this presentation is based on great conceptual work of renowned authors and some practical wisdom of handling organisational transformation, re-engineering the business offerings, how to integrate skills with change efforts without creating tsunami
please leave your comments
Leading in Paradox: An introduction to polaritiesCheryl Doig
We live in increasingly complex times. Such times require leaders to be adaptive and flexible, to accept that there may not be a ‘right’, ‘wrong’, or ‘single’ answer, and to be comfortable with uncertainty. This slideshare introduces leaders to understanding the difference between problems and polarities. It aims to start the conversation rather than provide the tools and strategies for leading in paradox.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Leading in Paradox: An introduction to polaritiesCheryl Doig
We live in increasingly complex times. Such times require leaders to be adaptive and flexible, to accept that there may not be a ‘right’, ‘wrong’, or ‘single’ answer, and to be comfortable with uncertainty. This slideshare introduces leaders to understanding the difference between problems and polarities. It aims to start the conversation rather than provide the tools and strategies for leading in paradox.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Michael Lee Stallard's slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world's largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations.
Growing Change Agile Leaders - Why, What and HowSharon Richmond
My recent presentation to the South Bay OD Network group - thanks for a rich discussion about how the leaders we need today must have different capabilities than the leaders of the last 20 years.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Abstract: Public Lecture Da Vinci
Dr Rica Viljoen
The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations and societies handle changing life conditions. Thinking systems in people, organisations and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following:
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting or emerging codes of thinking
• Command and control: the inherent flexibility
• Organising Principles: the intensity of the condition
• Elaborating stream implications: the view and implications of the past, present and future time line
• Potential: the functionality or health of the ecology
Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offers the application of diversity of thought and contexual understanding in various geo-political, industry domains organisational spaces.
The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all.
The following books will be available after the lecture:
• Organisational Change and Development (Viljoen, 2015)
• Employee Engagement in a South African Context (Nienaber and Martins, 2016)
• Organisational Diagnostics (Martins, Martins and Viljoen, 2017)
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Michael Lee Stallard's slides and audio from a webcast to members of the American Society for Training and Development (ASTD), the world's largest association of training professionals. The webcast looks at findings in the field of neuroscience and their implications for the leadership of teams and organizations.
Growing Change Agile Leaders - Why, What and HowSharon Richmond
My recent presentation to the South Bay OD Network group - thanks for a rich discussion about how the leaders we need today must have different capabilities than the leaders of the last 20 years.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Abstract: Public Lecture Da Vinci
Dr Rica Viljoen
The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations and societies handle changing life conditions. Thinking systems in people, organisations and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following:
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting or emerging codes of thinking
• Command and control: the inherent flexibility
• Organising Principles: the intensity of the condition
• Elaborating stream implications: the view and implications of the past, present and future time line
• Potential: the functionality or health of the ecology
Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offers the application of diversity of thought and contexual understanding in various geo-political, industry domains organisational spaces.
The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all.
The following books will be available after the lecture:
• Organisational Change and Development (Viljoen, 2015)
• Employee Engagement in a South African Context (Nienaber and Martins, 2016)
• Organisational Diagnostics (Martins, Martins and Viljoen, 2017)
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
Week 4: Sept 11-17
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Week 4: Leadership Approach and the Diamond Model
Rockfish Background Thoughts
I was pleased when I thought about how well last week went with the new mentoring program. The others leaders seem to be happy as well. Josie Jasper, head of shipping, expressed as much. Josie commented that she had not known about the idea behind Flatarchies. She struggled with transition problems in her department. She thought she might review the idea some more.
So far so good Rockfish mused. Implied in last week’s work was the important idea of a leader’s approach. Leadership definitions and styles can help a leader begin to frame a way of thinking about leading others but leadership is far more complex. The leader must develop a leadership point of view or perspective if they are going to be successful. Separate from leadership style he thought, a leader needs to define leading for one’s self. Exposure to Clawson’s Diamond Model of Leadership is the focus of this week’s take away. Rockfish remembered that Clawson’s book “The Three Levels of Leadership”, makes the ascertain that leadership is a point of view, a way of looking at the world that holds value in both the position a person holds and in his or her attitude. Further, a leader will never be successful if they do not manage their own energy as well as those around them.
