Transcript How Leaders Lead and Effect Change

How Leaders Lead and
Effect Change
Presented by: Mia Melanson
Performance Consulting
508.650.0770
[email protected]
©Performance Consulting 2005
Leaders, Managers, and Change
Agenda & Fundamental Questions
How are leaders and managers different?
How do leaders lead?
What is the new vision, and strategy to
achieve the vision/change? How is it
articulated?
Case study #1
Case study #2
How is change received and accommodated?
Essential steps for effective change
Management versus Leadership
Exercise:
1. Define leadership
2. In groups of 5-7, identify your activities
in your role as help desk manager or
supervisor. Which are leadership
activities, which are management
activities?
Leadership
Effective leaders:
Challenge the process; they are innovators
Inspire a shared vision; they focus on goals
Enable others to act; they are team builders
Model the way; they walk the talk
Encourage the heart with visible signs of
support; they are advocates for their teams
Leadership versus Management
Leaders:
Managers:
 Innovate
 Ask what and why
 Do the right thing
 Are not afraid to engage
conflict and work through
it to accomplish change
 Initiate transformations,
endings, transitions, new
beginnings
 Implement
 Ask how and when
 Do things right
 View conflict as counterproductive and prefer
cooperation to
accomplish procedures
 Maintain order,
consistency, harmony
Leadership Styles
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Coercive Leadership
Style Attributes
Modus operandi
Competencies
Situation to be effective
Overall impact
 Demands immediate
compliance
 Drive to achieve, selfcontrol, initiative
 Crisis, turnaround, w/
problem employees
 Negative
Authoritative Leadership
Style Attributes
Modus operandi
Competencies
Situation to be effective
Overall impact
 Mobilizes people
toward a vision
 Empathy, change
catalyst, confidence
 When clear direction is
needed, new vision
needed
 Most strongly positive
Affiliative Leadership
Style Attributes
Modus operandi
Competencies
Situation to be effective
Overall impact
 Creates harmony,
emotional bonds
 Communication,
empathy, relationships
 Healing rifts in a team,
motivating in stressful
circumstances
 Positive
Democratic Leadership
Style Attributes
Modus operandi
Competencies
Situation to be effective
Overall impact
 Forges consensus
through participation
 Collaboration, team
leadership,
communication
 Getting input input
from valued employees,
building buy-in
 Positive
Pacesetting Leadership
Style Attributes
Modus operandi
Competencies
Situation to be effective
Overall impact
 Sets high standards for
performance
 Drive to achieve,
initiative,
conscientiousness
 Getting results from a
highly motivated and
competent team
 Negative
Coaching Style of Leadership
Style Attributes
Modus operandi
Competencies
Situation to be effective
Overall impact
 Develops people for the
future
 Empathy, selfawareness, developing
others
 Helping an employee
improve performance,
developing long-term
relationships
 Positive
Change Strategy Articulation
Essential Processes
Critical Metrics
Strategic Objectives
Vision, Mission, Values
Articulating Change
Exercise:
1. Describe an organizational change that
you’ve experienced.
2. In your groups, share your experiences.
Then choose one scenario and write the key
details that were or should have been
articulated: vision, mission, values; strategic
objectives; critical processes; metrics; new
roles and responsibilities
Sample Strategy Map
Drivers
Vision
“We will be the global industry leader
in sales and service by valuing our
customers and employees and
shareholders.”
Market
Differentiators
Strategic
Objectives
Vital
Measures
Critical
Processes
•
•
•
•
•
Achieve an
unparalleled level
of customer
satisfaction
Develop a diverse
and high-quality
workforce
Customer
Satisfaction Index
Employee
Satisfaction
Manage the installation process
Respond to customer
Communicate with customer
Provide products
Set, manage, & document
customer expectations and
desires
Mission
Values
“We are a global, customer-focused sales and service team. We
handle more customers than any other - in the world and strive to
deliver: consistent, quality customer care , proactive and innovative
services, enhanced service recovery, and increased revenue, through
technology and informed, empowered employees.”
• Value Employees, Customers and
Shareholders
• Honesty, Integrity and Respect
• Inclusive, High-Performing Team Culture
• Safety
• Creating a Great Place to Work
Call Handling
Capabilities
Our People
•
•
•
•
Attract and hire
Train and develop
Evaluate, recognize, & reward
Integrated communications
(©North Highland Co.)
