Académique Documents
Professionnel Documents
Culture Documents
COURSE OBJECTIVES
Purpose of this course is have the student understand the traits of good Leadership and Management Understand the theories of Management and Leadership. Identify styles of management and Leadership that would be appropriate to meeting established objectives. Enable the student to evaluate his/her abilities as a manager and as a leader We will especially emphasize the practical side of Leadership. You should feel more confident in exercising your Leadership skills after this course.
Introduction to spheres of influence Identifying leadership characteristics Contrasting Leadership and Management
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Angry Men Group (project)leadership Where good ideas come from? Leadership styles/ vs. management
Recognizing management ideas vs. Leadership based ideas. Leadership model (Michael Fullan)
Changing the organizational culture Leadership approaches How to initiate change Review
Participation An open mind Allow yourselves to be confused in the beginning. Allow yourselves to learn
Learning
Process of
What is learning and how will you gain from this class?
Internalizing
To master it you have to not think of your actions such as breaking You have to internalize it.
Those who trust me these next two days and release your anchors can achieve learning. Those who dont will simply understand. Its up to you.
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Introduction
Sphere of Influence
An area that you dominate An area that you have an direct effect An area that you have an indirect effect
????
Leadership
No Precision
Management
Precision
The study of Leadership stretches back 20 years. The history of modern scientific management stretches back 100 years. The history of professional management stretches back thousands of years. Emotional
intelligence Leadership Management
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Leadership Theories
According to the great person theory, Leadership is a function of personal traits that qualify one to lead others. An alternative theory attributes Leadership to being in the right place at the right time. According to the transactional view, traits of the leader and traits of the group interact with certain aspects of the situation to determine what kind of leader will come to the fore.
(task-oriented and relationship-oriented). The effectiveness of each one depends on the nature of the task, the relationship of the leader with group members, and the leader's power over the group.
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SUN TZU
THE ART OF WAR. THE OLDEST MILITARY TREATISE IN THE WORLD (500 BC) .
Talked
First HR manual
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Chaos theory is an area of inquiry in mathematics, physics, and philosophy which studies the behavior of certain dynamical systems that are highly sensitive to initial conditions. This sensitivity is popularly referred to as the butterfly effect.
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Chaos in Nature
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The new challenge of Leadership is to operate in a world of complexity. Where everything is black and white right and wrong. Some would describe it as grey. Describing something as grey is an excuse or an effort to signalize a dual concept of something being both bad and good at the same time. Your ability to deal with these dual concepts clearly, will predict your success in this course --H. Adams
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Management ---- constant improvement and refinement Leadership ---- change chaos uncertainty.
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Groups are often entrusted with problem solving in the expectation that they will be more careful and responsible than lone individuals. Research on the risky shift and the broader phenomenon of polarization shows that group deliberation actually enhances members' tendencies toward extreme solutions, leaning toward greater risk or caution. Group effectiveness depends on such factors as the nature of the task, the group's resources, and how members interact. The tendency of people to exert less effort when working in a group than when working on their own is known as social loafing. Group cohesiveness can lead to groupthink, a pattern of thought characterized by self-deception and the manufacture of consent through conformity to group values.
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Modern Management
Scientific Management Theory (1890-1940) At the turn of the century, the most notable organizations were large and industrialized. Often they included ongoing, routine tasks that manufactured a variety of products. Frederick Taylor Cheaper by the Dozen Bureaucratic Management Theory (1930-1950) Max Weber embellished the scientific management theory with his bureaucratic theory. Human Relations Movement (1930- on) Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. (theory X, Y and Z).
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Human resource management Operations management or production management Strategic management Marketing management Financial management Information technology management responsible for management information systems
Modern Management
Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action. Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans. Staffing: Job Analyzing, recruitment, and hiring individuals for appropriate jobs. Leading: Determining what needs to be done in a situation and getting people to do it. Controlling: Monitoring, checking progress against plans, which may need modification based on feedback. Motivating: the process of stimulating an individual to take action that will accomplish a desired goal.. Emotional intelligence
Leadership Management
To understand Management and Leadership as we know it today, you need to consider two converging and predominant fields of thought:
an engineer's approach to improving business performance a psychologist's approach to managing the human-side of change. knowledge organization
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Management
Clients
Followers
Employees
Leaders
What is adaptation?
Do Behaviors Change ?
Is there a consensus of Behaviors?
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Does the new fix a problem of the old? Does it create a new problem?
