This is about change. Most of the software companies now call it “becoming agile”. Personally, I think the term “agility” is overused and has lost its true meaning.
Regardless where you want the change to occur: be it on how activity in a submarine is performed (like David Marquet explains in his book “Turn the ship around”), in an online e-commerce company (like Tony Hsieh explains in his book “How to deliver Hapiness”) or in really any company (like John Kotter explains in his book “The heart of change”) there are some steps that are taken to produce change.
What I wanted to do is to go through these steps and give examples both from my experience and from the above mentioned books.
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
Is There A You In Team Feb 25 2009 At The University Of Waterloojimlove
The document discusses high-performance teams and their value as a competitive tool. It notes that teams can achieve results beyond what individuals can alone. However, teams often fail due to myths, misconceptions and a lack of understanding about how teams truly work. Effective teams harness diversity, have clear goals and processes, and view collaboration as a conscious, learned process rather than something natural.
organisational Programmes in leadership/culture change 2016Molly Harvey, FRSA
This document provides information about Harvey Global, a consultancy that helps organizations improve leadership, culture, and employee engagement. It outlines Harvey Global's vision, values, and team. It describes the benefits of working with Harvey Global, including improving company culture and profits. It then lists and describes Harvey Global's services, which include keynotes, master classes, leadership programs, webinars, and an online leadership system. Testimonials from past clients are provided that praise Harvey Global's impact. The document promotes Molly Harvey as a leading authority on leadership and cultural transformation and provides contact information.
1. The document discusses the shift from the industrial age to the new "knowledge age" driven by technology and globalization. This has resulted in more contingent workers, freelancers, and virtual work arrangements.
2. The knowledge age is characterized by constant and rapid change, downsizing, offshoring, digitization, and transparency. This has challenged traditional careers and organizations.
3. Authors like Daniel Pink and Thomas Friedman argue that in this new economy, individuals must create their own "Me Inc." brand and leverage multiple streams of income through virtual and flexible work arrangements. Success requires adapting skills to constant change and collaboration.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
In this webinar, you will learn the components of an effective team, the importance of team communication and the role of leadership.
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
Is There A You In Team Feb 25 2009 At The University Of Waterloojimlove
The document discusses high-performance teams and their value as a competitive tool. It notes that teams can achieve results beyond what individuals can alone. However, teams often fail due to myths, misconceptions and a lack of understanding about how teams truly work. Effective teams harness diversity, have clear goals and processes, and view collaboration as a conscious, learned process rather than something natural.
organisational Programmes in leadership/culture change 2016Molly Harvey, FRSA
This document provides information about Harvey Global, a consultancy that helps organizations improve leadership, culture, and employee engagement. It outlines Harvey Global's vision, values, and team. It describes the benefits of working with Harvey Global, including improving company culture and profits. It then lists and describes Harvey Global's services, which include keynotes, master classes, leadership programs, webinars, and an online leadership system. Testimonials from past clients are provided that praise Harvey Global's impact. The document promotes Molly Harvey as a leading authority on leadership and cultural transformation and provides contact information.
1. The document discusses the shift from the industrial age to the new "knowledge age" driven by technology and globalization. This has resulted in more contingent workers, freelancers, and virtual work arrangements.
2. The knowledge age is characterized by constant and rapid change, downsizing, offshoring, digitization, and transparency. This has challenged traditional careers and organizations.
3. Authors like Daniel Pink and Thomas Friedman argue that in this new economy, individuals must create their own "Me Inc." brand and leverage multiple streams of income through virtual and flexible work arrangements. Success requires adapting skills to constant change and collaboration.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
In this webinar, you will learn the components of an effective team, the importance of team communication and the role of leadership.
This slide deck accompanies a workshop I ran at Agile India in March 2017. The majority of the audience were scrummasters, agile coaches, team managers etc.
It leans on the Heart of Agile meme.
The workshop focused on two activities;
1. thinking about better than best practices so that we can escape the tyranny of other people's patterns.