This week’s agenda will start with the idea that successful leaders have a leadership perspective.
Theme 1: A leadership approach is a way of looking at the world around us.
Most people when thinking of leaders focus on the idea of the CEO, people in the positions 10,000 feet up in the organization. However, Clawson (2009) suggested that leadership is not about position but about approach. People who inhabit positions of authority may or may not be leaders.
This week our discussion will focus on what is meant by a leadership perspective and what it is not.
A leadership view is, as Clawson (2009) suggested, a habitual way of seeing the world around us much like the answer to the glass is half-full or half empty question. A leader's viewpoint may bias the way they perceive their relationships, work habits, and leadership skills. The approach of a leader is most often seen in their attitude. So, what exactly is a leadership perspective? Well, Clawson first defined it by showing how the attitude of the leader differs from other persons in an organization. Below is a short comparison chart that helps summarize the attitude cues of those people that may appear in an organization.
Attitude
Language Cues
Follower
What do you want me to do?
Do I get more authority?
Can you clear the obstacles from upstairs in getting this done?
Bureaucrat
That’s not my job.
Have you filled out the form yet?
I’ll pass that along.
We’ve never done it that way before.
Administrator
What did we do last time?
What is the rule on that?
This is too different than what we have done .
As the number of strategic dimensions and corresponding initiatives increases, so does the pressure on leadership. In periods of rapid change, organizations require bold strategies and strong leadership at all levels if it is to succeed.
The concepts of 'what is a leader' and 'how leaders are created' have been evolving over time.
This is a presentation I made to help teach my Leadership Senior Seminar class how to Challenge the Process. Hope others can find it to be helpful! It is based from the book called "The Leadership Challenge"
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
ecoMarkets Advisory Services\' Presentation On Leadership 010810Jeff Malakoff
A short presentation on the need for Leaders and Leadership , the importance of Leadership and its value to the organization, types of Leadership styles, change and change leadership, theories of Leadership, factors affecting Leadership style, Leadership Development , the differences and relationship between Leadership and management,
The Moral Aspects of Leadership & Leadership Trends
Eco Markets Presentation On Leadership 010810Jeff Malakoff
A short presentation on the need for Leaders and Leadership , the importance of Leadership and its value to the organization, types of Leadership styles, change and change leadership, theories of Leadership, factors affecting Leadership style, Leadership Development , the differences and relationship between Leadership and management,
The Moral Aspects of Leadership & Leadership Trends
Similar to Escape velocity engineering the organizational transformation dec 6 2012 (20)
Changing the organisation is mainly leadership challenge. Survival of the organisation depends on the leader's vision and ability to change things. Here I present the gist of forthcoming book
Every corporate entity must create a brand and an image. this is not an easy task. but here is step by step points , with case examples. please download .and say so if you like and share it
Is the trade union boon or bane? Indian Trade Union Act with latest amend...Dr .E. J. Sarma
The Unions are bad or good for worker's cause? Why most managements hate unions?
What can unions do?
HR and personnel professionals need to deal with Unions. And their actions which are
nosy matter.
Knowing the correct legal position is a sine qua non. The presentation tries to update various amendments to the trade union act, what and how and who can form a union are discussed here.
Bonus in india assumes different meaning altogether If you read the basic act and you can get thoroughly confused.
Age old laws with plenty of amendments , court rulings brought more confusion to the legal status and interpretation yet every personnel, hr manager grapples with it.
