Actions of successful change leaders
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Successful change leaders demonstrate three key characteristics when dealing with change and opportunities: 1. They seek clarity and make meaning of the change or situation by understanding the facts, verifying their knowledge, and checking their understanding with others. 2. They discover new opportunities by considering how they can contribute to success, identifying what they can control, and seeing challenges as a chance to grow. 3. They manage risks by deciding on opportunities based on benefits and risks, reimagining ways to address risks, and having conversations to identify and address risks.
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The document discusses the basic model of individual change which includes three stages: endings, neutral zone, and new beginnings. It describes the typical feelings and behaviors associated with each stage of the change process, including denial, resistance, exploration, and commitment. The document provides suggestions for how to move through the change process and bring oneself to the commitment stage, such as focusing on opportunities, dealing with emotions constructively, taking ownership of change, and keeping focused on the work.
Where to focus
This document provides questions to assess where to focus change management efforts across three key areas:
1) Helping colleagues refocus by acknowledging feelings, understanding where people are in accepting change, and communicating impact.
2) Stabilizing the organization by clarifying and supporting change at all levels, ensuring focus on results and role expectations.
3) Working with resistance by identifying signs, addressing concerns, and committing people to change through removing roadblocks.
It also suggests keeping a pulse on change by gathering feedback, being approachable, and building your own support system.
Why change fails
The document discusses why change initiatives and strategies often fail. It notes that 70% of CEO failures are due to poor execution rather than poor strategy, and that 90% of well-formulated strategies fail due to poor execution. Additionally, 66% of corporate strategies are never actually executed. A quote suggests that failures sometimes stem from a lack of ability or willingness from personnel needed to implement strategic changes.
Can you hear me now
This document summarizes William Bridges' model of transition which outlines three stages - Endings, Neutral Zone, and New Beginnings. It discusses typical feelings, behaviors, and challenges associated with each stage. People progress through the stages at different rates depending on their understanding of the change, motivation to change, and ability to change given the tools and environment. The key is supporting people through the neutral zone when resistance is highest and providing clarity, reducing exhaustion, and improving the situation to help people fully make the transition.
Communicate during change
The document outlines tips for effective communication during periods of change and presents a change communication plan template. The template recommends (1) explaining the purpose for change clearly, (2) painting a picture of how the outcome will look to help people visualize it, and (3) giving each person a role to play and contribute to both the plan and outcome. It also suggests (4) laying out a step-by-step plan for phasing in the change. The goal is to provide clarity around goals and accountability, address people's concerns, and ensure they understand how to transition successfully through the change process.
What’s your plan
The document discusses maintaining focus and communication during a period of organizational change. It recommends having a plan to 1) keep the team focused on their work by setting goals and responsibilities, and 2) provide important updates and answers to questions to keep the team informed. Effective focus involves engaging the team in process evaluation and setting short-term goals. Effective communication includes explaining the purpose and benefits of change, communicating roles and progress, and actively listening to concerns. The document provides ideas for focusing and communicating at different stages of the change process.
Individual Response to Change
The document discusses how individuals respond to change based on the work of William Bridges, outlining three stages of transition - endings, neutral zone, and new beginnings - that each raise different issues and reactions. The endings stage involves denial and resistance to change. The neutral zone is an exploration period where people work through uncertainty and discomfort. The new beginnings stage sees commitment as people adapt to changes and new ways of working.
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The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.The process of transition - John Fisher
Change happens!, how we deal with that change depends on who initiated the change and what control we have over the events in question. As change always impacts on the person (irregardless of any other elements changed it is always the individual who must deal with that change) we must understand what the impact will be for the individual.