2. Getting people to reflect on the experience of telling/being told versus collaborating on a problem.
All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
Chapter 10 high performing team leadershipydstrangga
The document discusses how to establish an effective team, implement necessary teamwork processes, manage people on teams, handle team issues and conflict, and help virtual teams succeed. It describes establishing a team charter that defines the project purpose and goals, team member roles and responsibilities, and communication protocols. It also discusses creating action and work plans, delivering results, and learning from experience. Managing people on teams involves discussing positions, experiences, expectations, personality and cultural differences. Addressing team issues involves handling analytical, task, interpersonal and role conflicts. Helping virtual teams requires identifying their advantages and challenges and addressing issues like lack of context, cultural differences and trust.
The document is a workbook for reflecting on collaboration. It contains questions to help the reader think about what collaboration means to them and how to improve it. It suggests filling out the workbook individually and as a team retrospective activity. The workbook covers topics like understanding why collaboration is valuable, what it looks like, the costs of collaboration, diagnosing collaboration challenges, understanding people and system conditions, tools that foster collaboration, and experimenting to improve collaboration.
Why Great Leaders Must Unlearn to Succeed in Today’s Exponential WorldKaiNexus
March 6 from 1:00 - 2:00 ET
Presented by Barry O'Reilly
In this session, you will:
Learn to use a systematic approach to adapting your behaviors and mindset in order to meet the demands of an exponential rate of innovation.
Discover how to let go, reframe, and rethink past successes in order to succeed in the future.
Identify and address the personal obstacles that you need to unlearn.
Challenge your thinking, get outside your comfort zone, and achieve results beyond what you thought was possible.
Effective leadership comes with a large learning curve. In today’s rapidly evolving business climate, this is truer than ever for seasoned leaders and entrepreneurs alike.
Many leaders rely too heavily on past achievements, practices, and ways of thinking to drive positive business results today, but they often need to unlearn those behaviors before they can take a step forward.
Join executive coach Barry O’Reilly as he breaks down a transformative framework that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success.
"Unlearn: Let Go of Past Success to Achieve Extraordinary Results" shows leaders and entrepreneurs how to deliberately move away from once-useful mindsets and outdated behaviors that were effective in the past and embrace new behaviors that are effective in a world ripe with emerging technologies and accelerated change.
Barry O'Reilly
Barry O’Reilly is a business advisor, entrepreneur, and author who has pioneered the intersection of business model innovation, product development, organizational design, and culture transformation.
Barry works with business leaders and teams from global organizations that seek to invent the future, not fear it. Every day, Barry helps with many of the world’s leading companies, from disruptive startups to Fortune 500 behemoths, break the vicious cycles that spiral businesses toward death by enabling culture of experimentation and learning to unlock the insights required for better decision making, higher performance and results.
Barry is the author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results, and co-author of the international bestseller Lean Enterprise: How High Performance Organizations Innovate at Scale—included in the Eric Ries series, and a Harvard Business Review must read for CEOs and business leaders. He is an internationally sought-after speaker, frequent writer and contributor to The Economist, Strategy+Business, and MIT Sloan Management Review.
Barry is faculty at Singularity University, advising and contributing to Singularity’s executive and accelerator programs based in San Francisco, and throughout the globe.
Barry is the founder of ExecCamp, the entrepreneurial experience for executives, and management consultancy Antennae.
His mission is to help purposeful, technology-led businesses innovate at scale.
The document discusses why teams don't work effectively and some common misperceptions about teams. It notes that while teams are meant to bring people together for a common goal, there are challenges like lack of clear direction, coordination problems, and competition between members that can damage performance. Research shows members often disagree on the team's purpose. The document advocates being selective in choosing dedicated team members and setting clear expectations and roles to make teams successful.
What doesn't kill you makes you stronger. In the past decades, hundreds of organizations, including government sectors, small companies, and large MNCs, have attempted to make change to themselves. Some succeeded, but many failed. In this presentation we discuss the nature and process of organizational change. We use text book models and explain them with real cases. The presentation end with the case that Starbucks return to its root, adapted from Robbins' "Organizational Behavior 15ed."
