2. 2. Sherry Perkins • M.A. Organizational Development • 30 Years Experience • Technology/Management/HR • Business Owner • Chair Waco WIB Alliance Vice President Enterprise Solutions • SCORE Counselor Consulting • UOP Management Instructor ® imagine great peoplewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  3. 3. Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  4. 4. Creating Value for Clients We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  5. 5. Diverse Base of Marquee Clients Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Client Highlights • 11,000 + active clients • Client base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  6. 6. Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  7. 7. Leaders of Change How to Spot Thema presentation brought to you by: Sherry Perkins
  8. 8. Session Objectives • Understand the attributes that contribute most to a leader’s effectiveness as an agent of change. • Examine the environmental conditions that make change mastery a necessity and the organizational framework that may enhance a leader’s ability to execute change effectively. • Use assessment data to proactively access a leader’s current effectiveness and determine entry points for developing the leader’s influence as a change agent.1www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  9. 9. Today’s Topics• Define Agents of Change• Importance of Change/Change Agents• Attributes of Leaders/Change Agents• Environments that Foster Innovation• Finding/Developing Leaders of Change2www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  10. 10. What is a Change Agent? How would you identify leaders who are Change Agents? (Chat)3
  11. 11. Agent of Change A change agent is an event, organization, material thing or, more usually, a person that acts as a catalyst for change. In business terms, a change agent is a person chosen to bring about organizational change. http://wiki.answers.com/Q/What_is_a_change_agent4www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  12. 12. Importance of Change Mastery• History records the ability to manage change as one of the most critical contributors to an organization’s sustainability. (Foster & Kaplan, 2001).• History records significant numbers of companies dissolving under, The Age of Discontinuity, the stress of failure to adapt to changes in the environment. (Drucker, 1999).• Drucker (1992) suggested there is no greater indicator of organizational survival than its ability to adapt.5www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  13. 13. Importance of Change Mastery• History records the ability to manage change as one of the most critical contributors to an organization’s sustainability. (Foster & Kaplan, 2001).• History records significant numbers of companies dissolving under, The Age of Discontinuity, the stress of failure to adapt to changes in the environment. (Drucker, 1999).• Drucker (1992) suggested there is no greater indicator of organizational survival than its ability to adapt.6www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  14. 14. Importance of Change Mastery• History records the ability to manage change as one of the most critical contributors to an organization’s sustainability. (Foster & Kaplan, 2001).• History records significant numbers of companies dissolving under, The Age of Discontinuity, the stress of failure to adapt to changes in the environment (Drucker, 1999).• Drucker (1992) suggested there is no greater indicator of organizational survival than its ability to adapt.7www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  15. 15. The Environment • Global, Multi-national Presence • “Extreme” Technology • Connected Universe • Fierce Competition • Creative Partnering • Complex Workforce • Multi-cultural • Multi-generational • Multi-valued • Virtual Offices • Open-Systems (Matrix) • Team Leadership8www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  16. 16. The Environment • Global, Multi-national Presence • “Extreme” Technology • Connected Universe • Fierce Competition • Creative Partnering • Complex Workforce • Multi-cultural • Multi-generational • Multi-valued • Virtual Offices • Open-Systems (Matrix) • Team Leadership9www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  17. 17. The Environment • Global, Multi-national Presence • “Extreme” Technology • Connected Universe • Fierce Competition • Creative Partnering • Complex Workforce • Multi-cultural • Multi-generational • Multi-valued • Virtual Offices • Open-Systems (Matrix) • Team Leadership10www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  18. 18. Homeostasis • Homeostasis is the bodys ability to regulate all of its process, keeping everything in balance so that the body experiences optimal functioning. • Tendency of an organism to ward off attack from internal or external forces that would disturb its status quo.http://www.ask.com/web?q=what+is+homeostasis&askid=6e1ede4e-eb0e-416a-845c-a84000673a79-0-us_mse&kv=sdb&gc=0&dqi=&qsrc=999&o=102524&l=dir 11 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  19. 19. Agents of Change1. Commitment to a better way2. Courage to challenge the status quo3. Color outside the lines4. Motivate self and others5. Care about people6. Stay undercover7. Maintain a sense of humorKatzenbach, J. (December, 2012). Effective change leaders. Business Respect.Retrieved from http://www.mallenbaker.net/csr/CSRfiles/effective.html. 12 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  20. 20. Personal Characteristic of Change Leaders 1. Low Level of Anxiety 2. Emotional Stability 3. Action Orientation 4. Confidence 5. Openness 6. Risk Tolerance Katzenbach, J. (December, 2012). Effective change leaders. Business Respect. Retrieved from http://www.mallenbaker.net/csr/CSRfiles/effective.html. 13 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  21. 