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I like to make my friends embolden and powerful and not diminished and powerless. From the responses I got, I can describe myself as a person who is ready to learn. From the experience with all those people, I can clearly see that I have the eager to acquire new things. I am a person of great ideas and courage in making the very problem that I have to face as an individual or as a group to be an opportunity to grow myself. Sometime I have to stay fearless; I am never afraid to make risk or even mistakes, I choose to risk so as to be able to save a situation. I’m that kind of a person who would work at night just to make sure that a friend or any other person for that matter who is stuck gets help in real time. I have the ability to do a lot of things because I measure my strength clearly so as to determine if there is the need for extra efforts. Also, I believe in being honest with myself and those that need my help. I firmly believe that we must be clear on what we can do and what is beyond our abilities. This about value and where we can apply them, as such I make effort to remain real to mu values to avert any downfalls. Overall, I do my best to ensure that I demonstrate honesty, growth, sincerity, and transformation.
Compassion
I like to make my friends embolden and powerful and not diminished and powerless. I must say that I have all it takes to care genuinely for others in a way that is selfless; I do this because of a genuine desire to assist as well as improve the life of people. It may get or not get me very far in y life, but I have realized that genuine care for other people can inspire them, promote goodness, and serve as an example. Mostly it is imperative to show a person who needs that you care for him or her. I believe that the good or bad things we do to people affect their lives more significantly in a way that we may not know. Therefore, I choose to care genuinely for people to ensure positive impact in their lives. I know I have all that it takes to care for a person; it is an inner instinct to do so since it is part of my personality, I call it empathy. I caring for people is not a choice I have to make but because I feel it is a predisposition to do so. It makes me feel better about myself, connect with other people and improves their lives. There is so much help needed out there, and this is why I believe that it is imperative that I should do whatever I can to assist through the donation of my skills. It is simply by finding ways to express love to others, be it a child, family member, friend, co-worker, or even a complete stranger. For me, showing a little care is all that matters.
Shared vision and action
I try to get all people engaged and also seek their ideas and recognition. Building a good team to manage a task is the other best thing I could do over and over. With the ...
Final Essay Wk 4 AssignmentThis FINAL ESSAY applies modern, rese.docx
Final Essay Wk 4 Assignment
This FINAL ESSAY applies modern, research-based theories of personality (chapters 9 – 17) to describe/ explain your personality. It is similar to your Midterm Essay, but applies more recent kinds of theories, and concludes with a critical comparison of these theories to the psychoanalytic ones you used for the midterm essay. Using observations from your journal, assessments and personal experiences, write a cohesive 5 to 7 page essay. Use concepts and vocabulary from 3 or more of these recent chapters. Include external references like journal articles and books. Conclude by explaining how your profile is different here from your first essay. Compare and contrast, and make a concluding statement about the view you find most accurate or useful.
COURSE TEXTBOOK: Engler, B. (2014). Personality theories: An introduction (9th ed.). Belmont, CA: Wadsworth, Cengage Learning
a. Do not rely solely on the text. At a minimum, cite two or more additional (credible) references in addition to our textbook.
b. Use personality assessment or tests where useful to make a point about your personality. Cite your sources.
c. Full assignment is 7-10 pages, which includes a title page, and abstract and a reference page. This allows for 4-7 pages of actual content.
d. Paraphrase rather than quote, and when quoting, no more than a few lines (2-3) embedded in the text. Give a page number for directquotes.
e. Write clearly and succinctly. Avoid long rambling sentences.Big words and long sentences may be wasteful. Avoid rhetorical questions and dictionary definitions.
f. Visual aids (any graphics: tables, pictures, graphs) must be in an appendix after the reference page. This includes results of questionnaires or tests. In the essay, refer to appropriate appendix and figure or table (e.g., see appendix). These are not counted toward the pages of your assignment.
g. Fonts: Arial, Calibri, Times Roman or Courier New, size 12 or smaller - no bold or italics.
Grading criteria from rubric: Engagement 25%, Clarity of Delivery 20%, Accuracy and APA Style 25%, Organization 15%, Examples and Evidence 15%
During this presentation, I will provide an understanding of my leadership role and at the same time, I will provide a clear understanding of the competencies consisting of my Outer and Inner Game.
Outer Game Characteristics
· Managerial skills
· Sense of humor
· Interaction
· Confidence
· Trainer
· Experience
· Vision
· Emotion management
· Conciliator
One of the most important keys to what makes me an effective leader is possessing the ability and knowledge to influence those in my work around me. Aiming to mold those around you to follow how you continue to develop and hone your ability to think in all sorts of different scenarios, is required for effectiveness. Both experience and confidence are what allows a leader to be able to interact with their surrounding environment effectively.