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
Deck of slides from my session about Creating Great Teams using Management 3.0 at the Agile Brisbane Meetup (Aug 2016) - http://www.meetup.com/Agile-Brisbane/events/230559396/?eventId=230559396
John scherer: how to launch changes in a workplace and create better businesschangeleaders
This document discusses the characteristics of high-performance teams and provides guidance on developing them. It begins with an overview of the typical life cycle stages of organizations from embryonic growth to decline. It then outlines eight key characteristics of high-performance teams: having a clear shared purpose; fostering frank discussions; valuing differences of opinion; the leader working for consensus; designating individuals accountable for decisions; welcoming diverse individual skills; looking for value in novel ideas; and regularly reflecting on performance. The document provides tips and tools for applying these characteristics, such as using polarity management and understanding different workplace communication styles.
H I G H P E R F O R M A N C E L E A D E R S H I P P R E S E N T A T I O Nmumbaiachievers
This document provides a summary of a presentation on teamwork and team building. It discusses key skills needed for teamwork like listening, sharing, hard work, and communication. It outlines the stages of team development from forming to storming to norming to performing. It also discusses roles for successful teams, features affecting team building, and steps to take in team building like planning goals, choosing team members, and measuring results. The document aims to provide guidance on building high-performing teams.
Collaboration: Cockburn's Dance of Contribution in a WorkshopCraig Brown
This is a presentation which accompanies a workshop on Alistair's "Collaboration; The dance of Contribution" article.
You can read the article here: http://alistair.cockburn.us/Collaboration%3A+the+dance+of+contribution
The workshop includes two games as well as a description of what leadership behaviours matter when you move from a compliant or merely co-operative culture to a collaborative one.
The document outlines the company culture of Ultius, including its mission, vision, values, and descriptions of each value. The mission is to conveniently deliver high-quality content and offer tremendous client support. The vision is to be the trusted provider of content solutions worldwide. The values that guide decision-making include drive, accountability, client-first, agility, innovation, non-complacency, data-driven, autonomy, teamwork, productivity, decorum, and compassion. Descriptions and quotes are provided for each value.
Teamwork & Culture : Presentation for Live The Dream 2015Lifehack HQ
Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.
This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.
The document outlines 8 steps for effective collaboration:
1. Understand why collaboration is valuable for stakeholders at different levels from individuals to communities.
2. Diagnose the current state of collaboration and how it can be improved.
3. Consider the costs and benefits of collaboration for different stakeholders.
4. Evaluate conditions that encourage or discourage collaboration.
5. Use tools like communication platforms, visualizations and shared goals to facilitate collaboration.
6. Get permission from stakeholders to enact changes.
7. Experiment with interventions and measure their impact in an iterative process.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
This slide deck accompanies a workshop I ran at Agile India in March 2017. The majority of the audience were scrummasters, agile coaches, team managers etc.
It leans on the Heart of Agile meme.
The workshop focused on two activities;
1. thinking about better than best practices so that we can escape the tyranny of other people's patterns.
2. Getting people to reflect on the experience of telling/being told versus collaborating on a problem.
All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
Chapter 10 high performing team leadershipydstrangga
The document discusses how to establish an effective team, implement necessary teamwork processes, manage people on teams, handle team issues and conflict, and help virtual teams succeed. It describes establishing a team charter that defines the project purpose and goals, team member roles and responsibilities, and communication protocols. It also discusses creating action and work plans, delivering results, and learning from experience. Managing people on teams involves discussing positions, experiences, expectations, personality and cultural differences. Addressing team issues involves handling analytical, task, interpersonal and role conflicts. Helping virtual teams requires identifying their advantages and challenges and addressing issues like lack of context, cultural differences and trust.
The document is a workbook for reflecting on collaboration. It contains questions to help the reader think about what collaboration means to them and how to improve it. It suggests filling out the workbook individually and as a team retrospective activity. The workbook covers topics like understanding why collaboration is valuable, what it looks like, the costs of collaboration, diagnosing collaboration challenges, understanding people and system conditions, tools that foster collaboration, and experimenting to improve collaboration.
