Change agents

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  • Change agents - Individuals and groups who take responsibility for changing the existing behavior patterns of another person or social system. - Sometimes hired as outside consultants. - Managers and leaders in contemporary organizations are expected to be change agents.
  • For a successful management of change, the change agents needs to follow the steps that would serve as building blocks
  • Level 5 leaders have ambition but their ambition is first and foremost for the institution
  • Change agents

    1. 1. ROLE OF CHANGE AGENTS AND LEADERSHIP<br />Presented By <br />Vaishnavi Ragunathan<br />
    2. 2. CHANGE AGENTS<br />“Person who act as catalysts and assume the responsibility for managing change are called change agents”<br /><ul><li>Internal Change Agent (often an HRD professional)
    3. 3. External Change Agent (consultant)</li></li></ul><li>
    4. 4.
    5. 5.
    6. 6.
    7. 7. SKILLS REQUIRED FOR THE ROLE OF A CHANGE AGENT<br /><ul><li>A sensor of the business environment
    8. 8. Vertical to horizontal functioning
    9. 9. Leadership at all levels
    10. 10. Manager as catalysts
    11. 11. Shorter time-frame horizon
    12. 12. Balancing work and personal life
    13. 13. Maximization of information flow</li></li></ul><li>An effective change agents needs the following areas of expertise<br />
    14. 14. BUILDING BLOCKS OF MANAGING CHANGE<br />
    15. 15.
    16. 16. LEVEL 5 LEADERSHIP : HIERARCHY<br /><ul><li>Level 5 refers to the highest level in the hierarchy of executive capabilities in “Good to Great’s” research
    17. 17. Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company</li></li></ul><li>Level 5 Leaders…<br />Build an enduring greatness into their companies through a blend of personal humility and professional will.<br />Are not larger than life saviors.<br />Are self-effacing individuals who have the resolve to do whatever it takes to make their company great.<br />
    18. 18. What Makes a Level 5 Leader?<br />
    19. 19. Leaders<br />
    20. 20. Good-to-great leaders did not talk about themselves<br />Talked about the company and the contributions of other executives<br />Most are very modest and humble<br />They all have Level 5 leadership! <br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />
    21. 21. Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerators<br />Disciplined People<br />Disciplined Thought<br />Disciplined Action<br />
    22. 22. Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />First Who…<br />Then What<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerators<br />Disciplined People<br />Disciplined Thought<br />Disciplined Action<br />
    23. 23. First Who . . . Then What<br /><ul><li>Leaders began the transformation by first getting the right people.
    24. 24. Who” questions came before “what” decisions - before vision, strategy, organization structure, and tactics.
    25. 25. Leaders were rigorous, not ruthless in people decisions.</li></li></ul><li>Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerators<br />Confront the<br />Brutal Facts<br />Disciplined People<br />Disciplined Thought<br />Disciplined Action<br />
    26. 26. Confront the Brutal Facts<br />Four basic practices:<br /><ul><li>Lead with questions, not answers
    27. 27. Engage in dialogue and debate, not coercion
    28. 28. Conduct autopsies, without blame
    29. 29. Build red flag mechanisms where information cannot be ignored</li></li></ul><li>Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerators<br />Hedgehog<br />Concept<br />Disciplined People<br />Disciplined Thought<br />Disciplined Action<br />
    30. 30. Hedgehog Concept<br /><ul><li>Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.
    31. 31. Hedgehogs see what is essential, and ignore the rest.</li></li></ul><li>Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerators<br />Culture of<br />Discipline<br />Disciplined People<br />Disciplined Thought<br />Disciplined Action<br />
    32. 32. Culture of Discipline<br /><ul><li>Involves a duality.
    33. 33. Requires people who adhere to a consistent system.
    34. 34. Gives people freedom and responsibility within framework of that system.</li></li></ul><li>Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerators<br />Technology<br />Accelerators<br />Disciplined People<br />Disciplined Thought<br />Disciplined Action<br />
    35. 35. Technology Accelerators<br /><ul><li>Good-to-greats avoid technology fads and bandwagons.
    36. 36. Yet they often become pioneers in the application of carefully selected technologies.
    37. 37. Does it fit directly with your Hedgehog Concept?
    38. 38. Good-to-greats used technology as an accelerator of momentum, not a creator of it.</li></li></ul><li>Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerations<br />Flywheel<br />
    39. 39. The Flywheel<br /><ul><li>Good-to-great transformations never happened in one fell swoop.
    40. 40. There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.
    41. 41. Instead they followed a predictable pattern of buildup and breakthrough.
    42. 42. Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .</li></li></ul><li>Breakthrough<br />Buildup<br />Flywheel<br />LEVEL 5 LEADERSHIP : GOOD TO GREAT<br />Level 5<br />Leadership<br />First Who…Then What<br />Confront theBrutal Facts<br />HedgehogConcept<br />Culture ofDiscipline<br />TechnologyAccelerators<br />Disciplined People<br />Disciplined Thought<br />Disciplined Action<br />
    43. 43.
    44. 44. Leading Change: Process<br /><ul><li>Establishing relevance
    45. 45. Asking right questions
    46. 46. Changing the mindset
    47. 47. Declaring early victory
    48. 48. Becoming your own competitor
    49. 49. Leading change involves coalition
    50. 50. Understanding that success can be a paradox
    51. 51. Creating a learning organization</li></li></ul><li>

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