One of the main leadership qualities for my outer gam.
Attitude
This document discusses attitude, including its meaning as a way of thinking or feeling, types (positive, negative, neutral), components (cognitive, affective, behavioral), measures (explicit, implicit), barriers to changing attitude (prior commitment, insufficient information, resistance to change), and ways to change attitude (admit need for change, choose optimism, use positive language, surround yourself with positive people, use daily affirmations).
How To Be Fearless Under Pressure.pdf
Being fearless under pressure is about having the courage and confidence to face challenging situations with a clear mind and a positive attitude.
Challenging Negative Attitudes
Increase your knowledge and ability to:
Adjust your own attitude. Control the impact of negative situations and negative people, and use distraction and disputation to enhance optimism
Growth mindset student presentation
This document discusses growth mindsets and creator mindsets. It defines a growth mindset as believing that skills and intelligence can be developed over time through effort and learning from mistakes and challenges. In contrast, a fixed mindset views skills as innate talents that cannot change. The document examines how a growth mindset views effort, challenges, mistakes, and feedback differently than a fixed mindset. It then introduces the concept of a creator mindset, which sees people as having agency over how they interpret and react to life events. Finally, it discusses how growth and creator mindsets reinforce each other and foster entrepreneurial and creative problem solving approaches.
How to become successful and productive?
In this PDF Dr Arvinder Singh gives six important tips to become rich and successful. These success tips are simple and highly effective.
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An organization’s vision and how it is communicated and implemented touch the “business heart” of the daily operations of an organization and play a noteworthy role in successful change. In order to fully understand the importance of linking a company’s vision and change, let’s explore three areas that contribute to the understanding of a company’s business vision: core values, core purpose, and visionary goals.
Core Values
Core values are four or five values that are central to a business organization. They reflect the deeply held ideals of the organization and are independent of the current industry environment and management fads.
Core values that business organizations might employ include:
· Excellent customer service
· Pioneering technology
· Creativity
· Integrity
· Social responsibility.
Core Purpose
· Core purpose is the reason that the business organization exists. This purpose is expressed in a carefully formulated mission statement. The core purpose is an idealistic reason for being.
Visionary Goals
· Visionary goals are the lofty objective that the firm’s management decides to pursue.
Core values, core purpose, and visionary goals all contribute a necessary element of a company’s business vision.
A well-crafted vision provides a solid basis for an organization’s culture and its purpose for change. If the vision isn’t right, then it is extremely difficult to understand why a company needs to change and to diagnose what must change within the company. Potential for resistance to change increases, and implementing change becomes more challenging to manage effectively within an organization.
Understanding core values, core purpose, and visionary goals leads to a company/business vision that defines the firm as it moves forward. The organization is then able to integrate vision with change successfully, which is paramount in an exponentially changing business environment.
2. Capturing the Vision
Vision can be a key driver for organizational change. But what makes a good vision statement? Consider the components suggested in the following video:
https://youtu.be/0hdTz042xG
Capturing an effective vision statement for an organization requires organizational leadership to examine the attributes of a vision statement, develop the story communicated by the vision, and consider the culture and structure of the organization.
Vision Attributes:
A vision statement must incorporate the following attributes:
· Statement of purpose
· Ideal future
· Desired future
· Future accomplishments.