Why Great Leaders Must Unlearn to Succeed in Today’s Exponential WorldKaiNexus
March 6 from 1:00 - 2:00 ET
Presented by Barry O'Reilly
In this session, you will:
Learn to use a systematic approach to adapting your behaviors and mindset in order to meet the demands of an exponential rate of innovation.
Discover how to let go, reframe, and rethink past successes in order to succeed in the future.
Identify and address the personal obstacles that you need to unlearn.
Challenge your thinking, get outside your comfort zone, and achieve results beyond what you thought was possible.
Effective leadership comes with a large learning curve. In today’s rapidly evolving business climate, this is truer than ever for seasoned leaders and entrepreneurs alike.
Many leaders rely too heavily on past achievements, practices, and ways of thinking to drive positive business results today, but they often need to unlearn those behaviors before they can take a step forward.
Join executive coach Barry O’Reilly as he breaks down a transformative framework that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success.
"Unlearn: Let Go of Past Success to Achieve Extraordinary Results" shows leaders and entrepreneurs how to deliberately move away from once-useful mindsets and outdated behaviors that were effective in the past and embrace new behaviors that are effective in a world ripe with emerging technologies and accelerated change.
Barry O'Reilly
Barry O’Reilly is a business advisor, entrepreneur, and author who has pioneered the intersection of business model innovation, product development, organizational design, and culture transformation.
Barry works with business leaders and teams from global organizations that seek to invent the future, not fear it. Every day, Barry helps with many of the world’s leading companies, from disruptive startups to Fortune 500 behemoths, break the vicious cycles that spiral businesses toward death by enabling culture of experimentation and learning to unlock the insights required for better decision making, higher performance and results.
Barry is the author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results, and co-author of the international bestseller Lean Enterprise: How High Performance Organizations Innovate at Scale—included in the Eric Ries series, and a Harvard Business Review must read for CEOs and business leaders. He is an internationally sought-after speaker, frequent writer and contributor to The Economist, Strategy+Business, and MIT Sloan Management Review.
Barry is faculty at Singularity University, advising and contributing to Singularity’s executive and accelerator programs based in San Francisco, and throughout the globe.
Barry is the founder of ExecCamp, the entrepreneurial experience for executives, and management consultancy Antennae.
His mission is to help purposeful, technology-led businesses innovate at scale.
The document discusses why teams don't work effectively and some common misperceptions about teams. It notes that while teams are meant to bring people together for a common goal, there are challenges like lack of clear direction, coordination problems, and competition between members that can damage performance. Research shows members often disagree on the team's purpose. The document advocates being selective in choosing dedicated team members and setting clear expectations and roles to make teams successful.
What doesn't kill you makes you stronger. In the past decades, hundreds of organizations, including government sectors, small companies, and large MNCs, have attempted to make change to themselves. Some succeeded, but many failed. In this presentation we discuss the nature and process of organizational change. We use text book models and explain them with real cases. The presentation end with the case that Starbucks return to its root, adapted from Robbins' "Organizational Behavior 15ed."
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
Deck of slides from my session about Creating Great Teams using Management 3.0 at the Agile Brisbane Meetup (Aug 2016) - http://www.meetup.com/Agile-Brisbane/events/230559396/?eventId=230559396
John scherer: how to launch changes in a workplace and create better businesschangeleaders
This document discusses the characteristics of high-performance teams and provides guidance on developing them. It begins with an overview of the typical life cycle stages of organizations from embryonic growth to decline. It then outlines eight key characteristics of high-performance teams: having a clear shared purpose; fostering frank discussions; valuing differences of opinion; the leader working for consensus; designating individuals accountable for decisions; welcoming diverse individual skills; looking for value in novel ideas; and regularly reflecting on performance. The document provides tips and tools for applying these characteristics, such as using polarity management and understanding different workplace communication styles.
H I G H P E R F O R M A N C E L E A D E R S H I P P R E S E N T A T I O Nmumbaiachievers
This document provides a summary of a presentation on teamwork and team building. It discusses key skills needed for teamwork like listening, sharing, hard work, and communication. It outlines the stages of team development from forming to storming to norming to performing. It also discusses roles for successful teams, features affecting team building, and steps to take in team building like planning goals, choosing team members, and measuring results. The document aims to provide guidance on building high-performing teams.