Here is attempt tp update with easy to read form
Every HR person must know what the constitution is empowering the citizen of india. Fundamentally about recruitment mistakes,right to Employment , grounds for .termination, can lead to bad decisions costing millions in law suits
If leadership is ignorant HR cannot be more ignorant
there will be more on all aspects of HR leading to full scale grooming .pleasemake this viral
Onel day free seminar workplace conflict resolution 15092015Dr .E. J. Sarma
Conflicts are natural events in life especially in workplace. This seminar is about the causes, types and methods of handling conflicts. Agreements, negotiated settlements, compromise, etc are handled in this seminar.
this course received 85% excellent rating from group of non management staff
Human resource professionals use data for all type of decisions
Many use primitive methods. and very outdated ratios
Few are familiar with analytic .
Here is an attempt to expose the advantage of using predictive analytic
so that how data is converted to information enabling informed insights to business decisions
My book in amazon kindle. please download now and read/review=Different strokes=employee reward recognition Plans
Kindle edition is now available.
I talk of handling conflicts .that arise at workplaces
From mere arguments to intense rivalry happens .In more political culture every one involved try to sabotage the rival.
What is the role of hR in resolving these conflicts and to render them ineffective when the conflict is counter productive
HR people must read this
there is no organization where there is no conflict. employees invariably face conflict with boss, peers, values and even with leadership.this is a wholesome training ppt.
Change Management - Seven key success factorsDr .E. J. Sarma
What are thee few simple essential steps for making organization change management efforts a huge success. Of all the change initiative steps the critical few are here,it is beyond the process steps you prescribe.model you adopt.
beyond CEO's wish
Factors that influence positively change
Beyond manager's established competencies
please say if you like it
Designing a perfect 360 degree Performance assessment ModelDr .E. J. Sarma
This ppt shares the basic design aspects behind a 360-degree appraisal system.based on a true project implemented.this was integrated with a leadership succession plan.
This has been used to develop leadership in IT companies over a 5 year period.
The scores were used to pinpoint weakness areas and coach these managers to be great leaders enabling homegrown leaders
If you want to survive in a job you need to be smarter than your boss and O...Dr .E. J. Sarma
Your boss is there not because of superior brain or wisdom. Especially when he is toxic and micro manages , frustrates you with what you think as stupid instructions, puts you down and depresses you ,steals credit for what you have done you face the dead end .
I have known people who had toxic bosses even attempting suicide.
You must be able to manage him Here are few valuable tips to outsmart your boss.How to get out of frustration of being underdog.
Please leave a comment if you liked it .forward to your network
this is version 1.1 of the new methodology on change management. more versions as i research more and pick my brain
please leave comment without fail; if you liked it
if you like it please say
Different strokes-Employee reward recognition plans- amazon Dr .E. J. Sarma
Rewarding one employee kills motivation of 10 others who expected. My book on amazon kindle./paper edition tells alls
please download now and read/review-
You don't need 100 mediocre ideas but need only 10 with stunning effect
tips for designing effective employee recognition plans, employee motivation, employee engagement, are given here free from out of 40 years of designing rewards with stunning results
Employee Behaviour gets repeated if there is positive reinforcement.
Rewards are the best reinforcers hence very powerful to engage employees
these ideas are based on actual schemes implemented with stunning results of 85% engagement.
65% increase in motivation and productivity
45% increase in retention
shows how to link Maslow, Herzberg, theories of motivation to actual implementation
engaged employees are more productive than satisfied employees.
Rewards build emotional connection, positive strokes, encouraging employees
If you liked it share with others and say so here
Change management case study (doc) 11 15 2013 (2)Dr .E. J. Sarma
this is a live case study on change management.actually conceptualized and implemented
from concept to end result.
those who wish more information please email ejsarma@gmail.com
if you liked it please comment
attempting organizational changes is not the job of ceo only.HR plays crucial role
comment if you like the ideas
though it looks simple , the change management is aprocess ,theCEO initiated mostly
Co creating the vision and making people rally around - here are tips to inspire and achieve the vision . One man's dream and many who share that can work wonders
managing the relationship with your boss is very critical to job success.here are few tips.
