The document discusses handling change and leadership. It emphasizes establishing urgency for change, creating a coalition to support the change, developing and communicating a clear vision and strategy, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches. It also discusses discovering what is unique about individuals and capitalizing on their strengths as well as discovering universal human needs and fears and addressing them for effective leadership.

1. Steve Remedios
On Handling Change…
“Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on
motivation; less on external control of people and more on internal discipline”

2. Why this PPT?
I have been reflecting on the year gone by…
We have cracked new launches and VWD in 2008…
BUT…
Market Share is still not looking up!
And that leaves a bad taste in my mouth…

3. If I were the captain of the sales
team…
I would have changed some of the players
I would have changed the training routines
I would have changed the way we play the
game
I would have got a new coach for the team
I would have brought in state of the art
technology to break down the opponents
players.

4. Stephen Rodger Waugh
The Leader and The Legend of the
Invincible Aussies
“Winning is not everything, it is the
only thing”
“Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on
motivation; less on external control of people and more on internal discipline”

5. Core Values
Competitiveness
“Son, you just dropped the World Cup”
Teaming
“Quick to deflect credit, quicker to share blame”
Lack of Personal Ego
Mark Taylor declared when he was 334 not out
Waugh focussed on minimizing ‘individual stardom’

6. Core Values
Careful Recruitment
Allan Border for 6 years (2.77 W/L Ratio)
Mark Taylor despite slump (3.02) W/L Ratio)
“Pick a team, then select the captain”
Abiding Faith
‘Servant Leadership’
One who leads by example, and who has the holistic
well being of each of his charges very much at
heart

7. Processes
Constant Innovation Match Preparation
Separate teams for ODI Action plans for every
and Tests player in the opposition
Bowling first on winning a Psychological profile of
toss key members
One percent targets Warm up routines
Long Term Planning Retirement
Australia A Gilchrist
Coaching Infrastructure “Why” vs. “Why Not?”
Rotation of players Warne

8. 8 Steps to Major Change*
Establish urgency
Create a coalition
Develop a vision & strategy
Communicate the vision
broad-
Empower broad-based action
Generate short-term wins
short-
Consolidate gains & produce more change
Anchor new approaches
*Adapted from Leading Change by John P. Kotter

9. 8 Words to Major Change*
Establish urgency
Create a coalition
Develop a vision & strategy
Communicate the vision
Empower broad-based action
broad-
short-
Generate short - term wins
Consolidate gains & produce more change
Anchor new approaches
*Stolen with pride from Leading Change by John P. Kotter

10. Establish Urgency
Overcoming Complacency is crucial
A compelling need has to be developed and shared
Visible Crises catch peoples’ attention and drive up
the urgency levels
The Fire Engines only leave once an alarm has been
sounded!

11. Create a Coalition
Power & Credibility: to legitimize change (critical
mass); Ability to reward/confront
Pain &Sacrifice: Personal Stake; Pursue change despite
personal price
Expertise: Informed & intelligent decision making
Public/Private Role: Commitment and ability to support
change publicly/ meet privately with agents
Pitfalls: Avoid those who create mistrust or put their
own immediate interests above the greater goal

12. Develop a vision & strategy
Develop, articulate and communicate a shared vision of
the desired change that is:
Imaginable – Creates a Picture
Desirable – Appeals to the long-term interest
long-
Feasible – Realistic & Attainable
Focused – Clearly guides decisions
Flexible – Allows for changing conditions
Communicable – Successfully explained in 5 min.

13. Communicate the Vision
Keep it Simple; Lose the Jargon
Create Verbal Pictures
Multiple Forums; Repetition
Lead by Example; Your Behavior Speaks
Explain the Appearance of Inconsistencies
2- Way: Listen as Well as Share

14. broad-
Empower broad-based action
Sponsors: Senior management leaders - the driving
force of change - must walk the walk.
Advocates: Allies of leaders, deploy the vision -
communicate - involve - sell – MOTIVATE the
masses.
Agents: Influence sponsors’ commitment, target
resistance, measure readiness, assess existing
people/structures
Targets: Everyone in organization - develop, train,
reinforce, support

15. short-
Generate short-term wins
Plan for and create regular “wins”
Recognizing and rewarding people who facilitate
the “wins”
Momentum is building, less resistance
You get what you reward
There is no such thing as ‘Too Much Recognition’
in a climate of change!