Collaboration: Cockburn's Dance of Contribution in a WorkshopCraig Brown
This is a presentation which accompanies a workshop on Alistair's "Collaboration; The dance of Contribution" article.
You can read the article here: http://alistair.cockburn.us/Collaboration%3A+the+dance+of+contribution
The workshop includes two games as well as a description of what leadership behaviours matter when you move from a compliant or merely co-operative culture to a collaborative one.
The document outlines the company culture of Ultius, including its mission, vision, values, and descriptions of each value. The mission is to conveniently deliver high-quality content and offer tremendous client support. The vision is to be the trusted provider of content solutions worldwide. The values that guide decision-making include drive, accountability, client-first, agility, innovation, non-complacency, data-driven, autonomy, teamwork, productivity, decorum, and compassion. Descriptions and quotes are provided for each value.
Teamwork & Culture : Presentation for Live The Dream 2015Lifehack HQ
Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.
This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.
The document outlines 8 steps for effective collaboration:
1. Understand why collaboration is valuable for stakeholders at different levels from individuals to communities.
2. Diagnose the current state of collaboration and how it can be improved.
3. Consider the costs and benefits of collaboration for different stakeholders.
4. Evaluate conditions that encourage or discourage collaboration.
5. Use tools like communication platforms, visualizations and shared goals to facilitate collaboration.
6. Get permission from stakeholders to enact changes.
7. Experiment with interventions and measure their impact in an iterative process.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
This document outlines a framework for integrating design teams into existing company cultures in a way that creates alignment rather than disruption. It discusses how company cultures are made up of mental models, structures, patterns and behaviors. When a new design function is introduced, it can disrupt these cultural norms. The framework provides a process for discovering a shared group purpose to help align the design team with the rest of the organization from the start. Key steps include building a challenge map to surface strategic issues, drafting individual purpose statements, agreeing on a short group statement, and establishing rituals to incorporate the purpose into daily work.
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
Kotter's 8-Step Change Model provides an 8 step process for leading successful organizational change:
1) Create urgency by highlighting potential threats and opportunities to motivate change.
2) Form a powerful coalition of leaders committed to change.
3) Create a clear vision for change that people can easily understand and remember.
4) Communicate the vision widely and demonstrate behaviors that support the vision.
5) Remove obstacles that inhibit change and empower people to implement the vision.
6) Create short-term wins by implementing early goals that show success and motivate continued effort.
7) Build on the momentum of change by continually improving and bringing in new leaders.
8) Anchor changes in corporate culture
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
This document discusses various aspects of leadership including setting goals, providing vision, inspiring employees, training and coaching, learning, power and motivation. It emphasizes that effective leaders provide a clear vision and involve employees in setting realistic and attainable goals. Leaders must inspire employees and gain their trust by displaying energy and a positive attitude. Training, coaching, feedback and addressing barriers are important for developing employees. While power can force compliance, leadership influences others to willingly achieve goals. Motivation depends on needs and the perception that certain actions will help satisfy those needs.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
A team is a group working toward a common goal through interdependent tasks. Effective team building involves clarifying goals, identifying inhibitors to teamwork, and assessing strengths and weaknesses through feedback to improve performance. Teams can take different forms such as process improvement or self-managed teams. Team processes provide benefits like improved quality and innovation while allowing individuals to enhance skills and commitment.
The definitive guide_to_the_leadership_behaviors_that_create_a_culture_of_con...K S sajeeth
This document provides leadership tips for creating a culture of continuous improvement. It emphasizes leading by example in continuous improvement efforts, empowering employees to make improvements, responding quickly to ideas, turning complaints and bad ideas into opportunities, and creating time for testing improvements. The document stresses recognizing contributions, being transparent in the improvement process, and emphasizing that failures are learning opportunities, not true failures. It cautions against over-rewarding improvements and forgetting the "study" and "adjust" phases of the PDSA cycle. The overall message is that leaders must role model and support a mindset where all employees feel responsible for ongoing, incremental improvements.
