Transcript Transformational Leadership UNDP
TRANSFORMATION LEADERSHIP & the CHANGE PROCESS
Dr Mark Manley 1
Transform?
Why?
The transformation process is well illustrated around us.
Trees Butterflies Frogs Birds and Reptiles Our greatest transformation is mental.
©Dr Mark Manley 2
Six Cornerstones of the DCSF
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Transformational Leadership Citizen Transformation Evidence based Knowledge and Innovation Utilizing African Potential Skills and Resources Developing Capacity of capacity Developers Integrated Planning and Implementation for Results Dr Mark Manley 3
CD process
Contextual factors beyond influence Capacity development results Sector vision Internal resources Capacity of organizations/ sectors CD processes External support Outputs Outcomes Contextual factors and actors within influence 11 Impact 4
Three key elements for successful CD Change readiness is the starting point – not “what needs to be done” Credible change process Enabling situation Appealing vision 5
The change formula C = V + D + P + CNS CHANGE , in any situation, will happen only when there is a compelling VISION of the future, DISSATISFACTION with the present situation has been created, a PROCESS to effectively achieve the vision is made available and CLEAR NEXT STEPS are captured
A Change Management Process must address these factors at every step of the change journey
THEORETICAL BACKGROUND: Models Of Change Kotter describes an eight step process at creating major change
Need Establishing a Sense of Urgency Direction Enable Momentum Creating the Guiding Coalition Developing a Vision and Strategy Communicating the Change Vision Empowering Others to Act Creating Short-Term Wins Consolidating Gains and Producing Even More Change Institutionalising New Approaches in the Culture Leadership /Teamwork Buy In/Energy Motivate Embed
UNDP CD and the Change Management Process • Stakeholder analysis • Consolidating gains to produce more change • Anchoring new approaches • Case for change • Change readiness • Short term wins • Empowering broad based action & manage resistance • Anchoring new approaches • Communication • Change vision, budget and plan • Creating infrastructure & capacity for change
THEORETICAL BACKGROUND: Models Of Change The Kurt Lewin model for organisational change consists of three distinctive steps
STEP 1: Unfreezing (Creating motivation and readiness to change)
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Acknowledge feelings and empathise
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Give people as much information about the change as possible
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Say what will not change
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Treat the past with respect
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Help others see the gap STEP 2: Change and movement (Guiding through the transition)
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Provide focus and direction
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Strengthen people’s connections to one another
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Open two way communication
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Provide the individual with a specific role in the change process
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Provide leadership and tenacity STEP 3: Re-freezing (Integrating the new point of view)
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Implement quick requests and highlight successes
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Ensure the individuals and leaders reinforce the new behaviour
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Build feedback mechanisms
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Celebrate
Introduction Growth is demanded of us if we are to be excellent
We all resist change – WE LOVE OUR SYSTEMS Growth is impossible without change New Paradigms are impossible without Transformation
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Overview • • • • • • • • •
Why Transform The Leadership Component The Leadership Focus Maximising Impact for Transformation Change and Transformation Process Personal Phases of Change Paradigms Identification of Needed Change Applications
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Change Starts Where?
Thinking is the hardest work there is, which is probably the reason why so few engage in it.
Ford Dr Mark Manley 12
Transformations over a Generation
• • • • • • • • 1950s Production and Invention 1960s New wind of Change & Independence 1969 The new generation - Love & Silicon 1979 Information age – Anyone for an Apple?
1980 Bill says …nah!
1990s Knowledge 2000s Linking systems & people 13
Faster, Better, More..
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Productivity
• – – – – Enough calories produced to feed 150% of world population Farming Population Shrinking (from 11.2% to 2%) Land being farmed shrinking (from 83 million acres to 72 million) Productivity up from 3 billion bushels to 9 billion
Globalization
– Indian Jaguars and the Colonel’s recipe for everyone from Bangor to Bangkok Dr Mark Manley 14
The Future is so bright I gotta wear shades • • •
Communication
– – – Wi FI Cell Phones 3G with no strings attached Social Networking, speed dating & defriending – – – – – Twitter Facebook You Tube Blogs BBM
Technology????
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And the point is…?
Just because everything is different doesn't mean anything has changed. ~Irene Pete
r
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And yet the priorities are… • • • • • • •
Global Priority $U.S. Billions
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Cosmetics in the United States 8 Ice cream in Europe 11 Perfumes in Europe and the United States 12 Pet foods in Europe and the United States Business entertainment in Japan Cigarettes in Europe 50 Alcoholic drinks in Europe 105 35 Narcotics (illegal) drugs in the world 400 17
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Military spending in the world 780.
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Look how far we’ve come • • Half of the world’s population (3 billion) live on less than $2.00 a day.
