Leaders of change

How to Spot Them

a presentation brought to you by:

Sherry Perkins

Leaders of Change

Sherry Perkins

•M.A. Organizational Development •30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor

Vice President Enterprise Solutions

Consulting

imagine great people ®

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• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of

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We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.

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Clients We’ve Served

How to Spot Them

a presentation brought to you by:

Sherry Perkins

Leaders of Change

Session Objectives • Understand the attributes that contribute most to a

leader’s effectiveness as an agent of change. • Examine the environmental conditions that make

change mastery a necessity and the organizational framework that may enhance a leader’s ability to execute change effectively.

• Use assessment data to proactively access a leader’s current effectiveness and determine entry points for developing the leader’s influence as a change agent. 1

• Define Agents of Change • Importance of Change/Change Agents • Attributes of Leaders/Change Agents • Environments that Foster Innovation • Finding/Developing Leaders of Change

Today’s Topics

What is a Change Agent? How would you identify leaders who are Change Agents?

(Chat)

Agent of Change

A change agent is an event, organization, material thing or, more usually, a person that acts as a catalyst for change.

In business terms, a change agent is a person chosen to bring about organizational change.

http://wiki.answers.com/Q/What_is_a_change_agent

Importance of Change Mastery

• History records the ability to manage change as one of the most critical contributors to an organization’s sustainability. (Foster & Kaplan, 2001).

• History records significant numbers of companies dissolving under, The Age of Discontinuity, the stress of failure to adapt to changes in the environment. (Drucker, 1999).

• Drucker (1992) suggested there is no greater indicator

of organizational survival than its ability to adapt.

• History records significant numbers of companies dissolving under, The Age of Discontinuity, the stress of failure to adapt to changes in the environment. (Drucker, 1999).

• History records significant numbers of companies dissolving under, The Age of Discontinuity, the stress of failure to adapt to changes in the environment (Drucker, 1999).

The Environment • Global, Multi-national

Presence • “Extreme” Technology • Connected Universe • Fierce Competition • Creative Partnering • Complex Workforce

• Multi-cultural • Multi-generational • Multi-valued

• Virtual Offices • Open-Systems (Matrix) • Team Leadership

Homeostasis

• Homeostasis is the body's ability to regulate all of its process, keeping everything in balance so that the body experiences optimal functioning.

• Tendency of an organism to ward off attack from internal or external forces that would disturb its status quo.

http://www.ask.com/web?q=what+is+homeostasis&askid=6e1ede4e-eb0e-416a-845c-a84000673a79-0-us_mse&kv=sdb&gc=0&dqi=&qsrc=999&o=102524&l=dir

Agents of Change 1. Commitment to a better way 2. Courage to challenge the status quo 3. Color outside the lines 4. Motivate self and others 5. Care about people 6. Stay undercover 7. Maintain a sense of humor

Katzenbach, J. (December, 2012). Effective change leaders. Business Respect. Retrieved from http://www.mallenbaker.net/csr/CSRfiles/effective.html.

Personal Characteristic of Change Leaders

1. Low Level of Anxiety 2. Emotional Stability 3. Action Orientation 4. Confidence 5. Openness 6. Risk Tolerance

Katzenbach, J. (December, 2012). Effective change leaders. Business Respect. Retrieved from http://www.mallenbaker.net/csr/CSRfiles/effective.html.

Checkpoint 360 Universal Competencies & Skill Sets Communication: • Listens & Communicates Effectively • Processes Information Leadership: • Instills Trust • Provides Direction • Delegates Responsibility

Adaptability: • Adjusts to Circumstances • Thinks Creatively

Relationships: • Builds Personal Relationships • Facilitates Team Success

Task Management: • Works Efficiently • Works Competently Production: • Takes Action • Achieves Results Development of Others: • Cultivates Individual Talents • Motivates Successfully

Personal Development: • Displays Commitment • Seeks Improvement

Which Competencies Contribute Most to a Leader’s Change Mastery? (Poll)