This document discusses organizational and cultural change. It begins by defining organizational culture and noting that culture change is the most challenging type of change for organizations to implement. It then discusses concepts like national culture, organizational culture, and learning stages related to change. The rest of the document discusses myths about change management and provides recommendations for ensuring a smooth change process with key steps like communicating vision, engaging employees, implementing and sustaining change, and rewarding progress.
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
This document discusses the six levels of change that are required for successful organizational change. It begins by outlining the fundamentals of change management and forces that drive change. It then details each of the six levels of change: 1) Create urgency, 2) Build a guiding team, 3) Develop vision and strategy, 4) Communicate change, 5) Empower action, and 6) Anchor new approaches. For each level it provides examples and discusses keys to success and potential pitfalls to avoid. The overall message is that successful change is a process that requires progressing through each level in a deliberate manner to fully implement and sustain the desired changes.
Unrelenting Change and What to Do About ItPeopleFirm
In today's do-it-now world, change is unrelenting. So, what steps do leaders need to take to make sure their people are ready, willing, and able to meet that change and thrive?
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
The document provides guidance for team leaders on building and managing high-performing teams. It discusses developing a team structure and talent plan, creating a vision statement, setting boundaries and principles, defining behaviors and culture, and team building activities. It also covers initial planning, goal setting, outlining operational activities, budgeting, and re-planning. The overall guidance is focused on two key areas: talent capacity, which involves forming the team, and learning and development, such as training the team.
This document provides guidance for team leaders on building and managing a high-performing team. It discusses developing a team structure and talent plan, creating a vision statement, setting boundaries and principles, defining behaviors and values, and getting team members acquainted. It also covers planning goals and operations, allocating roles, training the team, evaluating achievement, and developing leadership. The overall message is that both talent development and management processes are needed to build a successful team.
Resilience: how to build resilience in your people and your organizationDelta Partners
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
- Charles Darwin
Those people who are familiar with our work know that we write quite a lot about the pace of change in our global business environment. It is continual, it is unrelenting, and it appears to be accelerating.
We cannot slow the pace of change, so do we give up? Throw our hands up and succumb to the tidal wave of knowledge that we are adrift and rudderless? And if not, what can we do to make our people and our organizations more resilient in the face of this ongoing pressure?
"Resilience: an ability to recover from or adjust easily to misfortune or change."
- Merriam-Webster Dictionary
It turns out that there are definitely steps that a manager can take to influence the resilience of both the organization and the individual.
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4. Patterns of change
• Teams and companies struggle when they try to apply
practices before obtaining the mindset.
• We are agile in our lives and agility should be called
normality. Examples in articles on my blog.
• There are no failed agile transformation.
6. Patterns of change
1) Create a state of necessity
2) Form a coordinating team
3) Create the vision and strategy (simple and clear)
4) Communicate it clearly
5) Empowerment
6) Focus on obtaining small wins
7) Keep putting in the effort
8) Consolidating the change
7. Patterns of change
All the previous steps are there to create the environment
where people feel safe to be pro-active, propose actions and take
responsibility over the results.
“Not strategy, organization or systems are the main
problem. All these elements are very important, but always
the main problem is changing the way people behave, and
this happens, with the most spectacular results, by going
right to the person’s soul”
- John Kotter “The heart of change”.
8. 1) Create a state of necessity
Different events trigger the need for change:
• People that are leaving your company on a regular basis
• A customer that is really unsatisfied with what he gets
• Not enough revenue to stay alive
• Fell really lousy going to work
9. Although change is identified as necessary, there are
still people that oppose it.
John Kotter talks about four attitudes which block the
change:
• The self contentment (leads to false pride or
arrogance).
• Auto protection (leads to fear or panic).
• Anger (“I don’t want to do this!”)
• Pessimism (leads to continuous hesitation).
1) Create a state of necessity
10. Knowing WHY change is needed is important for
creating the strategy.
