Transcript Value Added? - Peter T. Paul College of Business and Economics

Value Added?
LINEAR
STEADY STATE EXPERT
SPIRAL
TRANSITORY
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Implications …
Who gets to the top of most organizations?
L
Who designs the reward systems in those
organizations?
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T
S
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Some Fundamental Questions
• What is my ranking of career motives?
• How does this compare with my concepts?
• What does the comparison say about how I
might make decisions?
• What would be the impact of letting
concepts dominate motives?
• How could I insure deciding in favor of my
motives?
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LPV 3. Courage to Act?
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Observe and identify VABEs
Confirm VABEs with person
Explore validity of VABEs with person
Set probationary time period
Active coaching
If progress, continue;
if not, make a change
(cause = my weak coaching or his weak
learning or both)
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Can you change anything in the
world “out there” without changing
yourself first?
Society
Organization
Team
Self
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Insanity
Is expecting different results while you
continue doing the same thing.
Einstein/Alcoholics Anonymous
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Leading Strategic Change
Requires . . . .
Vision (What do you see?)
Understanding (Rigorous analysis)
Courage (to initiate action)
THE “LEADERSHIP POINT OF VIEW”
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Break
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Day Two:
Team Perspectives
• What stood out for you on Day One?
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Greenland
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Leadership is about managing
energy, first in yourself and then
in others.
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The obligatory commute …
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Managing Energy
Energizers
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Drainers
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How do you want to feel?
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FLOW
Time warps (slow or fast)
Lose sense of self
Intense focus
Perform at highest level
Seems effortless (flow)
Internally satisfying
Regain larger sense of self
Adapted from FLOW by Mihalyi Csikszentmihalyi
WORLD CLASS PERFORMANCE
DREAM
Revisit
the
Dream
Preparation
Setbacks
Obstacles
Successes
Doug Newburg, UVA
Five Key Questions
5. What
are you
willing to
work for?
1. How do I want
to feel today?
4. How can I
get it back?
RESONANCE
2. What does it take
to get that feeling?
3. What keeps me
from that feeling?
THE PURPOSE OF LIFE
 Find Your Resonance
 Invest in Your Resonance
 Enjoy Your Resonance
 Help Others Find Their Resonance
Key Points …
 Pay attention to your internal Life’s Dream as well as
your external Life’s Dream
 If you’re not resonating, will you be performing at a
world-class level?
 Pay attention to your experience along with your
achieving.
 It’s your life, what are you willing to work for?
 Ignore Task AND Process at the risk of your
enjoyment AND your performance
Implications for Managers
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Can you distinguish between LDext and LDint?
Can you identify your LDint?
Can you identify your team’s LDint?
Can you help people reconnect with their LDint?
What will the impact be on performance?
Break
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Leading Change in Teams
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Work Group or …
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Strong central leader
Individual accountability
Purpose = Corp’s.
Sequential jobs
Efficient meetings
Individual measures
Make work
Team?
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Shared Leadership
Team Accountability
Distinctive Purpose
Shared, real work
Open ended meetings
Direct, collective
measures
• Real work
Katzenbach and Smith, “The Wisdom of Teams”
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What do we know
about teams?
• Stages of development
• Necessary roles
• Principles of Building
• Principles of Leading
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Common Stages of
Group Development
Forming/Orientation
Storming/Rule
Setting
Performing
Reforming
Purpose? Membership?
Who’s the leader? What’s our
style? What’s okay? What’s
not?
Working on the task. Getting
completion.
New tasks, new assignments,
new relationships, letting go.
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Necessary Roles:
Task  Process
Task
And/also 
“Winners’ Corner”
Losers’ Corner
Process
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Necessary Roles for High Performing
Team
TASK
Danger!
CREATIVITY
PRAGMATICS
PROCESS
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Be a Team Builder
and a Team Leader
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Balance Task with Process
Balance Creativity with Pragmatics
Design Team Measures
Create positive Team VABEs
Respect the Individuals on the Team
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Team Exercises
• Systems Processing
• Helium Pole
• Nuclear Waste
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Break
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Day Three:
Organizational Perspectives
• What did you take away from Day Two?
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Key Leadership Initiatives
3. Can you
“sell” your
story?
Developing
Influence
OTHERS
(employees)
4. Does your
organization
help or hinder?
1. Who are
you?
2. What’s
Your
“story?”
LEADER
(traits)
Designing
ORGANIZATION
(design)
Strategic Thinking
STRATEGY
(priorities)
5. Can you
lead change
to keep up?
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Leader as Organization Designer
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The Indirect Effect of
Designing Effective Organizations
Indirect Effect
Background
Factors
Leadership
VABEs
Org
Design
Decisions
Organizational
Culture
RESULTS
Balanced
Scorecard
Cust Sat
Ops Effic
Learning
Finances
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Human Resources Processes
(adapted from Tichy et al)
Reward
Selection
Work
Design
Appraisal
Outplacement
Learning
Diversity
Creativity and Energy
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Pfeffer: HRM as Competitive Advantage
Research-based Elements of Effective HRM Systems
Security
Hiring
Teams
High Wages
Training
Egalitarian
Share Data
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Differentiation and Integration
Differentiation
Organization and Environment, Lawrence and Lorsch
Integration
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Integrative Mechanisms
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Pyramid Supervision  (slow)
Meetings  (depends on quality)
Integrated Product Teams IPTs  (leadership?)
Publications  (weak)
Integrators (Program Managers)  (leadership?
Budget Power?)
Personal Networks  (Inclination? Skill? Culture?)
Rewards  (mixed signals?)
Shared Values  (oversight?)
Common Targets (common enemy)
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Turf Building
• Genetic? Every generation? Gene for
acquisition and control? (Lawrence and Nohria)
• Personal versus Organizational Strength
• Expensive, duplicates resources
• Bureaucratic and Slow
• Culture Choice
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Investment Opportunity?
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Commodity Business
Competition everywhere
Low tech
12-14 hour days
High School dropouts
On your feet all day
Smelly
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Another kind of design…
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Organizing for Energy
FISH! Principles
Play
Make Their Day
Be There
Choose Your Attitude
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Break
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Leading Change from the Middle
• John Smithers
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Intellectual Intelligence (IQ)
Genetically endowed
Environmentally Encouraged
Focus of Most School Work
Processing Power
Curiosity
Discipline
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Emotional Quotient (EQ)