21. Checkpoint 360 Universal Competencies & Skill Sets Communication: • Listens & Communicates Effectively Task Management: • Processes Information • Works Efficiently • Works Competently Leadership: • Instills Trust Production: • Provides Direction • Takes Action • Delegates Responsibility • Achieves Results Adaptability: Development of Others: • Adjusts to Circumstances • Cultivates Individual Talents • Thinks Creatively • Motivates Successfully Relationships: Personal Development: • Builds Personal Relationships • Displays Commitment • Facilitates Team Success • Seeks Improvement 14 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  22. 22. Which Competencies Contribute Most to a Leader’s Change Mastery? (Poll)1. Communication: 5. Task Management:• Listens & Communicates Effectively • Works Efficiently• Processes Information • Works Competently2. Leadership: 6. Production:• Instills Trust • Takes Action• Provides Direction • Achieves Results• Delegates Responsibility 7. Development of Others:3. Adaptability: • Cultivates Individual Talents• Adjusts to Circumstances • Motivates Successfully• Thinks Creatively 8. Personal Development:4. Relationships: • Displays Commitment• Builds Personal Relationships • Seeks Improvement• Facilitates Team Success 15www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  23. 23. Change-Related Competencies & Skill Sets Communication: • Listens & Communicates Effectively Task Management: • Processes Information • Works Efficiently • Works Competently Leadership: • Instills Trust Production: • Provides Direction • Takes Action • Delegates Responsibility • Achieves Results Adaptability: Development of Others: • Adjusts to Circumstances • Cultivates Individual Talents • Thinks Creatively • Motivates Successfully Relationships: Personal Development: • Builds Personal Relationships • Displays Commitment • Facilitates Team Success • Seeks Improvement16 Checkpoint 360 Feedback Survey Competencieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  24. 24. Critical Checkpoint Competencies/Skills That Signal Innovation ListensThinks Creatively Communicates Adaptability CommunicationDisplaysCommitmentSeeksImprovement Personal Takes Action Production DevelopmentCultivates Talents Development Relationships Facilitates Team of OthersMotivates Success * Builds Personal Relationships 17 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  25. 25. Jet Aircraft Engine Manufacturers PPIScales 1 2 3 4 1 2 3 4 1 2 3 418 Leaderwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  26. 26. Scales That Influence Posture Towards ChangeScale I Scale II Scale III Scale IV Scale VDOMINANCE STEADINESS MOTIVATIONAL INTENSITY INFLUENCE COMPLIANCE Control, Social Influence, Precision, Internal Patience, Ambition, Positive Analytical, Versus Composure, Results Expectancy, Quality External Team PlayerOrientation Expressiveness Orientation Motivation 19 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  27. 27. Stages of Concern Model Improve or Choose Better Collaboration or Solution Implementation Consequences Management Personal Informational Awareness Scale 4 3 2 1 Compliance Stability Influence DominanceConcerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/4226420www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  28. 28. Leaders of Change Cautiously Compliant Independently Innovative21www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  29. 29. Intentional Innovation Evaluate Rewards/Recognition Performance Execute Learning Systems Business Process22www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  30. 30. Evaluating Leadership Development Initiative Results Focus Process Outcome Impact Does it target Is it being Is it enhancing What is the critical needs? implemented your talent? impact on your well? business? What they Delivered Do we hold Did the want – not when they people behavioral need it and accountable changes drive want they when they can for using the the desired need use it skill? results?(Jazmine Boatman, Ph.D, Senior Consultant, Development Dimensions International, DDI. What has leadership development done for you lately? Measuring the Value ofIM:EX “Interaction Management – Exceptional leader – Extraordinary Results”) 23 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  31. 31. Open-Systems Team Model (Pre-requisites) Dr. Oscar Mink, Open Organization, 1979Effective Decision Level atCommunications Lowest Level of CompetencyEqual Reward forTeam versus Members WhoIndividual Are Capable andAchievement CommittedClearly Understood Goals Inspire ContinuousMember Authority and LearningAccountability 24 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  32. 32. Double-Loop Learning Argyris, C. (1978) Retrieved from http://www.google.com/imgres?imgurl=http://www.leadershipnow.com/leadingblog/images/Double-LoopLearning. . . Also http://www.infed.org/thinkers/argyris.htm.25www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  33. 33. Critical Questions for Change LeadersDo You. . . Do You . . .1. Set the stage for 1. Explain what’s in it the change? for them?2. Track and 2. Big Picture/Little understand the Picture employee 3. Know what should response to the remain the same? change?3. Provide answers to American Management Association (2012). http://www.amanet.org/training/articles/10-critical-questions -for-change- leaders.aspx tough questions? 26 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  34. 34. How Do We Measure Effectiveness? CheckPoint 360 Leadership Survey27www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  35. 35. Feedback is Critical Clients ‘Self’ Partners Anonymous Each Direct Leader/ & Confidential ‘Boss’ Reports Manager Anonymous & Confidential Peers28www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  36. 36. Are You an Effective Agent of Change? (Poll)1. Absolutely 100%2. I’m more than half way there.3. I don’t know. I’d like to participate in a Checkpoint 360 leadership survey and Charisma analysis.29www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  37. 37. Questions?
  38. 38. www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  39. 39. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business

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