Leadership Capability

735 views

Published on

Published in: Business, Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
735
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
11
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • There is no debating we are in a time of change and that CM is critical to the successful delivery of reform. What role does CL play in this success? CL IS THE COMPETANCY THAT ENABLES CHANGE IN AN ORGANISATION. What does a leadership competency mean ? – From a project and CL perspective you need to make executive decisions around resources, strategy and scope, timing and dates.….. From a change management and CL perspective you need to take action and being active and visible, communicating and building a coalition What does enabling change look like - linking back to Lorraine's work its about being able to prepare yourself for the change by understanding the changes, adapting to them and developing competencies to manage the change. Then as CEB says its about leading employees through the change - introducing changes/ managing through transition and reinforcing celebrating success. Who are Change leaders – anyone that manages people in these times of change
  • Now we have a definition why is it important? AS David miller the founder of change works said in April this year ….if we look at Kotter most recent research he is saying that Management methodologies we used in 20th century are no longer sufficient and to drive results with increasing change requires a new type of leader - Mckinsey latest research Org success is based on CL being the catalyst and maintaining momentum. Prosci research shows that over the last 14 years active and visible leadership is the number one contributor to success. Finally Oxford university says that progress lies in the examination of change competencies and building a capability to manage change - finally looping back to David millers work on delivering transformational change he says change doesn’t happen when a new system is on place it happens when someone uses the system and their behaviour changes. So I as you the question is change leadership the difference between implementation and installation ? David says the value gap is achieved if you appoint a dedicated resource to lead the change, allow time for change to be rolled out and train your people to be effect in planning and executing change. Take a moment to think about your recent change activities do you have a value gap and what's missing to achieve implementation for your current change.
  • Where are we starting from in Government? Hold out report ……In the how is it report for 2012 capability to manage change was an ……so we have a baseline measurement to start from
  • So how do we start building change leadership to improve the perception of our people on our capability as leaders to manage change. In treasury we started with baseline our skills using a questionnaire with 30 questions that covers L, CM and PM - we then deep dived into change leadership competency looking at an additional 30 questions this then gave us areas to work on as individuals managers and as a leadership team - finally for senior leaders of change we developed roadmaps to support progress
  • So as you saw at an individual level you can have a roadmap that outlines key areas for development, management level you have areas to work on and areas of resistance and at a reform team level you can outline key change steps and translate them into leadership deliverables …. create a vision would mean the leader does……and at a sector level so for example you can manage for change capability using the PSC framework - future model PSC working on an even deeper piece around managing reform and change to meet the new requirements of our leaders around CL
  • So finally what does successful CL look like - 14 years of research across 650 organisations across 62 countries shows that if you have a effective sponsor , change leader then you will get a 85% success rate on your reforms vs 36% with an ineffective change leader. I know we all want that additional 49%. what would this look like in your organisation you would have active and visible leaders who are …..allocating resources and funding
  • What about you …Are you a change leader or do you have CL in your organisation – how do you know - I have had the privilege of working with Great change leaders and if I think about what a day in their life looked like then in Optus when we created OV Kevin …..in MS when we migrated across EMEA Elaine ….in Treasury through our Org change Phil and in Transformation MM is …………Is this what your day looks like or your leaders days look like who are in the midst of reform????
  • Thankyou and if you need further information or support we have 2 communities of practice around Leadership and Change to support you
  • Leadership Capability