you may either become his close associate or become enemy .this depends on how you
c an understand his personality
even if the boss shows to be your friend never ever get carried away. he is your boss and will always be that.there are few exceptions but they are very few ,by and large men in power will never become your friend
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
2. Monday, December 10, 2012 dr.sarma 2
Agenda
Context
Power of Positive Vision
Critical Conversations
Personal Drive
Escape Velocity
Wish to acknowledge the great works of Geoffrey Moore
And Kerry Patterson and Otto Scharmer
3. Monday, December 10, 2012 dr.sarma 3
Course objective
• This is unique seminar to energize organizational
leadership to face challenge when confronted with
transformation challenge
• The seminar hopes to sensitize managers /employees to
accelerate buy-in and alignment with transformation and
change strategies
• Focus is on learning the critical issues to engineer
systematically the escape from lower growth and
shrinking margins-the pressing issues of present to be
super category killer league
―It is not the strongest that survive, nor the- the challenge of future most intelligent, but the most responsive to
change ‖. Charles Darwin.
4. Monday, December 10, 2012 dr.sarma 4
The back ground
• These thoughts were born out of
• Intense research, real life experience of implementing
change in a struggling organization
5. Monday, December 10, 2012 dr.sarma 5
Presencing
• a blend of the words "presence" and "sensing," refers to
the ability to sense and bring into the present one's
highest future potential—as an individual and as a group
Theory U suggests
that the way in which we attend to a situation determines
how a situation unfolds: I attend this way, therefore it
emerges that way.
• Theory U offers a set of principles and practices for
collectively creating the future that wants to emerge
(following the movements of co-initiating, co-sensing, co-
inspiring, co-creating, and co-evolving).--- Otto Scharmer
6. Monday, December 10, 2012 dr.sarma 6
‘ORGANIZATION’? NOT STATIC
• Hierarchy and control are temporary conditions
or outcomes of the system, mere ‗snapshot points‘ on a
self-organizing journey (as Morgan puts it).
• The fundamental role of managers is to shape and
create “contexts” in which appropriate forms of self-
organization can occur. (Morgan, 1998:227)
7. Monday, December 10, 2012 dr.sarma 7
Change essentials
• Change requires new mindsets, not just new skills.
• Over dependency on the human resource function to
manage change through individual skill development may
not work.
• Leadership has to consider the need to advance both
individual and collective leadership mindsets and style
―You will either step forward into GROWTH or you will step back into safety‖. Abraham
Maslow
8. Monday, December 10, 2012 dr.sarma 8
Transformation leadership essential
• view leadership as a collective activity that requires
mutual inquiry, learning and a capacity to work with
complex challenges.
• Than heroic leadership in Conventional cultures assume
that leadership emerges from a variety of individuals
based on knowledge and expertise.
• Dependent leadership cultures hold only people in
positions of authority responsible for leadership
• Interdependent leadership calls for collective and
collaborative leadership behavior
9. Monday, December 10, 2012 dr.sarma 9
Vision
By bringing inside-out leadership into
balance with outside in market pressure ,
fostering change in critical e capabilities and
building shared Vision,
alignment and commitment. Becomes possible
with sufficient escape velocity
Inside
out
Escape Outside
in
Without the human side of the
equation, efforts to implement change strategy
fails
velocity
Challenge to
change
10. Monday, December 10, 2012 dr.sarma 10
Leadership shift
• leading people, strategic planning, inspiring commitment
and managing change-the weakest competencies of
today‘s individual leaders.
• Inadequate leadership ability is part of the problem.
• ―leadership‖ — not leader.
• The shift in focus from development of the individuals to
be heroic leader,
• realization of leadership as a collective activity is very
important.
11. Monday, December 10, 2012 dr.sarma 11
What is escape velocity?
• Escape Velocity is the minimum
velocity that an object is required to
attain in order to escape from
gravitational field of another object.
• Escape velocity does not depends on
the mass of the escaping object.
• However, heavier object will require
more energy to escape!