The GDP (Gross Domestic Product) of the poorest 48 nations (of the world's countries) is less than the combined wealth of the world's 3 richest people.
21st Century Poverty Facts and Stats adapted from: http://www.globalissues.org/TradeRelated/Facts.asp
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Do we know who we are?
• • • From 1999-2010, less than 1% of the world's yearly weapon sales was needed to put every child into school. It didn't happen. In the 21st Century 1 billion unable to read a book, or sign their names.
30 000 children die a day, due to poverty, which is a staggering 11 million a year.
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The Leadership Component • • Leaders bring change If a “leader” is not changing things, s/he is just a maintenance authority Dr Mark Manley 20
High People Impact HR Manager Pastor Country Club Manager Engagement Leader Compromised Authority Technical Specialist Maintenance Manager High Task Impact Innovator Thought Leader ©Dr Mark Manley 21
Leadership Focus
4%
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Conceptual 16% Human Technical 80%
Low Level Leadership Middle Level Leadership Dr Mark Manley
80%
Top Level Leadership 22
16% 4%
Small group exercise 1.
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Rate your orientation and devotion to sustaining Predictable Systems (%) Rate your orientation and devotion to Future Change (%) Rate your orientation and devotion to Impacting People (%) 4.
5.
Rate your orientation and devotion to Impacting the Tasks at hand (%) Is your devotion well placed to serve the interests of CD?
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Action for Success
I High
Dream
MaxAct
it W t a n
Irrelevant
Low Low Boredom
I Can Do It
High 24 ©Mark Manley
Power to Succeed
High
Unrecognised Master Internal (Social) Power
MaxPower
Weakling
Low Low
External (Positional) Power
©Mark Manley
Position
High 25
Max Life/Career Effectiveness
C o m p e t e n c e
High Low
Able Stranger/ Undiscovered Star Untrustworthy Incompetent
Low
Favour
©Mark Manley
Maximized Career
Positional Crony
High 26
IMPACT for Successful Change
High
Burnout
MaxImpact
A C T I O N
Release
Low Low I N F L U E N C E ©Mark Manley Giving Up High 27
Changing the World To change the World We must change what we do To change what we do We must change what we think •
Change your THINKING
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To Change your ACTION
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To Change your WORLD
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Individual Exercise 1.
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Do you have the internal power to advance CD?
Do you have the external power to advance CD?
Do you believe you can make a difference in advancing CD?
Do you actually want to advance CD?
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The Source of Action Beliefs Values Attitude Behaviour ©Mark Manley Chosen Truth Ethics/Rules for Success/Culture Behaviour Patterns
Integrity - Consistent, inside out Beliefs Values Attitude Behaviour ©Mark Manley A person has integrity when behaviour, attitudes, values and beliefs are consistent.
An Integrated Person (from the Latin Integer)
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INTEGRITY - Generic to all Leaders
Do what you believe
Say what you believe
Consistency between belief, values, attitudes and behaviour
Integration
Wholeness
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How Do We Change Inside out – Significant Emotional Experience or Outside in
S.E.E.
Beliefs Values Attitude Behaviour ©Mark Manley Adoption Integration Reinforcement/Repetition Exposure 33
Reacting or Responding • • • How do we respond instead of react?
Feel - Think - Act If the answer is not there, Feel (intuit) Think (cognate) Behave (act) Dr Mark Manley 34
Truth to Action
• • • Thinking should engage our core belief.
Shallow thinking = Superficial Action (reaction) Inaccurate Truth = Inappropriate Behaviour ©Mark Manley 35
The Cycle of Response or Reaction
POSITIVE A T I O N S I T U FEEL
THINK
BEHAVE
Beliefs Values Attitude
NEGATIVE
36 ©Mark Manley
What to Change?
• • • • The foundation to capacity development is ……..
Understanding and perceiving in truth yourself and the world Creating new values for success based on CD Reinforcing the better way Dr Mark Manley 37
Transformation Process
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Leadership
Discontent
Process
Predictability Exposure
D
ecision
O
pportunity
D
isaster
E
xposure
M
iracle Storm Reinforcement Form Integration Confirmation Norm Perform
Individual Response
Comfort Denial Resistance Exploration Commitment Walk P&E AF ©Mark Manley Stabilise TB & D L Walk P & E AF Stabilise TB & D L 38
Six Cornerstones of the DCSF
1.
2.
3.
4.
5.
6.
Transformational Leadership Citizen Transformation Evidence based Knowledge and Innovation Utilizing African Potential Skills and Resources Developing Capacity of capacity Developers Integrated Planning and Implementation for Results Dr Mark Manley 39
Change and Conformity
Why be different?
The comfort of predictability seduces us away from the uncertainty of change.
It also seduces us away from progress, excellence, growth, excitement and opportunity.
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BREAK
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