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Leadership consists of finding a means of allowing people to contribute to the accomplishment of something extraordinary. Leadership is not a matter of the head. It is a matter of the heart.
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Honesty A clearly communicated vision of the future Competence The ability to inspire change
If you dont believe the messenger, you wont believe the message.
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Leading Change
Requires both leadership (influence) and management (control). We will study:
1. 2.
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Works intensely Develops his competence, communication skills, interpersonal relationships. Improves working conditions for those he leads, makes personal sacrifices, and does whatever else is required to lead the organization towards the accomplishment of its legitimate goals.
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Maxwell (1999)
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Collins (2001)
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Surround himself with competent people who desire the organizations success. Understand the strengths and weaknesses of the organization he leads. Take actions that maximize the strengths and minimize the weaknesses of the organization for its own good. Be disciplined, in order to put into place those actions with persistence and focus.
Collins (2001)
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Collins (2001)
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Put the focus on what you are, rather than what you have accomplished. The Law of the Silent Sinner. If you cant stand seeing your actions on the front page of the newspaper, dont do them. The true character of a person is determined by what he does when he is alone. The Law of the Tombstone. Write down the epitaph you want to see on your tombstone. Do you resemble it? What are you doing to become that person?
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Feiner (2004)
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Objective Evaluation
An excellent on-line test based on Collins research, the Leader Potential Indicator, can be found at www.myskillsprofile.com Cost $17.90 CAD Respond honestly, then change behavior to suit.
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3 sources of change
From above strategic From the middle sandwich From the base organic
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Act to satisfy the leaders personal goals, rather than those of the organization. Change that does not contribute to the organizations mission. Too much satisfaction with the status quo Failure to create a guiding coalition Underestimate the power of a wellarticulated vision Failure to communicate the vision. Permit obstacles to block the vision Failure to plan for and achieve short-term gains Declaring victory too rapidly. Neglecting to anchor change in the organizational culture.
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Les points 1,2 viennent de Marc Bacon. Les autres viennent de Kotter (1996) Kotter
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1. Act to satisfy the leaders personal goals, rather than the organizations mission
Does not breed loyalty Lack of leader credibility and suspicion of true motives. Can be successful in short term, but fails to effect long-term structural change.
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Excellent vision, but communicated with a few meetings or memos, and nothing more. The CEO preaches enthusiastically, but other leaders remain silent. The CEO and most leaders adopt the vision, but very visible and powerful people oppose it or become passiveaggressive.
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Demonstrate the importance of change for the good of the organization in order to burn bridges with the past. Take the time necessary to train future leaders
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A lack of confidence in the leaders The organization does not accomplish its mission. New strategies are badly executed, if at all. Reorganizations take too long and cost too much. Reducing organization size does not reduce cost Efforts to improve quality fail.
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Continuous improvement
Tweak performance Efforts come mostly from the middle or the base of the organization More effective if the entire organization is minded towards continuous improvement. Creating a learning environment is the responsibility of the leader.
2006-2007 Marc Bacon
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Most failures in change leadership come from failure to thaw before attempting to move, and failure to refreeze after moving.
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Bacon (2006), Lewis (1951), tel que dcrit par Cummongs & Worley (2005) d
2006-2007 Marc Bacon
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C=D x M x P > R
Change will take place when the product of dissatisfaction with the present state, the model, and the procedures are powerful enough to break resistance to change.
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Resistance to change
Change requires people to leave their comfort zones and move to a new state of equilibrium. Change produces fear, since people fear loss.15 People tend to overestimate the value of what they already possess and underestimate the value of what they could obtain by leaving behind some of those possessions.
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Beers (1988)
2006-2007 Marc Bacon
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Leading change requires sensitivity and resilience on the part of the leader.
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Gulati (2000)
2006-2007 Marc Bacon
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Despite this, most of those surveyed planned to undertake major restructuring in the future!
2006-2007 Marc Bacon
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Jellison (2006)
2006-2007 Marc Bacon
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Constantly examine whether change is needed, and why. Ensure the proposed change advances the organizations mission, and is best for it. Establish a sense of urgency. Create a powerful coalition to guide change Develop a vision and a strategy Communicate the change vision Put in place means that permit everyone to participate in the accomplishment of the vision. Generate short-term gains. Consolidate change to build on it. Anchor the new ways of doing things in the organizations culture.
Movement
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Step 2: Ensure that the proposed change advances the organizations mission and is best for it.
Regularly updated strategic plan SMART goals
Specific Measurable Ambitious Realistic Time-driven
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Sources of complacency
1. 2. 3. 4.
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No visible crisis (fire, bankruptcy, lawsuit, health) Too many visible resources Low performance standards Organizational structures which put individual focus on narrow goals, rather than tying them to the organizations mission. Internal measuring systems that dont measure the right things or dont provide timely feedback to those who can effect change.
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A lack of external feedback to compare performance with the best possible (benchmarking). A culture which prevents the discussion of negative things, which kills the messenger, points fingers, or prevents constructive criticism. Cognitive dissonance, which prevents people under stress from wanting to entertain even more stress by effecting change (the ostrich mentality). Too much happy chatter from leaders. This often comes from leaders who are proud of their personal success and uncomfortable with criticism.
2006-2007 Marc Bacon
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Step 4: Create a Powerful Coalition to Guide Change Taking the wrong path
The competent, but isolated CEO The powerless committee (without enough powerful players).