Online Support
Develop and
deliver innovative
technology
solutions
% Revenue Growth
• Monitor and evaluate key
products and services
performance
• Market and sell
Customer Service
Orientation
Increase revenue
and profitability
Serve as consultant on
how to best support
products and partners
Service Recovery
Maintain and
promote a safe
work environment
On-time General
Product Release
Time-to-Market for
New Business Units
% Revenue from
New Business Units
• Product development &
business plan process
• Product life cycle
management
• Build thru installation process
• Revision, warranty,
maintenance, & service
• Develop services business
plan
• Acquire knowledge resources
to develop services
• Continuous education and
training
• Develop business plan
• Identify and develop
partnerships/alliances
• Educate employees on doing
business internationally
• Develop local comp. presence
• Multi-lingual workforce
Change Program for Improved
Customer Care
Company Background
Audio systems firm established in the 1960’s
Complex, technical products
Research-driven company
Intention to provide “one call does it all” support
Two support groups merged
Preferred employer in region
Change Program for Improved
Customer Care
Objectives
Improve service levels through reducing
transfers
Make available more knowledgeable staff at first
contact
More efficiently utilize support personnel
Provide career path within customer support
Utilize supervisor/peer coach model
Change Program for
Improved Customer Care
Implementation
 18 month roll-out beginning with formal
presentation of strategy with follow-up meetings
 Objectives & benefits clearly stated & publicized
 Definition of roles & responsibilities, job
descriptions, specific examples
 Hiring profile defined, 13 new hires
 Transition program implemented: train, train….
Change Program for Improved
Customer Care
Metrics
 Customer feedback/satisfaction survey
 Team acknowledgement of success
 Improved morale, professionalism, knowledge
Success Factors
 Multi-level product & technical support specialist
positions with identified objectives
 Recognition program encouraging performance
 Ongoing training & coaching
Hindsight is 20/20
Additional Initiatives
More effective coaching to assist with individual
transition
More aggressive employee termination /
relocation plan
Longer roll-out plan
Key understanding that management and
employees view change differently
All in all, change initiative was successful
Situational Leadership:
Enabling Others to Act
Directing
Coaching
Supporting
Delegating
Situational Leadership:
Enabling Others to Act
Directing
Coaching
 Low competence
 High motivation
 New hire
 Higher competence
 Lower motivation
 Relatively new
employee - new task
Leader:
sets goals
identifies roles
provides specific
direction
Leader:
sets goals, plans
consults with team
member for ideas
Situational Leadership:
Enabling Others to Act
Supporting
Delegating
 High competence
 Needs encouragement
 Experienced analyst
 High competence
 High motivation
 Team lead
Leader:
Leader:
 Collaborates with team
member to set goals
 Team member defines
how
 Shared decision-making
 Collaborates with team
member to set goals
 Team member is
empowered to act,
requests resources.
input
Steps for Effectively
Implementing Change
Analyze your current business situation, identify
the need for change and why
Create a sense of urgency
Assemble a leadership team
Establish a new vision and mission
Develop strategies to achieve the vision
Clearly communicate the vision, objectives and
strategies to achieve them, use maps - visuals
Steps for Effectively
Implementing Change
Redefine roles and responsibilities
Garner or provide necessary resources
Train, train, train - enabling many to implement
Allow just enough time for success
Publicize and celebrate short-term wins
Evaluate at appropriate intervals
Redesign as necessary
Adopting to Change
Innovators
Early Majority
Early Adopters
Late Majority
Laggards
Accommodating
Change
shock
denial &
isolation
Accommodation
envision growth
new opportunities
bargaining
building
anger
guilt &
remorse
panic
depression
acceptance of
reality
resignation to
situation
Change versus Transition
Change is an event that is situational and
external to us
Transition is the experience of the gradual,
psychological reorientation process that happens
inside of us
Endings - disengage from “what was”
Neutral Zone - confusion, in-between state
New Beginnings - familiar with “what will be”,
acceptance of new reality
Helping with Transition
Remember:
 Each team member handles transition differently
 Be visible in offering assistance
 Communicate early and often, group, one-on-one,
publications
 Ask for feedback
 Focus on success
 Reward success
How Leaders Lead and
Effect Change
Presented by: Mia Melanson
Performance Consulting
508.650.0770
[email protected]
©Performance Consulting 2005