This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.

1. ROLE OF CHANGE AGENTS AND LEADERSHIPPresented By Vaishnavi Ragunathan

2. CHANGE AGENTS“Person who act as catalysts and assume the responsibility for managing change are called change agents”Internal Change Agent (often an HRD professional)

3. External Change Agent (consultant)

7. SKILLS REQUIRED FOR THE ROLE OF A CHANGE AGENTA sensor of the business environment

8. Vertical to horizontal functioning

9. Leadership at all levels

10. Manager as catalysts

11. Shorter time-frame horizon

12. Balancing work and personal life

13. Maximization of information flowAn effective change agents needs the following areas of expertise

14. BUILDING BLOCKS OF MANAGING CHANGE

16. LEVEL 5 LEADERSHIP : HIERARCHYLevel 5 refers to the highest level in the hierarchy of executive capabilities in “Good to Great’s” research

17. Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great companyLevel 5 Leaders…Build an enduring greatness into their companies through a blend of personal humility and professional will.Are not larger than life saviors.Are self-effacing individuals who have the resolve to do whatever it takes to make their company great.

18. What Makes a Level 5 Leader?

19. Leaders

20. Good-to-great leaders did not talk about themselvesTalked about the company and the contributions of other executivesMost are very modest and humbleThey all have Level 5 leadership! LEVEL 5 LEADERSHIP : GOOD TO GREAT

21. BreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAcceleratorsDisciplined PeopleDisciplined ThoughtDisciplined Action

22. BreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATFirst Who…Then WhatLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAcceleratorsDisciplined PeopleDisciplined ThoughtDisciplined Action

23. First Who . . . Then WhatLeaders began the transformation by first getting the right people.

24. Who” questions came before “what” decisions - before vision, strategy, organization structure, and tactics.

25. Leaders were rigorous, not ruthless in people decisions.BreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAcceleratorsConfront theBrutal FactsDisciplined PeopleDisciplined ThoughtDisciplined Action

26. Confront the Brutal FactsFour basic practices:Lead with questions, not answers

27. Engage in dialogue and debate, not coercion

28. Conduct autopsies, without blame

29. Build red flag mechanisms where information cannot be ignoredBreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAcceleratorsHedgehogConceptDisciplined PeopleDisciplined ThoughtDisciplined Action

30. Hedgehog ConceptHedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.

31. Hedgehogs see what is essential, and ignore the rest.BreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAcceleratorsCulture ofDisciplineDisciplined PeopleDisciplined ThoughtDisciplined Action

32. Culture of DisciplineInvolves a duality.

33. Requires people who adhere to a consistent system.

34. Gives people freedom and responsibility within framework of that system.BreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAcceleratorsTechnologyAcceleratorsDisciplined PeopleDisciplined ThoughtDisciplined Action

35. Technology AcceleratorsGood-to-greats avoid technology fads and bandwagons.

36. Yet they often become pioneers in the application of carefully selected technologies.

37. Does it fit directly with your Hedgehog Concept?

38. Good-to-greats used technology as an accelerator of momentum, not a creator of it.BreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAccelerationsFlywheel

39. The FlywheelGood-to-great transformations never happened in one fell swoop.

40. There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.

41. Instead they followed a predictable pattern of buildup and breakthrough.

42. Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .BreakthroughBuildupFlywheelLEVEL 5 LEADERSHIP : GOOD TO GREATLevel 5LeadershipFirst Who…Then WhatConfront theBrutal FactsHedgehogConceptCulture ofDisciplineTechnologyAcceleratorsDisciplined PeopleDisciplined ThoughtDisciplined Action

44. Leading Change: ProcessEstablishing relevance

45. Asking right questions

46. Changing the mindset

47. Declaring early victory

48. Becoming your own competitor

49. Leading change involves coalition

50. Understanding that success can be a paradox

51. Creating a learning organization