•Vescape= 40,000 km/hr = 11 km/sec from the surface of the Earth
12. Monday, December 10, 2012 dr.sarma 12
WHAT IS THE
CONNECTION ?
When engineering the change the same escape
velocity principle applies.
There is a minimum velocity requirement to escape
from the pull of the organization's past culture
Here in these sessions we try and understand how to
make the change happen
13. Monday, December 10, 2012 dr.sarma 13
What to Do About That Fork In the Road?
"When the organization comes to a
fork in the road...what do you do?‖
hesitate about which way to go, now,
with the rest of the life.
Dilemma occurs due to either
Market Crisis-occurs at any time
Organizational Crisis – shrinking margins
lower Growth
Monday, December 10, 2012 Saama Confidential Page 13
14. Monday, December 10, 2012 dr.sarma 14
5 -Crucial Questions to ask
1. Is there too much preoccupancy with
present?
2. Are we putting enough efforts to
shape future collectively?
3. How much individual effort is being
done towards future?
4. Is there enough talent around us?
5. Is there enough steam in the team
6. Is there right talent mix
15. Monday, December 10, 2012 dr.sarma 15
Initiating change needs Holding Crucial Conversation by
leaders with key people
Fear of disagreements can make change initiative to go
slow
Monday, December 10, 2012 Saama Confidential Page 15
16. Monday, December 10, 2012 dr.sarma 16
Whilst a whirlpool has a relatively constant form, it does not exist
separately from the movement of the river.
• FOUR ‘LOGICS OF CHANGE’
• Autopoiesis- self creating
• Chaos & complexity
• Mutual causality
• Dialectical change
Monday, December 10, 2012 Confidential Page 16
17. Monday, December 10, 2012 dr.sarma 17
Butterfly effect
The butterfly doesn‘t cause in any meaningful sense the hurricane,
but the tiny change it causes in its environment leads to another
change and another change, and so on…
How can managers and leaders cope in the face of such chaos and
complexity? five key ideas:
Learning the art of managing and changing contexts
Learning how to use small changes to create large effects
Living with continuous transformation and emergent order as a
natural state of affairs
Being open to new metaphors that can facilitate processes of self-
organization (Morgan, 1998:226)
18. Monday, December 10, 2012 dr.sarma 18
Story of an Eagle- This is a very powerful real life story
in order to live 75 years , at 40 it must decide what to do
make choice about painful changes
http://www.youtube.com/watch?v=J65MycJKwgw&NR=1&featu
re=fvwp
Monday, December 10, 2012 Saama Confidential Page 18
19. Monday, December 10, 2012 dr.sarma 19
The call to make ?
Who will make a call?
Whether the push is from
Monday, December 10, 2012 Saama Confidential Page 19
21. Monday, December 10, 2012 dr.sarma 21
Seven steps
Here are seven ―steps to take now
to confidently take charge of own DESTINY
1. Identify core talents, abilities, competencies, and skills
2. Identify fears.
3. Identify role models and supporters
4. Identify coach
5. Define success
6. Architect a plan
7. Spell out ―Actionsteps‖
22. Monday, December 10, 2012 dr.sarma 22
1. Identify core talents, abilities, competencies,
and skills
Ask :
What are my passions and interests in life?
What do I love to do, more than anything else?
What do I care about, more than anything else?
Identify the linkages to marry your passion and values to
your professional contribution
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2. Identify fears. Fear is a paralyzer.
"Behold the turtle...who only makes progress when he
sticks his neck out!"
Push forward by asking:
What am I afraid of?
What is keeping me from actively pursuing?
What's the "pay off" ?
What's the ―damage‖?
Is it really a "mistake―?
What is ―blocking‖?
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Two Quotes
"If you argue for your limitations...you get to keep them!" -
Jonathan Livingston Seagull
"Indecision is a decision"...
- James Bryant
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Call your role models and supporters
Behavior modeling and identifying your network
Ask yourself:
Who are the people that I most admire?