Recognizing your own emotions
 Managing your Emotions
 Self Talk to get out of Emotional
Hijackings
 Paying Attention-Self Awareness
Adapted from Daniel Goleman, Emotional Intelligence, Bantam, New York, 1995
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Emotional Hijackings
Anger
Fear
Depression
Apathy
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Social Quotient (SQ)

Recognizing the emotions of others
 Empathy
 Caring
 Listening
 Skill in Coaching & Resolving Conflicts
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Change Quotient (CQ)
 Recognizing the need to change
 Emotional comfort with change
 Understanding the Change Process
 Skills in Leading the Change Process
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Can People Change?
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Leading Change:
Roles, Models, and Resistance
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Common Questions
• What do you want me to do?
• Why do you want me to do it?
(Am I motivated to do so?)
• Can I do it?
• What’s in it for me?
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Resistance to Change
• How many of you have employees that are not
doing things you want them to do?
• Why don’t they?
• How many of you have things that your boss
wants you to do that you’re not?
• Why?
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Why People Resist Change
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Habit
Comfort
Waiting for others to set vision
Logical models: right data will convince
– Why doesn’t it?
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Level Change Strategies
What causes change? Level of Behavior
Orders, punishments 
Level 1: Visible Behavior
Logical facts, arguments
Level 2: Conscious Thought
Relevant stories, beliefs 
Level 3: VABE’s
But what’s the longevity of impact?
Models of Change
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Kurt Lewin
Michael Beer
John Kotter
Tim Gallwey
MIT Model
Elizabeth Kubler Ross
Jim Clawson
• See L3L, Chapter 16, Leading Change
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Kurt Lewin
 Unfreeze
 Retrain
 Refreeze
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Beer’s Leading Change
Cp =
D
x
M x
Cp
= Probability of Change
D
= Dissatisfaction with Status Quo
M
= Clear Model or Vision of the Future
P
= Clear Process for Managing the Change
C
= Cost of Making the Change
P
>
C
from Leading Change, Michael Beer, HCS
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Kotter’s 8 Errors in Leading Change
 Allowing complacency
 Failing to create a guiding coalition
 Underestimating the power of vision
 Under-communicating the vision by 10, 100, or 1000
 Allowing Obstacles to block the vision
 Failing to create short-term wins
 Declaring victory too soon
 Neglecting to anchor changes in culture
From Leading Change, John Kotter, HBS Press, 1996.
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Kotter’s Eight Stage Process for
Creating Transformation
 Establish a sense of urgency
 Create a guiding coalition
 Develop strong vision and strategy
 Over communicate the vision and strategy
 Redesign to encourage broad-based action
 Generate short-term wins
 Consolidate gains in redesign and HR
 Anchor changes in the culture
Adapted from Leading Change, John Kotter, HBS Press, 1996
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Inner Game of Change
Self 1 (Shoulds) and Self 2 (Inner Self)
 Select the right measures
 Focus attention and see what
happens
 Listen to Self 2
Adapted from Tim Gallwey, Inner Game of Work
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Stages of Change
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Feeling Unsettled: Something isn’t right.
Denial: It’s not that bad.
Facing the Present: I see things as they are.
Letting Go: The past isn’t working; the future is unclear.
Envisioning: I know what I want.
Exploring new Options: Maybe I can do it.
Committing to Action: I can do it.
Integrating the Change: I am doing it.
Adapted from From Chaos to Confidence, Susan Campbell, Simon & Schuster, New York, 1995
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Emotional Pendulum of Change
Disconfirming Data
DENIAL
Adapted from Elizabeth Kubler-Ross
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Denying
the Message
Denying
the
Messenger
DENIAL
Denying One’s Ability to
Do Anything
Denying the
Relevance of
the Message
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Emotional Pendulum of Change
Disconfirming Data
DENIAL
ANGER
BARGAINING
DESPAIR
EXPERIMENTATION
HOPE
INTEGRATION
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5 P’s of Leading Change
PAIN AND
PURPOSE
FOR CHANGE
PICTURE OF
WHERE TO GO
PLAN HOW
TO GET THERE
PART FOR
EACH TO PLAY
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Problem Leadership
LEADERSHIP ACTIVITY
Questions
Answers
•Problem Solving
Old
New
•Problem Finding
New
Old
•Problem Creating
New
New
Adapted from Pathfinding by Harold Leavitt, 1995
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Can you change anything in the world
“out there” without changing yourself
first?
Society
Organization
Team
Self
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What can I do to
make it happen?
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Expand your vision
Expand your skill set
You teach what you tolerate
Create win-win’s for all parties
Become an ally, not an adversary
Accept and channel the other’s point of view
Change yourself, not others
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