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- 2. Today's business environment is constantly changing.
- 3. As leaders, we are faced with these changes daily.
- 4. Ignoring change or just going with the flow will not help your organization cope with change.
- 5. We can look to others' examples to help us cope better with change.
- 6. Leading through change requires vision.
- 7. A leader needs to build a team to lead the organization forward.
- 8. Leading means having followers; willing followers follow best.
- 9. file:///C:/Users/westietoe/Desktop/protest-3.jpg Resistance to change is always present; the leader of change will leverage resistance to move the organization forward.
- 10. Leaders must constantly develop their own personal leadership skill set and that file:///C:/Users/westietoe/Desktop/RichardJoel.jpg of their team.
- 11. Leading an organization through change requires transformational leadership.
- 12. References: Questions ? Campany, N., Dubinsky, R., Druskat, V., Mangino, M., & Flynn, E. (2007). What Makes Good Teams Work Better: Research-Based Strategies That Distinguish Top-Performing Cross-Functional Drug Development Teams. Organization Development Journal, 25(2), P179-P186. Drucker, P. F. (2005). Managing Oneself. Harvard Business Review, 83(1), 100-109. Jenewem, Wolfgang (2008). Creating a High Performance Team Through Transformational Leadership: The Case of Alinghi. Business Case Journal, Winter2008, Vol. 15 Issue 1, p26-53. Katzenbach, J. R., & Smith, D. K. (2005). The Discipline of Teams. (cover story). Harvard Business Review, 83(7/8), 162-171. Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. (cover story). Harvard Business Review, 73(2), 59-67. Nash, L., & Stevenson, H. (2004). Success That Lasts. Harvard Business Review, 82(2), 102-109. Nohria, N., Joyce, W., & Roberson, B. (2003). What Really Works. Harvard Business Review, 81(7), 42-52. Rosen, M. (2006). The Remaking of Hillel: A Case Study on Leadership and Organizational Transformation. Photo Credits: www.nasa.gov http://chriseclectic.com http://www.panoramio.com/photo/6259213 http://blogs.yu.edu/news/2011/09/02/making-sense-of-tragedy/ http://www.sport.it/search/zoom/10574768 http://zephonministries.blogspot.com/2010/05/ostrich-syndrome.html http://itsaboutyoursuccess.com/wp-content/uploads/2011/12/You-Must-Have-Vision.jpg http://www.shalhevetboilingpoint.com http://www1.biu.ac.il http://sailracewin.blogspot.com/2011/03/extreme-sailing-series-carlo-borlenghis.html http://theplantsince1969.files.wordpress.com/2012/02/protest-3.jpg
Editor's Notes
- Starting slide
- - Global business environment - Competition from everywhere - Storm is just beginning
- - new competitors in the market place - new technologies - changing regulatory environment - internal pressures
- Evolve or fade away and die - must keep up - change is inevitable
- Transformational leadership has been demonstrated by many leaders. The lessons their examples provide can be applied to any organization and help us all cope with change. - Richard Joel took over Hillel, a not-for-profit religious promotion organization, and rescued it from decline, turning it into an effective organization that addresses its mission. - Ernesto Bertarelli formed a world class sailing team that won the prestigious America's Cup, something rarely done by an outsider, despite being out-funded by more experienced teams. -Both men accomplished tasks that few thought they could succeed at - Both created a vision and brought others into that vision - Both needed to build effective teams to move forward
- Leaders need a vision to motivate their organization. - communicate clearly throughout organization - consistency - involve others in vision - create buy-in - Joel – college age Jews lost in system, reach them on campus to bring them into the Jewish fold - Bertarelli – win America's Cup
- - Include relevant stakeholders - include required expertise - set clear goals for the team - clear measurements for performance - develop the implementation strategy for the organization Joel created leadership teams from existing and new employees to figure out how to implement his vision. He also formed alliances with key stakeholders of affiliated organizations. Bertarelli found talented individuals who fit the team model he wanted to use. He found the 'right people' not just top talent. Both realized they could not succeed alone, or simply by mandate.
- Empower followers Involve followers in decision making process Open communication to engage followers Both Joel & Bertarelli - created open atmosphere and were approachable by subordinates - emphasized clear and open communication between stakeholders/teammates - created buy-in through giving stakeholders real opportunity for input
- People have a natural tendency to resist change. Resistance to change can be leveraged as an opportunity to examine the change strategy by taking into account the concerns of the resistance. Joel leveraged the experience of the 'old guard' in implementing his vision. He also related his vision to them in terms they could relate to, in order to get them on board with his program. He instituted quality standards to weed out those who were unwilling to be a part of his vision and fulfill the mission of his organization.
- Leaders need to develop the skills of leadership, such as communication and interpersonal skills, problem solving skills, and technical skills. Leaders need to constantly manage their teams, giving them fresh goals to chase, providing feedback, and focusing the team effort on the team's purpose. Joel's focus on quality management. Bertarelli's focus on inter-team competition and the 'right person for the job'
- Leaders who are successful in leading through change lead through inspiration of others. They provide: Clear vision Open communication Team work Opportunities for personal growth Joel and Bertarelli have been successful leaders in two very different environments, yet the leadership qualities that made them successful are very similar.