Change of Business Direction Ali Anani • Scope and Needs ofPowerPoint has newlayouts that give you Balancing Change and Stabilitymore ways to present • Description of the sub your words, images contents and media. Teamwork Productivity • Engagement and Alignment
A leader realizes that having a common vision andteamwork will lead to goal realization http://www.slideshare.net/abhisheksh ah/what-does-freedom-mean-to-you- 13574920
Owned Goals Process Control LeadershipDifferences Encouragem ent AlignmentManagement andMutual Trust Engagement Recognition Empowerment Self-Esteem Healthy Communication
Current State Transition Stages Desired State Change Emotional Disengaged Exploring Re- engaged Anticipation Arousal or WithdrawnEngagement Time
EMOTION MAP I hate you Demand I’m furious Rejection Loving Fear Negative Positive Anger LikingI don’t stomach I’m angry this Resistance Sadness Relief I Acceptance enjoy It is not sad easy liking music tomatoes
An organization will have first to have a vision to direct employees to the same direction If not, employees will go the direction of their choice The organizational readiness to fulfill the expectations of its customers and stakeholders will have to abide by this direction
Employees will follow the same direction if: The goal is clear and appealing to the employees The employees believe that shall have more grinding power than working individually. They believe they can attain the goal
Failing to do that the employee will move away from the grand goal and a Brownian Organization results The question is on how to change a Brownian-movement of an organization into a more focused effort. This requires learning from previous experiences so as to visualize the desired future state(s).
Culture is the bond that make people tolerant t o each other and it is a way of building trust am ong employees. It is the binding spring that tra nsfers the movement of an employee to the nex t one so that emergent behaviors may result Values and beliefs may prompt people to align t o their committed goal; else move in a Brownia n motion In unhealthy culture people lose desirability to learn, create and motivate others.
No Alignment Brownian No Trust Motion NoIndividualism Communication No Circulation of Information
Trust is the sum of Credibility, Reliability andIntimacy, divided by self-interest. This meansthat that trust can become almost infinitelyhigh when self-interest is very low.
The combination of credibility, reliabilityand intimacy is critical. Neither workswithout the others, because trust requiresall credibility, reliability and emotionalconnection. Consumers want to connectwith humans.
C = CredibilityCredibility has to do with the words we speak (A lack ofcommunication typically indicates leaders are hiding badnews)R = ReliabilityBy contrast, reliability has to do with actionsIntimacyIntimacy refers to the safety or security that we feelwhen entrusting someone with something.S = Self-InterestThis refers to selfishness and inability to get out of one’sown way (“what’s in it for me?”)
A study, published in 1999 byKenneth Kovach of GeorgeMason University, comparedassociates ranking of what theywanted from their jobs withwhat their bosses thought wasimportant to the associates. Theresults of the study weresomewhat surprising.
Sympathetic help with problems Tactful discipline Personal loyalty Good working conditions Promotion/growth Employers Ranking Good wages Associates Ranking Job security Feeling "in on things" Appreciation of work Interesting work 0 2 4 6 8 10 12