16. Consolidate gains & produce more
change
Use increased credibility to change other systems that
don’t fit the vision
Hire, promote, and develop people who implement the
change vision
Reinvigorate the process with new projects, themes,
and change agents
Don’t let up

17. Anchor new Approaches
May involve turnover.
Maintain clear focus.
Cultural change comes last, not first.
Embrace resistance.
Respect those who resist.

18. Heifitz & Laurie – 6 Principles

25. Steve’s TIBs
TIB = This I Believe
“Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on
motivation; less on external control of people and more on internal discipline”

26. This I Believe
Level 10 – The One Thing You Need To Know –
The 5 Dysfunctions Of A Team – DLE – How
Full Is Your Bucket – The Lucifer Effect – Jack
Welch – Broken Windows Theory – Emotional
Intelligence – The Truth About You – Dee Hock
– Q12 – Marcus Buckingham – Tom Peters –
GROW – The Leadership Engine – Remarkable
– The Purple Cow – Seth Godin – Socratic
Condemnation – Gladwell – 10,000 hour rule

27. This I Believe
Level 10 – The One Thing You Need To Know – The 5
Dysfunctions Of A Team – DLE – How Full Is Your
Bucket –The Lucifer Effect –
Jack Welch – Broken Windows Theory – Emotional
Intelligence – The Truth About You – Dee Hock – Q12
– Marcus Buckingham – Tom Peters – GROW – The
Leadership Engine – Remarkable – The Purple Cow –
Seth Godin – Socratic Condemnation – Gladwell –
10,000 hour rule

28. This I Believe
Level 10 – The One Thing You Need To Know – The 5
Dysfunctions Of A Team – DLE – How Full Is Your
Bucket – The Lucifer Effect – Jack Welch –
Broken Windows Theory
– Emotional Intelligence – The Truth About You –
Dee Hock – Q12 – Marcus Buckingham – Tom Peters
– GROW – The Leadership Engine – Remarkable – The
Purple Cow – Seth Godin – Socratic Condemnation –
Gladwell – 10,000 hour rule

29. This I Believe
Level 10 – The One Thing You Need To
Know – The 5 Dysfunctions Of A Team – DLE – How
Full Is Your Bucket – The Lucifer Effect – Jack Welch –
Broken Windows Theory – Emotional Intelligence –
The Truth About You – Dee Hock – Q12 –
Marcus Buckingham – Tom Peters – GROW –
The Leadership Engine – Remarkable – The Purple Cow
– Seth Godin – Socratic Condemnation – Gladwell –
10,000 hour rule

30. This I Believe
Level 10 – The One Thing You Need To Know – The 5
Dysfunctions Of A Team – DLE – How Full Is Your
Bucket – The Lucifer Effect – Jack Welch – Broken
Windows Theory – Emotional Intelligence – The Truth
About You – Dee Hock – Q12 – Marcus Buckingham
– Tom Peters – GROW – The Leadership Engine –
Remarkable – The Purple Cow – Seth
Godin – Socratic Condemnation – Gladwell –
10,000 hour rule

31. In Summary!
Broken The Lucifer
Windows Establish urgency
Effect
Create a coalition
Develop a vision & strategy
Communicate the vision
Empower broad-based action
broad-
short-
Generate short - term wins
Consolidate gains & produce more change
Be Truly Anchor new approaches
Truth About
Remarkable You!

32. The End
Steve Remedios
“Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on
motivation; less on external control of people and more on internal discipline”

33. The One Thing You Need To
Know
“Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on
motivation; less on external control of people and more on internal discipline”

34. Great Managing
Discover what is unique about each
person and capitalize on it.
“Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on
motivation; less on external control of people and more on internal discipline”

35. Three Things
Strengths & Weaknesses
Triggers
Styles of learning
Analyzing
Doing
Watching

36. Great Leading
Discover what is universal and
capitalize on it.
“Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on
motivation; less on external control of people and more on internal discipline”

37. Five universals
Fear of Death
Fear of the Outsider
Fear of the future
Fear of chaos
Fear of insignificance

38. Five Universals
Fear of Death
(need for security)
Fear of the Outsider
(need for community)
Fear of the future
(need for clarity)
Fear of chaos
(need for authority)
Fear of insignificance
(need for respect)

39. The disciplines of Leadership
Take time to reflect
Select your Heroes with great care
Practice