    1. 1. Inside the Architecture of Reform: LEADERSHIP Focusing on leadership capabilities critical to meet future challenges.. The NSW Treasury Experience Lorraine Salloum Head of Human Resources Jeanette Allom-Hill Change Director, Financial Management Transformation
    2. 2. Interaction between leaders, organisation and the environment determines leader performance Leader Organisation Environment Leader Performance Leadership Performance – having the appropriate organisation and leaders given the external situation
    3. 3. What most organisations do versus what the best organisations do* ‘Legacy Leader’ ‘Organisational Obstruction’ ‘Static System' Challenge Environment changes but leaders do not Environment changes but organisation does not Environment changes but organisation and leader do not What most organisations do Focus on „buy‟ or „build‟ strategies Focus on organisational restructuring React to situational changes with leader and organisation changes What the best organisations do Organisations identify and focus leaders on the right competencies for the environment Organisations surface barriers to leader effectiveness addressing „hard and soft‟ factors that may undermine success Proactively alignment of talent and organisational resources in support of future business strategy *Adapted from ‘Managing Leadership Performance Risks’ Corporate Executive Board 2009
    4. 4. Performance-Lift Factor: Focus on the capabilities critical to meet future challenges The questions to ask.. Misaligned emphasis and poor support expose leader performance to risk • • Leaders prioritise the wrong competencies Organisations don‟t support Leaders to apply them correctly • What are the critical capabilities required to meet future challenges? • What do these look like and what does a leader need to do to display and encourage them? • What organisational support can we provide to apply them correctly? • What opportunities does the Public Service Commission reforms give us to redefine what leadership is within our agency?
    5. 5. What is critical for Treasury to meet future challenges? Adapt to Change • • • Use knowledge of NSW Treasury and their role to quickly adjust to work environment changes Proactive; they are not paralysed by change, Willing to take action and move projects and priorities forward. Influence • • • Apply Judgment • • Use strong analytical skills to prioritise their work, assess problems, and make decisions. Rely on their expertise, experience and knowledge of Treasury to apply judgment to their decisions and in their work. Good collaborators, working well with and through others. Teamwork skills necessary to work with a range of people across Treasury and the NSW public sector. Use their technical expertise to influence internal and external stakeholders and contribute to collaborative projects. Leadership • • • Actively engage in people management Develop their team’s capability to adapt to and facilitate change Provide advice with influence and make considered, future focused judgements.
    6. 6. The Treasury Behavioural Evidence Guide
    7. 7. Defining expectations of the Leader in a complex and changing environment
    8. 8. What is Change Leadership? “A leadership competency for enabling change within an organisation. “ Prosci 2012 A Leadership Competency Enabling Change Prosci Prosci Our workplaces are constantly changing and therefore change leadership should be a part of every managers essential skills. Changeleadership.com 2008
    9. 9. Why is Change Leadership Important? The sheer complexity of change today requires a more disciplined, informed, competent and structured approach, underpinned by a highly committed, visible and determined leadership. Changefirst. Delivering Transformation Change. David Miller 2012 Driving results in a world of ever-increasing change requires a new kind of leadership. Kotter 2013 Organisational success now relies on the importance of Change Leaders throughout the organisation and how they can be the catalyst to maintain momentum. Mckinsey 2012 Active and visible leadership is the number 1 contributor to success over the last 14 years Prosci 2012 Progress is in the examination of change competencies and the building of capability for managing significant and continuing change. Oxford University 2010 Successful Change Leadership is the difference between Implementation and Installation www.changefirst.com
    10. 10. Why are we focusing on Change Leadership in the NSW Public Sector? Capacity to manage change was an area where employees held poor perceptions of their managers. • 42% agree change is handled well • 58% agree their organisation is making improvement to meet our future challenges. • “They [public sector experts] emphasise the importance of sustained leadership over time to making these changes.” (p14)
