Leaders of change

Leaders of
Change
How to Spot Them

a presentation brought to you by:

Sherry Perkins

Sherry Perkins
• M.A. Organizational Development
• 30 Years Experience
• Technology/Management/HR
• Business Owner
• Chair Waco WIB Alliance
Vice President
Enterprise Solutions • SCORE Counselor
Consulting
• UOP Management Instructor

®
imagine great people

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Session Objectives
• Understand the attributes that contribute most to a
leader’s effectiveness as an agent of change.

• Examine the environmental conditions that make
change mastery a necessity and the organizational
framework that may enhance a leader’s ability to
execute change effectively.

• Use assessment data to proactively access a leader’s
current effectiveness and determine entry points
for developing the leader’s influence as a change
agent.
1

Today’s Topics

• Define Agents of Change
• Importance of Change/Change Agents
• Attributes of Leaders/Change Agents
• Environments that Foster Innovation
• Finding/Developing Leaders of Change

2

What is a Change Agent? How
would you identify leaders
who are Change Agents?
(Chat)

3

Agent of Change

A change agent is an event,
organization, material thing or,
more usually, a person that acts
as a catalyst for change.

In business terms, a change
agent is a person chosen to
bring about organizational
change.

http://wiki.answers.com/Q/What_is_a_change_agent

4

Importance of Change Mastery

• History records the ability to manage change as one of
the most critical contributors to an organization’s
sustainability. (Foster & Kaplan, 2001).

• History records significant numbers of companies
dissolving under, The Age of Discontinuity, the stress
of failure to adapt to changes in the environment.
(Drucker, 1999).

• Drucker (1992) suggested there is no greater indicator
of organizational survival than its ability to adapt.
5



of failure to adapt to changes in the environment.
(Drucker, 1999).

6



of failure to adapt to changes in the environment
(Drucker, 1999).

7

The Environment
• Global, Multi-national
Presence
• “Extreme” Technology
• Connected Universe
• Fierce Competition
• Creative Partnering
• Complex Workforce
• Multi-cultural
• Multi-generational
• Multi-valued
• Virtual Offices
• Open-Systems (Matrix)
• Team Leadership
8

The Environment
Presence
• Multi-cultural
• Multi-valued
• Virtual Offices
• Team Leadership
9

The Environment
Presence
• Multi-cultural
• Multi-valued
• Virtual Offices
• Team Leadership
10

Homeostasis

• Homeostasis is the body's ability to regulate all of its
process, keeping everything in balance so that the
body experiences optimal functioning.

• Tendency of an organism to ward off attack from
internal or external forces that would disturb its
status quo.

http://www.ask.com/web?q=what+is+homeostasis&askid=6e1ede4e-eb0e-416a-845c-a84000673a79-0-us_mse&kv=sdb&gc=0&dqi=&qsrc=999&o=102524&l=dir

11

Agents of Change
1. Commitment to a better way
2. Courage to challenge the status quo
3. Color outside the lines
4. Motivate self and others
5. Care about people
6. Stay undercover
7. Maintain a sense of humor

Katzenbach, J. (December, 2012). Effective change leaders. Business Respect.
Retrieved from http://www.mallenbaker.net/csr/CSRfiles/effective.html.

12

Personal Characteristic of Change Leaders

1. Low Level of Anxiety
2. Emotional Stability
3. Action Orientation
4. Confidence
5. Openness
6. Risk Tolerance

Katzenbach, J. (December, 2012). Effective change leaders. Business Respect.
Retrieved from http://www.mallenbaker.net/csr/CSRfiles/effective.html.

13

Checkpoint 360 Universal Competencies & Skill Sets
Communication:
• Listens & Communicates Effectively Task Management:
• Processes Information • Works Efficiently
• Works Competently
Leadership:
• Instills Trust Production:
• Provides Direction • Takes Action
• Delegates Responsibility • Achieves Results

Adaptability: Development of Others:
• Adjusts to Circumstances • Cultivates Individual Talents
• Thinks Creatively • Motivates Successfully

Relationships: Personal Development:
• Builds Personal Relationships • Displays Commitment
• Facilitates Team Success • Seeks Improvement
14

Which Competencies Contribute Most to a Leader’s
Change Mastery? (Poll)
1. Communication:
5. Task Management:
• Listens & Communicates Effectively
• Works Efficiently
• Processes Information