The message with current situation has to be given
without yelling and frustrations. The important aspect is to
change the problems into positive needs.
Biggest transformations cannot be sustained by fear.
There has to exist the optimism that the change can be
done, that they can do it.
1) Create a state of necessity
11. Example:
“We are in deep trouble, we are not good enough and
we’ve lost almost all our customers which is really bad. If
we loose two more, we are our of business”
vs.
“We have not been going so well lately and have lost some
of our customers. Luckily, we think we know what we need
to turn things around but we need your help and
involvement. Can we count on you?
1) Create a state of necessity
12. 2) Create a coordinating team
No change can be sustained by one person.
There needs to be a team:
• A team that fully understands the purpose of change
and the direction in which you are going.
• A team you trust and that you empower to drive the
change.
Usually this team is made out of middle managers that
will also be affected by the change themselves.
13. 2) Create a coordinating team
What if you empower a team and people in the team:
• Are not ready ?
• Are the ones stopping the change without even realizing
it?
• Are not even a team, but there are just people
unequipped to handle the situations that surfaced?
• Are mostly worried about what they will do once
change will be implemented?
15. 2) Create a coordinating team
“One of the most important problems is when the team
that is put in place to coordinate the change doesn’t do
its job.”
– John Kotter “The Heart of Change”.
“The coordinating team with low empowerment/authority
is a joke”
- John Kotter “The Heart of Change”
16. 2) Create a coordinating team
Offer empowerment to those that are prepared,
otherwise set the expectation that they need to become
the leaders of transformation and they need to learn and
become a team to be able to do that.
• Work with them and guide them (if you are the
sponsor)
• Bring in a coach/consultant work with them and guide
them to become that team.
Don’t empower them and then leave them alone because
you think “they SHOULD already know this”!
17. 2) Create a coordinating team
David Marquet talks about:
• Leader – Follower: the one that produces followers.
• Leader – Leader: the one that produces other leaders.
A coordinating team cannot be made of followers.
• Have the necessary skills to communicate.
• Have the ability to lead.
• Have credibility in the organization.
• Have relations in the company that allow them to
actually draw change.
• Be convinced the change needs to happen.
18. 3) Create the vision and strategy
(simple and clear)
• Leaders need to create the vision; otherwise people will
do what they are used to do.
Example:
“Excellence in quality, excellence in costs”
vs.
“Plane doesn’t move until the entire phase is finished.
We’ll focus on quality.”
19. • “One Team, One Dream!”
• “Innovation is everything”
• “Drive change”
Visions that are too abstract, too high-level.
People cannot use those, they cannot identify with
them, don’t know what to change in their daily activities
3) Create the vision and strategy
(simple and clear)
20. • Vision backed up by simple and coherent strategy, small
steps that everyone can check their progress against.
3) Create the vision and strategy
(simple and clear)
21. a) Deliver WOW through Service
“(…) Anything you do has to have an emotional impact on the
receiving party. We are not an ordinary company, our services are not
ordinary, we don’t want our people to be ordinary. We want each
employee to offer WOW. (…)
We want to surprise our customers, our colleagues, our providers,
partners and, on the long term, our investors. (…)
Ask yourself: What are the things you can improve in your work
and in your attitude to offer WOW to those around you? Have you offered
at least one WOW today?”
3) Create the vision and strategy
(simple and clear)
22. “The philosophy at Zappos is that we are willing to
make short term sacrifices (including loss of revenue and
profit) if we are convinced that it will come with benefits
on long term. Protecting the company’s culture and the
central values are long term benefits.”
- Tony Heish “Delivering Happiness”
3) Create the vision and strategy
(simple and clear)
23. b) Be Humble
“(…) We think that, regardless what happens, we have to respect
everyone. When we celebrate our success or our team’s success, we are
not arrogant and we treat others the way we want to be treated. We lead
with a silent confidence, because we believe that, on the long term, our
character will prevail.
Ask yourself: are you humble when you talk about your
accomplishments? Are you humble when you talk about the company’s
accomplishments? Do you have the same respect for all our vendors, big or
small?”