In an imperfect world the actions of management may be understood from a new perspective
I paint a rusting outside table - Now must repaint it I put air conditioning in a house - Now have to deal with trapped humidity I buy a bigger motorcycle - Gas and maintenance cost more I put an underground sewer system in a town - It allows rats to freely travel unseen and multiply
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Problem exchange
Management removes the time clock to workers more sense of responsibility - Workers feel they will not be able to prove that they arrive to work on time. I get a better paying job - Now I have more work worries I buy a new suit - Now I have to worry about getting it dirty In the city of Hawaii, the city decided to increase the efficiency of its garbage collection trucks - With the reduction in workforce of some of the lowest paid workers the city crime rate increased so more was now spent on the police force.
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Angry Men Group leadership Where good ideas Leadership styles/ vs. management
According to the great person theory, Leadership is a function of personal traits that qualify one to lead others. An alternative theory attributes Leadership to being in the right place at the right time. According to the transactional view, traits of the leader and traits of the group interact with certain aspects of the situation to determine what kind of leader will come to the fore. Leadership style - (task-oriented and relationshiporiented). The effectiveness of each one depends on the nature of the task, the relationship of the leader with group members, and the leader's power over the group.
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Your ability to learn is directly related to your ability to observe. Your ability to observe is directly related to your emotional state during times of stress.
12 Angry Men
A classic study in Leadership and team Building A study in the process of change caused by one Leader Change
Terminology
HUNG JURY - when a jury can not make a decision. Since they must vote unanimously for acquittal or conviction, any divided vote is considered a HUNG JURY and the judge can demand a retrial of the defendant. JURY of 12 people- is usually assembled in a capital case. A capital case is one that where the death penalty is possible. DEFENDANT - the person accused of the murder. MOTIVE- An emotion, desire, physiological need, or similar impulse that acts as an incitement to action CAPITAL CASE - If convicted, the defendant will be sentenced to death
Project Team Formation - 12 Angry Men
DISCUSSION ISSUE
In
a short period:
The Jury - 12 strangers met to agree. (they must all agree) Each individual came from different backgrounds and culture Each from a personal daily life having their own problems (individual culture)
consensus
Story summary:
A young man of the age of 18 is accused of murdering his father. It is relevant to know that the young man is of Spanish decent. This movie took place in America in 1957. This was at a time that strong racial and religious prejudices occurred frequently. The entire movie except for the first 3 minutes, are in a small jury room with the 12 Angry Men.
Project Team Formation - 12 Angry Men
1. Chairman
4. Stockbroker
10.
2.
5.
8.Davids Architect
11.Watchmaker - Foreigner
3.
6. House Painter
9. Ricardo -
12. Advertising
5. Was poor
6. House Painter
1. Chairman
Table
12. Advertising
8.Davids Architect 11.Watchmaker Formation 10. 12 Angry Men Project Team 9. Ricardo -
Table set
Table set
Environmental issues
Room design Table design Room comfort. Locked room 2 rooms meeting & bathroom Water availability Partially functioning fan Assured Privacy
Partially functioning windows Hard wooden chairs No air conditioner Support services from outside the room Raining day City environment High floor
Your ability to change is directly related to your ability to observe. Your ability to observe is directly related to your emotional state during times of stress.
You
1.
2. 3.
4.
5. 6.
How each person presents his initial viewpoint or argument for the case? Who listens who talks Who leads, first who follows. Do they initially like each other why? Do some initially not like each other why? What personality characteristics are necessary to make a correct decision?
Phase 1 Individual Handshake Phase 2 Group Handshake Phase Phase 3 False Group Establishment Phase Phase 3 - False Logical Phase
Phases continued.
First clashes occur on how to accomplish goals Phase 4 Emotional Phase Phase 5 Leadership Emergence Phase 6 Side conferences Phase
Team members begin to agree on Strategy and means Phase 7 New Group Establishment Phase Phase 8 Regaining true Logical Phase
Team becomes productive. Phase 9 Momentum establishment towards objective Phase 10 Objective reached.