2. Leadership:
6. Production:
• Instills Trust
• Takes Action
• Provides Direction
• Achieves Results
• Delegates Responsibility

7. Development of Others:
3. Adaptability:
• Cultivates Individual Talents
• Adjusts to Circumstances
• Motivates Successfully
• Thinks Creatively

8. Personal Development:
4. Relationships:
• Displays Commitment
• Builds Personal Relationships
• Seeks Improvement
• Facilitates Team Success
15

Change-Related Competencies & Skill Sets
Communication:
• Listens & Communicates Effectively Task Management:
• Processes Information • Works Efficiently
Leadership:
• Instills Trust Production:
• Provides Direction • Takes Action
• Delegates Responsibility • Achieves Results

Adaptability: Development of Others:
• Adjusts to Circumstances • Cultivates Individual Talents
• Thinks Creatively • Motivates Successfully

Relationships: Personal Development:
• Builds Personal Relationships • Displays Commitment
• Facilitates Team Success • Seeks Improvement

16 Checkpoint 360 Feedback Survey Competencies

Critical Checkpoint Competencies/Skills That
Signal Innovation
Listens
Thinks Creatively Communicates

Adaptability Communication

Displays
Commitment
Seeks
Improvement Personal Takes Action
Production
Development

Cultivates Talents Development
Relationships
Facilitates Team
of Others
Motivates Success * Builds
Personal Relationships

17

Jet Aircraft Engine Manufacturers
PPI
Scales
1
2
3
4
1
2
3
4
1
2
3
4

18 Leader

Scales That Influence Posture Towards
Change

Scale I Scale II Scale III Scale IV Scale V

DOMINANCE STEADINESS MOTIVATIONAL
INTENSITY
INFLUENCE COMPLIANCE

Control, Social Influence, Precision, Internal
Patience,
Ambition, Positive Analytical, Versus
Composure,
Results Expectancy, Quality External
Team Player
Orientation Expressiveness Orientation Motivation

19

Stages of Concern Model

Improve or
Choose Better
Collaboration or Solution
Implementation
Consequences

Management

Personal

Informational

Awareness

Scale 4 3 2 1

Compliance Stability Influence Dominance
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264
20

Leaders of Change

Cautiously Compliant Independently Innovative
21

Intentional Innovation

Evaluate Rewards/Recognition

Performance
Execute
Learning Systems

Business Process

22

Evaluating Leadership Development
Initiative Results

Focus Process Outcome Impact
Does it target Is it being Is it enhancing What is the
critical needs? implemented your talent? impact on your
well? business?

What they Delivered Do we hold Did the
want – not when they people behavioral
need it and accountable changes drive
want they when they can for using the the desired
need use it skill? results?

(Jazmine Boatman, Ph.D, Senior Consultant, Development Dimension's International, DDI. What has leadership development done for you lately? Measuring the Value of
IM:EX “Interaction Management – Exceptional leader – Extraordinary Results”)

23

Open-Systems Team Model
(Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979

Effective Decision Level at
Communications Lowest Level of
Competency

Equal Reward for
Team versus Members Who
Individual Are Capable and
Achievement Committed

Clearly Understood Goals Inspire Continuous
Member Authority and Learning
Accountability

24

Double-Loop Learning

Argyris, C. (1978) Retrieved from http://www.google.com/imgres?imgurl=http://www.leadershipnow.com/leadingblog/images/Double-LoopLearning. . . Also
http://www.infed.org/thinkers/argyris.htm.
25

Critical Questions for Change Leaders

Do You. . . Do You . . .
1. Set the stage for 1. Explain what’s in it
the change? for them?
2. Track and 2. Big Picture/Little
understand the Picture
employee 3. Know what should
response to the remain the same?
change?
3. Provide answers to American Management Association (2012).
http://www.amanet.org/training/articles/10-critical-questions -for-change-
leaders.aspx

tough questions?
26

How Do We Measure Effectiveness?
CheckPoint 360 Leadership Survey

27

Feedback is Critical

Clients ‘Self’
Partners

Anonymous Each
Direct Leader/
& Confidential ‘Boss’
Reports Manager

Anonymous
& Confidential Peers

28

Are You an Effective Agent of Change? (Poll)

1. Absolutely 100%

2. I’m more than half way there.

3. I don’t know. I’d like to
participate in a Checkpoint
360 leadership survey and
Charisma analysis.

29

Contact Us

Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

Website: http://www.profiles.com.sg

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Leaders of change

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