    11. 11. How do you start building Change Leadership? 1. Baseline skills 2. Assess competency 3. Roadmaps for development and tracking progress Change leadership activities Most important sponsor activities The three most critical roles of sponsors are: 1) Participate actively and visibly throughout the project. 2) Build a coalition of sponsorship with peers and managers. 3) Communicate effectively with employees. A detailed sponsor "role description" is attached. Sponsor activities are included in the PoPs. The sponsor roadmap below outlines the key sponsor activities for Strategic Projects in October/November 2012. What When Chairing the PCP1 trial 16 October 2012 board How Who Setting clear objectives at the beginning of the meeting Executive Board Ensuring that discussions remain on track A2, A3 (challenge) – On board needs support to lead change 8 Actively and visible partcipation Managing resistance Direct Communication 11 B2, B3 ( Barrier) – Neutral or opposed and need support to lead change B1 ( Threat) – Neutral or opposed but are change capable 4 Areas that need support A1 ( Advocate) – On board and already change capable CM Support Meeting objectives outline Meeting agenda 3 Ensuring key decisions are made/agreed by the meeting conclusion Chairing the Steering Regularly Committee throughout the Program Setting clear objectives at the beginning of the meeting Steering Committee Ensuring that discussions remain on track Meeting objectives outline Meeting agenda Ensuring key decisions are made/agreed by the meeting conclusion Promoting program objectives with executive peers and Secretary Ongoing One on one discussions around program objectives and Deputy key messages with executive peers Secretaries and Secretary Program key messages and objectives Change Management Support Discussions around program objectives and key messages at executive meetings Promoting program 18 October 2012 with Treasury staff Directorate Mtg Providing a ten minute presentation/Q&A session on Transformation at the FED Meeting FED staff Speaking notes Samples only *Prosci
    12. 12. Narrowing the Gap: Change Leadership in practice Kotter’s steps Leadership Deliverables Establish a sense of urgency • Examining market and competitive realities • Identifying and discussing crises, potential crisis, or major opportunities Form a powerful guiding coalition • Assembling a group with enough power to change effort • Encourage the group to work together as a team Create a vision • Creating a vision to help direct the change effort • Developing strategies for achieving that vision Capability framework for Executives Change capability Operational Active, Implement, Communicate, Monitor Tactical Plans, Steers, Seize opportunity Strategic Identify improvement, Drive direction, Create urgency Capability Framework – People Management Manage Reform and Change
    13. 13. What is the outcome of effective Change Leadership? Active and Visible Leaders: 1. Allocate resources and funding 2. Set expectations 3. Hold the team accountable Correlation of sponsor effectiveness to meeting project objectives 90% 85% Percent of respondents that met or exceeded project objectives 80% 73% 70% 60% 50% 40% 30% 36% 40% 20% Leaders build a coalition by: • Determining and communicating priorities • Establishing alignment around business and change objectives 10% 0% Sponsor was very ineffective (average score < 2) Sponsor was Sponsor was effective Sponsor was very ineffective (average (average score effective (average score between 2 and between 3 and 4) score between 4 and 3) 5) Sponsor effective rating average © Prosci. From Prosci‟s 2012 Best Practices in Change Management benchmarking report Leaders Communicate by: 1. Building awareness on why the change is being made 2. Sharing the risks if no change 3. Showing how change aligns with overall direction
    14. 14. Are you a Change Leader ? Organisation A day in the life of a Change Leader • • • Communicated the personal messages about the change Conducted group and individual coaching sessions Identified analysed and managed resistance • • • Participated actively and visibly throughout the change Built a coalition of sponsorship with peers and managers Communicated directly with employees • • • Established a clear vision Aligned leadership with the change management process Focused on progress and barriers to effective transformation relationships • Involves people meaningfully in the change, giving them a sense of control, and managing their available capacity Provides supportive education and training opportunities to develop knowledge and build competence to behave in the new ways Rewards people for engaging with the change and behaving in these new ways • •
    15. 15. Support on Leadership and Change COMMUNITY OF HRPR SSIONALS OFE The CoCP benefits individuals, agencies and the Sector by: • • • • • Driving change leadership Building change management capability Promoting the sector as a preferred place to work Strengthening best practice Providing a strategic forum and networking opportunities. The CoHRP benefits individuals, agencies and the Sector by: • Contributing to building the capability of the sector to improve service delivery to customers • Providing access to career development and mentoring opportunities • Lifting the profile of HR Professionals in the Sector • Providing a strategic forum and strengthening best practice www. comprac.nsw.gov.au

    ×