Socially Desirable
Socially Undesirable
Project Team Formation - 12 Angry Men
& Zeisel --90% of unanimous juries research verdict consistent with initial majority vote
Myers
& Kaplan --simulated juries deliberating traffic felony cases; discussion produces shift in initial direction
12 Angry Men understandable in terms of the causal processes that have been found to influence group decision making: Persuasive arguments Social comparison Social Psychology identifies the causal processes that influence social behavior-not just personalities, but also characteristics of situations
risky shift polarization groupthink - Group cohesiveness can lead to groupthink, a pattern of thought characterized by selfdeception and the manufacture of consent through conformity to group values. social loafing great person theory, Leadership is a function of personal traits that qualify one to lead others. An alternative theory attributes Leadership to being in the right place at the right time
Project Team Formation - 12 Angry Men
4 5
Coercive Do what I say Authoritative Come follow me Affiliative Create harmony - people come first Democratic Leader forges consensus through participation. Pacesetting Leader sets high standards - do as I do - now Coaching - the leader develops people for the future - try this
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Negative
Risk
Anxiety
Loss Danger Panic
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Charismatic Leadership
Can do more harm than good. They provide a leap in improvement follow by frustration as the dependency that they evoked dampens individual efforts.
Super human leaders. Are event leaders. The right person in the right place at the right time.
These forms of Leadership also do a great disservice since they can not be followed or emulated. The give no direction for the future.
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New managers start this way especially when the want to make and impression. This Leadership doesnt look at what is in process of change but usually way out front and leading no one.
The leader sets high standards obsessive about doing things better and faster. He demands this of everyone around him. If you dont rise to the occasion you are fired. These people dont win in the long run but destroys the company climate. These leaders expect that people know what to do which is an excuse for not being able to communicate
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Authoritative Leadership is capable - but sometimes relies on social engineering when the initial excitement cannot be sustained because it cannot be converted into internal commitment. For urgent problems a good Leadership style Needs to work on transferring commitment Each style of Leadership is both an asset and a liability.
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Authoritative Come follow me Affiliative Create harmony - people come first Democratic Leader forges consensus through participation. Coaching - the leader develops people for the future - try this
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authoritative Leadership
There is a fine line between coercive and authoritative Leadership. A clear single of authoritative Leadership is that it listens to negative responses.
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Delphi
The oracle (The Pythia) of Delphi, Greece was the psychic of ancient times. Her answers could determine when farmers planted their fields or when an empire declared war.
Scientists know that the Temple is built on crisscrossing geological fault lines.
Evidence suggest that the Pythia, inhaled hydrocarbon gases, especially ethylene, which can induce lively incoherent conversation.
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Its that clear that this process could not have lasted almost 1,400 years unless something of interest was going on. The environment, very important:
This place is remote, even today. Its located high on the Parnassus mountain range. During ancient times it would take days and weeks of a solitary journey to travel to Delphi The journey was then repeated (although easier since it was downhill)
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The answer was irrelevant and in most cases incoherent. Know Thy Self
We usually solve our own problems if we listen to ourselves
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Recognizing
management ideas vs. Leadership based ideas. Leadership model (Michael Fullan) Practical applications Implementation Dip Change Resistance
(1985)
Windows 2.0
Windows 3.0 Windows NT 3.1 Windows 3.11 Windows NT Windows 95 Windows NT Windows 98 Windows 98 2nd
1987
1990 1993 1993 1994 1995 1996 1998 1999
Windows 2000
Windows XP Windows Vista Windows 7
2000
2001 2005 2009
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Traditional way
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Tours components
Tour
Adventure Education Safety Good
environment
How do the client sees the tour. King for a day Ego Lies?
Knowledgeable
guide
Buffalo Tours
How
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You dont have to have all the answers. You have to ask the right questions
A
You dont have to always be right just and sometimes being right is no assurance that people will agree with you
You may have tremendous opposition to your idea. Extreme opposition may be a signal that you are attempting to use Coercive Leadership style.
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Creat ing a guided Coalit ion Developing a vision of St rat egy Communicat ing a Change of Vision Empow ering Broad Based Act ion Generat ing Short t erm w ins Consolidat ing Gains and producing more change Anchoring New Approaches in t he Cult ure
Pick your t arget s and pick your moment s Co-opt and neut ralize
Find a t ranslat or Win small, w in early, w in of t en Isolat e, inf ilt rat e, int ergrat e
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In a somewhat chaotic world of change the space in between or the relationships that glue the organization together must be the focus area of Leadership. You dont lead an individual but lead the nature of relationships.
The interaction among individuals causes unpredictable outcomes and sometimes change
The soul or the mystery of business. When an individual soul is connected to the moral purpose it works.
Its time to pay as much attention to how we treat co-workers subordinates customers because they are all part of the same body.
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You can not fake it. You need to look into yourselves and question your sincerity. The sincerity needs direction Relationships need to be coordinated.