More on:
http://cameliacodarcea.ro/baza-10-lucruri-care-l-au-ajutat-pe-tony-sa-
creeze-cultura-zappos/
http://cameliacodarcea.ro/organizatii-cultura-si-destin/
3) Create the vision and strategy
(simple and clear)
24. On Santa Fe submarine, David Marquet did the same
thing:
Defined with his team the 11 guiding principles: simple and
explained in order “to provide guidance on decision
making”.
All those principles and values actually set the
expectations and guide the employees on the kind of
behavior you want to promote.
3) Create the vision and strategy
(simple and clear)
25. Initiative: it means we take actions without direction
from above to improve our knowledge as submarines,
prepare the command for it mission and come up with
solutions to the problems. (…) Initiative places an obligation
on the chain of command not to stifle initiative in
subordinates.
Commitment: means we are present when we come
to work. We give it our best. We choose to be here.
3) Create the vision and strategy
(simple and clear)
26. Teamwork: submarines have traditionally
worked as a team because a mistake from one can
mean a disaster for all. We work as a team, not
undercutting each-other.
The chain of command obligates to implement
mechanisms that encourage and reward teamwork.
We back each-other up in a positive way.
3) Create the vision and strategy
(simple and clear)
27. Values and behavior at team level can spread
throughout the company;
ex – fast prototyping model at Google
3) Create the vision and strategy
(simple and clear)
28. 4) Communicate the vision and
strategy clearly
• People need to be attracted; they need to be on board
with the strategy. The main purpose is to discourage
gossip and talking behind the corner. To make them feel
that it can be done.
• Anticipate the needs and questions, work within the
team to be able to answer those questions clearly,
plainly.
• When giving a message, make sure you understand and
respect the context the team is in.
29. 5) Empowerment
Most of the times, the manager is the one that inflicts,
through their actions, the feeling of non-empowerment.
When this happens, everyone is focused on avoiding
the mistakes.
30. 5) Empowerment
David Marquet example: when his middle
management didn’t do the right thing he was very close to
going back to the command–and–control management,
but instead he discussed with them, even for eight hours,
to come to a list of actions they would take responsibility
over.
While giving the empowerment, make sure you also
guide. Don’t use the punishment, because that creates a
gap in the self-confidence of the people involved. Give
them the feedback, but involve them in the process to
reach actions for improvement.
31. 5) Empowerment
“Unless you have the conviction that you can make
the change, you won’t actually do anything, even if the
vision is clear in your head. The feelings will keep you from
starting”
- John Kotter. “The Heart of Change”
This is where you can benefit from external help :
• “Have you met this kind of cases before?”
• “Are we hopeless?”
• “What other situations have you encountered?”
32. 6) Focus on small wins
Question: “How do you eat an elephant?”
Answer: “One bite at a time”
• What bothers them most, how they would describe the
situation?
Focus to make small but quick improvements in those
areas.
33. 6) Focus on small wins
Paradox:
The biggest changes in a new environment need to be
made within six months, otherwise you’ll get used to it.
34. 6) Focus on small wins
Choose something that is:
• Easily obtained
• Is visible and is important to those involved
• Is very clear
These short term wins have the power to give more
energy to the changing agents and to leave the critics
without ammunition.
35. 7) Keep putting in the effort
• Small improvements may be taken as sufficient by some
people.
• Important to know and to always remember, what the
final picture looks like.
In organizations I’m specially interested in growing
strong ScrumMasters and also Product Owners because
one is not present all the time.
36. 8) Consolidating the change
• Things have to work even without you
It is nice to be needed, to feel important (serotonin flushes through
your body) but with what long term consequences?
• You are focused into building leaders around you.
• Once a new way of working gives results, that will slowly transform into
a new culture. At this point it is very important what kind of people are
hired and promoted in the company so the lessons learnt and the
behaviors are perpetuated.
37. “There is a difference between
knowing the path and walking the
path”
Tony Heish
Camelia Codarcea
www.cameliacodarcea.ro
camelia.codarcea@agilehub.ro
@CameliaCodarcea