1. Communication: • Listens & Communicates Effectively • Processes Information

2. Leadership: • Instills Trust • Provides Direction • Delegates Responsibility

3. Adaptability: • Adjusts to Circumstances • Thinks Creatively

4. Relationships: • Builds Personal Relationships • Facilitates Team Success

5. Task Management: • Works Efficiently • Works Competently 6. Production: • Takes Action • Achieves Results 7. Development of Others: • Cultivates Individual Talents • Motivates Successfully

8. Personal Development: • Displays Commitment • Seeks Improvement

Change-Related Competencies & Skill Sets Communication: • Listens & Communicates Effectively • Processes Information

Leadership: • Instills Trust • Provides Direction • Delegates Responsibility

Adaptability: • Adjusts to Circumstances • Thinks Creatively

Relationships: • Builds Personal Relationships • Facilitates Team Success

Task Management: • Works Efficiently • Works Competently

Production: • Takes Action • Achieves Results Development of Others: • Cultivates Individual Talents • Motivates Successfully

Personal Development: • Displays Commitment • Seeks Improvement

Checkpoint 360 Feedback Survey Competencies 16

Critical Checkpoint Competencies/Skills That Signal Innovation

Communication

Production

Relationships Development of Others

Personal Development

Adaptability

Listens Communicates

Takes Action

Cultivates Talents Motivates

Displays Commitment Seeks Improvement

Thinks Creatively

Facilitates Team Success * Builds

Personal Relationships

Jet Aircraft Engine Manufacturers

1 2 3 4

PPI Scales

Leader 18

Scales That Influence Posture Towards Change

Scale I Scale II Scale III Scale IV Scale V

Control, Ambition, Results

Orientation

Social Influence, Positive

Expectancy, Expressiveness

Patience, Composure, Team Player

Precision, Analytical,

Quality Orientation

DOMINANCE

INFLUENCE

STEADINESS

COMPLIANCE

Internal Versus

External Motivation

MOTIVATIONAL INTENSITY

Stages of Concern Model

Awareness

Informational

Personal

Management

Consequences

Collaboration or Implementation

Improve or Choose Better Solution

Scale 4 3 2 1

Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264

Compliance Stability Influence Dominance

Leaders of Change

Cautiously Compliant Independently Innovative 21

Intentional Innovation

Performance

Rewards/Recognition

Learning Systems

Business Process

Evaluate Execute

Evaluating Leadership Development

Initiative Results

Does it target critical needs?

What they want – not want they

Process

Is it being

implemented well?

Delivered when they need it and

when they can use it

Outcome

Is it enhancing your talent?

Do we hold people

accountable for using the

skill?

Impact

What is the

impact on your business?

Did the

behavioral changes drive the desired

results?

(Jazmine Boatman, Ph.D, Senior Consultant, Development Dimension's International, DDI. What has leadership development done for you lately? Measuring the Value of IM:EX “Interaction Management – Exceptional leader – Extraordinary Results”)

Open-Systems Team Model (Pre-requisites)

Dr. Oscar Mink, Open Organization, 1979

Effective Communications

Clearly Understood Goals Member Authority and Accountability

Equal Reward for Team versus Individual Achievement

Decision Level at Lowest Level of

Competency

Members Who Are Capable and

Committed

Inspire Continuous Learning

Argyris, C. (1978) Retrieved from http://www.google.com/imgres?imgurl=http://www.leadershipnow.com/leadingblog/images/Double-LoopLearning. . . Also http://www.infed.org/thinkers/argyris.htm.

Double-Loop Learning

Critical Questions for Change Leaders

Do You. . . 1. Set the stage for

the change? 2. Track and

understand the employee response to the change?

3. Provide answers to tough questions?

Do You . . . 1. Explain what’s in it

for them? 2. Big Picture/Little

Picture 3. Know what should

remain the same? American Management Association (2012). http://www.amanet.org/training/articles/10-critical-questions -for-change-leaders.aspx

CheckPoint 360 Leadership Survey

How Do We Measure Effectiveness?

Anonymous & Confidential

Each Leader/ Manager

‘Self’

‘Boss’

Direct Reports

Feedback is Critical

Clients Partners

Are You an Effective Agent of Change? (Poll)

1. Absolutely 100%

2. I’m more than half way there. 3. I don’t know. I’d like to participate in a Checkpoint 360 leadership survey and Charisma analysis.

Questions?

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