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Michael Fullan
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Understanding Change
The best way to manage new ideas is to allow for it to happen
New concepts cannot be managed (before it happens) but it can be understood and led.
There
is no single answer Since change cannot be managed Leadership matters more than management. Your purpose is to understand the change process in order to lead it and to manage it.
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Michael Fullan
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Improved relationships
Evidence of a successful change environment is that relationships Leader must be constant relationship builders with diverse builders. Especially with diverse groups (clients)
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It is easy to build relationship with those you like. In every Leadership action you either cause separation or coherence.
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Relationships
Relationships - Relationships Relationships If morale purpose is the highest priority than relationships are the second highest. If you ask someone how did you achieve success the answer is usually always its the people.
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The real truth is that is the space in-between the relationships. Does a company departments have a life?? Dont you sometimes go to a store or company and sense something negative or positive in the air?
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Michael Fullan
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Non-competitive culture
The exchange of knowledge only happens in organizations that have a noncompetitive or a collaborative culture.
The
The 5% game
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Knowledge creation and sharing This is close to the concept of teaching but less directional People dont normally share unless the dynamics of informational exchange exists. You are in a knowledge organization. You are converting to a knowledge organization.
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That data without relationships merely causes information glut. Turing information into knowledge is a social process not an intellectual process. Requires a teams interaction.
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Complexity keeps people on the edge of chaos. It is on the edge of chaos that creativity exists when you are comfortable in a repetitive behavior you are not creative Artistic creativity is some effort and suffering. Effective Leadership tolerates enough chaos to keep the creative thought process active but constantly seeks coherence to avoid anarchy Like a symphonic orchestra but with some always out of tune.
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Knowledge, an asset as important as the machines we work on. Information is machines Knowledge is people- it has a life of its own Quantity is not important. Knowledge is something we mentally eat. As important as food to our bodies. The consumption of knowledge is the purpose of knowledge. Knowledge with out consumption is information.
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Information consumption
If you dont consume this information and internalize it you havent learned you may have only memorized some facts. Look at the obvious notion of sharing best practices within an organization.
organizational
Knowledge
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What is a culture of Care? Mutual trust Active empathy Access to help Lenience in judgment Courage
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iii) If workers feel a consequence to expressing ignorance and incompetence (1) No problems are discussed
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expression concepts as unique language you will Establish the meaning Make some difficult topics easier to discuss
Allows
EXAMPLE 1. If people dont want to commit to an idea define a concept as something to be discussed prior to it becoming an idea.
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knowledge sharing practices Access individuals on their wiliness to share their experience with others in the knowledge building model
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Interacting individuals are key to accessing an sorting out these ideas Individuals will not engage in sharing unless they find it motivating to do so.
To
say give me your ideas will not create that culture you cannot mandate it.
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ideas. You dont necessary restrict conflict but understand an assimilate it as normal.
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Toastmasters is not the model If we cover people or praises everyone, what do you say when someone brings an excellent plan? Ask people to change write with the opposite hand Fishbowl workshop
Hot
seats
Topic
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Michael Fullan
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Information
Its
Knowledge
Puts
23 Is a fact
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Coherence Making
Creative
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Strange
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Michael Fullan
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with the intention of making a positive difference for the greater good Trust a leaders motivation. Deals with direction results
understanding
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Moral Purpose
How to define
Passionate for something that is worthwhile Style of Leadership is to some extent irrelevant No matter what style to be effective you must have and work on improving your morale
purpose.
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Morale purpose
Morale purpose is about both the ends and means of a goal. My moral purpose here is to improve your lives. Not just to transmit information If you dont connect you will be a leader without followers.
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Authentic Leadership anchors their practice to ideas, values and commitments. They connect the dots. It is the very essence that makes us different from non-humans that is the most attractive to follow. It is our nature to follow as strong as a bird must fly south. You must tap this instinct.
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There is a evolutionary hypotheses that cooperative groups thrive and selfish ones do not. Reference the movie a Beautiful mind.
We are all driven by both self-centered and unselfish motives We all have mixed motives
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will be accomplished a achieve variety of sub goals More and better books teachers etc. The moral purpose must be stated and must be accompanied with strategies to achieve it. (both purpose and direction) Strategies must infiltrate and be mean full to individuals. They must see the opportunity to become heroes.
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Will the striving to meet higher test results mean loss in quality of education?
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answer
Genetically
modified seeds.
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Profit minded business must also lead from a position of moral purpose
40% of newly created and well funded companies do not last more than 10 years.