What are their qualities that make them so admirable?
How can I fold these admired qualities into my own way of being, while still
keeping my own sense of self and integrity?
Who are the people I can turn to when I need specific measures and the
results?
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Critical impactors?
Cheerleaders
Skill Builders
Recommenders
Challengers
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Who Matters? Cont…
Spot-lighters
Esteem Builders
Connectors
Political Advisors
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4. Identify the Coach
Trust the person who will help you
to see your blind-spots
Even if one potentially can hold own
hand through some dark hours of
the professional path “Get a Coach”
who will hold you
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Ask people who spent over 6 or 7 years in the company
Confused about Success - What does that mean?
What does "success" mean to me?
What does "success" mean to others around me?
What does "success" at my job / in my profession mean, within my organization?
How do I define success in my personal life?
How does "society's" prescribed definition of personal and professional success
influence my own definition of this concept?
Do I suspect that my definition of success will change as I grow older? How?
How can I broaden my personal definition of success?
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Architect a Plan
S.T.A.N. – Strategic, Timely And Network... your guts out!
L.B.W.A. – Living By Wandering Around
Try the right brain exercise of mind-mapping or build a
collage on the theme of where you want to professionally
"go.‖
Map out with words, as well, practical, "do-able today"
steps to move yourself forward
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7. Call for Action
Give yourself a "butt kick" and take some
action...any action is better than no action, in many cases
It's better to take a action, and find out it's not right for
you, after all, rather than not take any action
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Expanding Circle of Influence
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Ask :
What is one small but positive step I can put into action
today?
What two other things can I do within a defined and
reasonable parameter of time, e.g. next 30 days, to move
me forward even more?
What are at least two strategies for networking with
others (who have something in common with me) that I
am comfortable implementing immediately?
How many ways can I continue to expand my Circle of
Influence (CI)?
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39. People pattern
Hippocrates named the Four Personality types after
body fluids: the Choleric, the Melancholic,
the Phlegmatic and the Sanguine.
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42. Personal mastery
Joy is in the pursuit of “Mastery”
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43. Personal mastery. ‗Organizations learn only through individuals who learn.
Individual learning does not guarantee organizational learning. But without it no
organizational learning occurs‘ (Senge 1990: 139).
Personal mastery is the discipline of continually clarifying and deepening our
personal vision, of focusing our energies, of developing patience, and of seeing
reality objectively‘. It goes beyond competence and skills, although it involves
them. It goes beyond spiritual opening, although it involves spiritual growth.
Mastery is seen as a special kind of proficiency. It is not about dominance, but
rather about calling. Vision is vocation rather than simply just a good idea.
People with a high level of personal mastery live in a continual learning mode.
They never ‗arrive‘. Sometimes, language, such as the term ‗personal mastery‘
creates a misleading sense of definiteness, of black and white. But personal
mastery is not something you possess. It is a process. It is a lifelong discipline.
People with a high level of personal mastery are acutely aware of their
ignorance, their incompetence, their growth areas. And they are deeply self-
confident. Paradoxical? Only for those who do not see the ‗journey is the
reward‘.
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44. Central to good human life and career
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chaos and complexity theory stresses that there is no ‘grand design’ or central organizing principle at work in such systems.patterns have to emerge’ without being imposed.
A recent CCL study found that the four most important skills/capabilities needed by organizations in the future
Morgan addresses four ‘logics of change’ in his chapter Unfolding Logics of Change, namely:
The most famous example of this is the ‘butterfly effect’ where a small and insignificant event such as a butterfly flapping its wings in China can influence weather patterns on the other side of the world.
Speak about ancient motivations…. Motivation 1.0 running around the bushes and hunting, Motivation 2.0 Seek Reward for achieving results…. Motivation 2.1 flexible schedules, trust in the people, Speak about Wikipedia vs. Encylopedia (13 million articles by 28 million people writing in 260+ languages)
Right brain thinking vs.
High levels of creativity for Intrinsic type people