These attributes are discussed in greater depth by Dr. John Kotter: https://youtu.be/yA1a0khcuKo
Vision as stories:
Vision stories use rich imagery and descriptions to portray the organization’s future aspirations in a way that is relatable and fuels action and change. Steps needed to develop a vision story narrative include (Palmer, Dunford, & Akin, 2016):
1. Becoming informed
2. Visiting the future
3. Creating the story (innovation, in many cases) (p. 175): .
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Running Head CHAPTER 7 .docx
Running Head: CHAPTER 7 1
CHAPTER 7 9
Chapter 7
HELPER SELF-CHALLENGE
Inviting our clients to challenge themselves is a deeply personal and difficult process. Invitations should be framed within a caring, genuine, and empathetic therapeutic relationship. Further, inviting clients to self-challenge can be enhanced by fully understanding clients’ experiences, promoting responsibility, and focusing on outcomes. The following exercises are aimed at enhancing your ability to invite clients to self-challenge. You need to challenge yourself before inviting others to challenge themselves. Read “The Guidelines for Effective Invitations to Self-Challenge” before doing these exercises. EXERCISE 7.1: EARNING THE RIGHT TO INVITE CLIENTS TO CHALLENGE THEMSELVES One of the principal ways you put yourself in the position of inviting clients to challenge themselves is developing and maintaining a decent collaborative relationship with the client. Reread what is said about an effective therapeutic relationship in Chapters 1 and 2 and earning the right to invite clients to challenge themselves in Chapter 7. Then evaluate how effective you have been in developing your relationship skills. 1. What have you done both inside the training group and outside to become better at building relationships? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 2. What about you gives you the “right” to invite clients to challenge themselves? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 3. Share what you have written with a learning partner. Try to find one who knows you well. See if you get any new insights from this discussion. EXERCISE 7.2: INVITATIONS TO SELF-CHALLENGE THAT PROVIDE “CHOICE STRUCTURE” Reread the parts of Chapters 5 and 7 dealing with nudging, choice structure, and decision making. When clients face difficult decisions, your job is to help them face up to these decisions. How you provide
“choice structure” and “nudge” them toward life-enhancing decisions is critical. The following cases involve, directly or indirectly, invitations to self-challenge. Evaluate them by discussing your reactions with a learning partner. Case 1. This client is in dire financial straits. He has been discussing the possibility of filing for bankrup.
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Actions of successful change leaders
- 1. Actions of Successful Change Leaders
- 2. • Seek clarity and make meaning of the change or situation • Discover new opportunities the change or situation offers • Manage risks associated with the opportunity to maximize the benefit and re-imagine possibilities Actions of Successful Change Leaders Those who thrive in change demonstrate three key characteristics: OWN THE REALITY OWN THE OPPORTUNITY OWN THE RISK AND RE-IMAGINE
- 3. Change Leader Readiness: Self-Assessment Own the Reality Own the Opportunity Own the Risk and Re-imagine I try to understand the facts and root causes related to the situation. I can still move forward without having all of the information about the situation. I decide whether to act on an opportunity based on my assessment of benefits and risks. I verify what I know and what questions I still have about the situation. I consider how I can contribute to the success of the situation. I re-imagine different ways to address risks associated with an opportunity. I check my understanding of the situation with trusted others. I identify what I can and cannot control in the situation. I am willing to have a “Straight Talk” conversation with my manager to identify and address risks. I think about how the uncertainty, challenge, or change will affect me. I see uncertainty, challenge, and change as an opportunity to grow. I take accountability for the consequences of my actions in response to an opportunity. I reflect on my beliefs and how I am thinking about the situation. I generate different ideas about how I can respond to the situation. I believe that I will not be punished if I take a risk and am not successful. I surface my unconscious biases to minimize their influence on how I interpret the situation. I believe I can achieve my personal goals by managing my response to the situation. I believe that I can have a positive impact if I am willing to take a risk. I am willing to take a risk if it will benefit the organization. Total Total Total How often are these true for you? 1. Never 2.Sometimes 3. Usually 4. Always
Editor's Notes
- Hand out the survey handout to those in the session Leave it on the screen for the peer discussions For most of you, these questions should look familiar. As a reminder, you rated each of the assessment items on a scale from 1 to 5 indicating the extent to which each item represents how you typically respond when facing uncertainty, challenge, and change at work. Higher scores indicate that the behavior is more typical of how you behave in these situations. 1 = Strongly Disagree (This is not at all how I behave during the situation.) 2 = Disagree 3 = Neither Agree nor Disagree 4 = Agree 5 = Strongly Agree (This is very characteristic of how I behave during the situation.)