Companies die because they focus only on the economic activity and forget the human aspect of their company. Moral purpose is viable on just about every mean full criterion.
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Understanding Change
O r d e r
C h a o s
Michael Fullan
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Understating
you can not lead unless you are comfortable in an environment of uncertainty
Leadership without understanding is Leadership without direction Respect the complexities of the change process To understand something that constantly changes is extremely elusive.
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Understanding change
Less about innovation and more about innovativeness Less about strategy and more about strategizing. It is complex and requires intelligence to grasp. Its about telling the truth
You nor I are not the answer people (no one is, all the time)
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implementation dip
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Resistance avoids group think Resistance produces some chaos which is necessary for a change based environment. Remember that a resistor will not lead without morale purpose.
No one will follow individuals that make a career out of being negative for the sake of being negative. They will sideline themselves.
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Resistors become crucial in the politics of change implementation. By simply respecting resistors you can defuse some of the negative aspects without superficial compliance. The vocal resistor will be invaluable in reacting to hidden sabotage Inviting exposure of resistance is different that inviting new resistance.
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Anticipate sabotage Rapport Draw out the problem Problem definition Alternatives Action
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The reality is that in the past although most of the answers came from those directly working on the task others took credit. This causes an US vs.. THEM mentality. It reduced communication Created an atmosphere of caution.
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on your background.
Be a mother Be a father Be a grandfather.
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We are more likely to learn something from someone that disagrees with us. You may also be dampening the seed of change. We tend to be around people that we like and over listen to people who agree with us. Leaders don't
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Makes for a comfortable day but is poor Leadership and actually hurts the change process. Pacesetters and Coercers are the poorest listeners
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The Problem
The problem is that we dont have the time for you to go through 3 years of in-depth analysis to gain some of these skills. The quick way it to play some games which might help you understand.
I have the choice of sitting down with you and profiling your Leadership style and then working with you to learn the others.
a personal journey
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Cultures
but subdivided in Vietnam is tribal cultures subdivided we can employee the term villages we can employee that term to families Corporate Departments work teams project teams
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Leadership
Requires listening
Eye
Vocal tone
When
you listen you must be the subordinate. not judgmental Listening takes more courage that speaking
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Listening skills
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Story
of wife that could talk to her husband Watched her daughter go to her father in the garden She sits down and start to help him garden She only starts to talk after they bond in their work. The wife next time went to talk to the husband while washing the car.
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Dont mistake communication in social situations for business A comfortable conversation is for poor listeners Its not what they say its how they say it. Dont act like a parent
Parental questions usually begin with why Its a position that usually makes adults feel comfortable but other adults dont
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Questioning skills
Questions that seek a yes or no response Questions seeking facts or feelings Listing skills (personnel tricks)
Visual affirmation Repetition of key words to show understanding Never ask that you tell me but that you share with me. Story of the interview that never existed. Acknowledge feelings Stop break eye contact place palm down
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Acknowledge emotions
You look really busy Exercise. - you are to acknowledge emotions
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Changing
How to
Leadership
Children
influence you even when the logic is unclear Its the environment the space in-between Lets start building a vocabulary
In a somewhat chaotic world of change the space in between or the relationships that glue the organization together must be the focus area of Leadership. You dont lead an individual but lead the nature of relationships.
The interaction among individuals causes unpredictable outcomes and sometimes change
The soul or the mystery of business. When an individual soul is connected to the moral purpose it works.
Its time to pay as much attention to how we treat co-workers subordinates customers because they are all part of the same body.
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Re-culturing
Reorganization is sometimes the only solution applied to difficult problems When in doubt, reorganize the illusion of progress is maintained. Change Organizational structure does make a difference but usually move from one static structure to another.
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Leading Change
Leading change is not redrawing organizational charts but affecting the culture of the company. A much more difficult task. You must create a culture that allows change within your group. It does not mean adopting innovations, one after another.
But producing the capacity to critically assess and selectively incorporate new ideas and practices - all the time.
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of influence
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You can not fake it. You need to look into yourselves and question your sincerity. The sincerity needs direction Relationships need to be coordinated.
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- structured
Video
Newsletters Telephone
Informal
unstructured
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awareness Doesnt an effective communication begin with an effective internal dialog? Isn't your internal conversation the source of you external conversation?
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But what they wanted to change the most was culture That usually did not happen. Why
Moving people into new positions did not have a significant effect on culture. Moving the organization chart around simply moved from one set of stasis to another. The organizational chart never displayed the culture of the organization. Can you determine the state of health of by the chart? Can you determine the culture of the organization - very little
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Marketing Department
Human Resources
Financial
Manufacturing
Marketing Department
Financial
Manufacturing
Human Resources
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You dont have to just get out of the way and it will evolve
You
just need to lead the process Ui) You ask for and accept constant inputs You strive not for stability
Kaizen
The
never ending quest for perfection. Try as hard as you can and a little bit more.
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We tend to spend time learning and assimilating. It is human nature to turn into habits as much as possible.
By turning them into habits we have forgotten. Its both an investment and a area of comfort We seek comfort and avoid discomfort. The problem arises when we sometime turn something into habits that we should not. Relationships. By changing we are affecting our habits. Its not only issues
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German camera
In 1930 to 1980 they were the premier maker of cameras in the world The Japanese started to take the position Now they are only the premier maker of lenses With the introduction of digital this position could be assaulted.
Kodak patented the first digital camera You risk loss of market if you dont change You risk loss of market if you fail to change You gain world Leadership if you do change
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Needs constants to focus needs objectives to focus Leadership spirit commitment training involvement spirit Team change start with the Leadership
Leadership
You must both lead and manage a team We are building the capacity of management to change to leaders.
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Evaluate yourselves
Are you preoccupied with your own career path and looking good at the expense of others? Do you put others down while you pump yourself up? Instead, conduct yourself in such a way that other people will want to see you succeed-- let their genuine support and admiration of who you are pull you to success.
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Do you drag out turnaround times and play control games? Do you create obstacles or barriers for others to do their work? Making mountains out of molehills is another surefire way to alienate people. Teach people how to navigate your organization efficiently, knowing when to stick with the rules and when to break them
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You are your words even more so in virtual relationships. You are communicating with people worldwide who know you only by the sound of your tone voice and facial expressions. Become conscious of how you use language and stop communicating in ways that cause you to sound inexperienced or unprofessional.
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Acting unethically
Make sure you are clear on your organizations ethics policies and have the courage and conviction to uphold them. Its easy to draw the line on major violations but watch for the subtle ways you may be pulling others in the wrong direction to achieve goalsmassaging numbers or data, or providing misleading information. Raise the ethics bar high and hold yourself and others to it.
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The most powerful facilitator of change is the team. The greatest football players go not to where the ball is but where the ball will be.
In a young team they chase the ball in a mature team they wait for the ball.
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1982 a book was published in search of excellence and it identified 43 excellent companies - within five years all be five were removed from the list. The disease of success sniffles creativity Why should be change when we are successful?
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You can initiate change with introducing some anxiety that the current situation cannot be maintained.
You point out that less anxiety is available but an having an attitude of change. You must supply
Support Encouragement Coaching Leadership must be seen as a stable anxiety free position You will, by this position attract followers
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Some companies believe it is easier to start over than to change its current employers
They fired 400 out of 500 people, Mover to another city Hired 400 new people Trained them in the new way of working. Use the original 100 to transfer knowledge to new employees.
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Power is required
Comes from the organization The pain of not evolving to a change environment has to be greater than stasis
Pain is required
Vision is required Why change? The reason must be owned Public Role
The reason for this effort must transcend work The reasons must meet internal needs.
Private Role
Most people decide intellectually and buy emotionally that is both the problem and the opportunity.
Buyer remorse
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Most times people argue with each other because not so much for the firmness of the position but for the love of intense negative emotions.
Review
Management can be delegated Leadership cannot. 12 angry men What is leadership and what defines a leader When is a person a leader When is a person a manger Can companies survive without leadership
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Further Readings
Carr, David K. Managing the Change Process: A Field Book for Change Agents, Consultants, Team Leaders and Reengineering Managers. New York: McGraw-Hill, 1996. PM HD58.8 C36 1996 Fullan, M. (2001). Leading in a Culture of Change. San Francisco: Jossey-Bass. Ivey, A. (1995). Managing Face to Face Communication - Survival tactics for people and products in the 21st Century. USA: Microtraining Associates, Inc., Johnson, S. (2002). Who Moved my cheese?. New York: G.P. Putnam's Sons. Oech, R. (1998). A Whack on the side of the head. New York: Warner Books. Schein, E. (1999). Corporate Culture Survival Guide. San Francisco: Jossey-Bass. Warner Burke, W. (2002). Organization Change. USA: Sage Publications.
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MINI MBA