2006-2007 Marc Bacon
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(Ensure these people have necessary power and arent seen as simpling being the boss friends)
Encourgage people with leadership potential to step forward and accept additional challenges.
2006-2007 Marc Bacon
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Off-site meetings
Popular, sometimes useful Often costly and ineffective.
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After dinner.
Steps 5-10 in strategic change management. Much more
Back at.
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Constantly examine whether change is needed, and why. Ensure the proposed change advances the organizations mission, and is best for it. Establish a sense of urgency. Create a powerful coalition to guide change Develop a vision and a strategy Communicate the change vision Put in place means that permit everyone to participate in the accomplishment of the vision. Generate short-term gains. Consolidate change to build on it. Anchor the new ways of doing things in the organizations culture.
Movement
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Planning
Stratgies Une approche logique qui permettra de raliser la vision Des tapes avec les ressources (temps, argent, ressources humaines, etc.) ncessaires afin de mettre les stratgies loeuvre La conversion des plans dans des projections financires et des buts SMART.
Plans
Execution
Budgets
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Use of legitimate, coercive, and reward power alone will eventually produce resistance and become ineffective. Expert power will inspire allegiance when used with humility. Referent power combined with a vision that the team can adopt will catalyze change.
2006-2007 Marc Bacon
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Desirable. Appeals to long-term interests and value propositions of stakeholders. Doable. Contains realistic and attainable goals. Focused. Clear enough to guide decisions. Flexible. Broad enough to rally individual initiatives and to allow alternative tactics to match a changing environment. Easy to communicate. Can be explained in 5 minutes and generate genuine interest.
2006-2007 Marc Bacon
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Ineffective Visions
15% growth (Not
precise enough to give a direction, too hard to achieve for some, not hard enough for others.)
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An Effective Vision
provider of high-quality architectural millwork and associated products in North America. To do this we will:
Increase sales by a compounded annual rate of 6-10% per year by delighting the customer with high perceived value. Continuously improve the R.O.E. of the organization. Continuously reduce the total cost of quality as a percentage of sales on a year over year basis. Continuously improve the timeliness of deliveries on a year over year basis. Provide a workplace that encourages long-term employee engagement.
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What are the greatest challenges facing the organization now and in the future? Why is the organization facing (or must face) these challenges? What are the opportunities the organization must seize? What is the organization doing to take up challenges and seize opportunities? What part do you have in contributing to the organizations success?
If responses differ widely, the vision is unclear or has been poorly communicated. 66
2006-2007 Marc Bacon
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The goal Why change is necessary. The vision What accomplishing this vision will do for us. The plan The devil is in the details . Being a change agent means being a competent project manager. Managing detail is hard, but necessary for success. The role each person will have Define the role each person must make in the change.
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Explain things that dont appear to be aligned with the vision. Communicate 2 ways. Listen more and talk less.
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Create these improvements Recognize and reward those who worked to make the short-term gains happen.
2006-2007 Marc Bacon
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Planning and achieving short-term gains forces shortterm goals that provide a healthy pressure to succeed. Achieving short-term gains require both leadership (motivation) and management (control). A true leader is also a good manager.
2006-2007 Marc Bacon
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Avoid manipulation people react positively to burned bridges if they know the bridges will be burnt, but they will be afraid. They will revolt if bridges are burned without their knowledge.
Give new drive to the process by introducing new themes, projects, and change agents.
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Watkins (2003).
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Back at..
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Jellison (2006)
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80/20 Rule
Typically, managers use 80% of their time to force resistors to comply. It is much more effective to use 80% of the time to motivate the coalition of the willing. Those who resist due to fear need to receive special attention to try to bring them on board. Those who resist for personal reasons need to be removed.
2006-2007 Marc Bacon
Temps du Leader
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Resistance to Change
Is quite natural. It comes from a fear of change and a need to grieve the loss of the present comfort zone. Rarely does resistance to change mean opposition to the leader at least at first. Most of the time, opposition comes from people who the leader dislikes because he/she feels threatened by their resistance This eventually causes both sides to draw battle lines, rather than share a common vision.22 When resistance becomes opposition, the leader becomes isolated, and those he leads no longer support change. Multiple unsuccessful change efforts breed apathy and territorial behaviors by local strong personalities that undermine organizational goals.
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Goldberg (2005)
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To Overcome Resistance
Persuasion is only effective within the limit of comfort zones defined by values. It is, however, rapid and easy. Manipulation finds its roots in a lie, and will eventually destroy trust. It is easy for a leader who is intelligent, educated, or a student of power relationships to breach trust for reasons of expediency, but any advantage gained is short term. Threats produce compliance due to fear, but do not change attitudes. They are habit-forming for the manager, because they obtain immediate results without much effort. Rewards given prior to change in order to motivate towards change have a high cost and diminishing returns. is the best way of motivating those who resist change. Get them to do something that contributes to the change effort, even if it is small.
Activation
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Activation
Break down resistance step by step. Reward successful efforts towards change by focused praise. Allow people to make errors, as long as they are really trying to contribute. Accompany people and train them. Encourage participation Be understanding towards honest negative feelings, while at the same time encouraging action. Facilitate the start of change. The rest will follow when people see results or feel peer pressure.
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Allow the client (or the one who profits from the organizations output) be the one who leads organizational change. Develop standards, measurement methods, procedures, and rewards based on the clients needs. If you act with integrity for the good of the organization and according to its rules, dont ask for permission before acting. However, inform as you act. No boss wants to be blindsided with a fait accompli .
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Stay the course with your convictions and persevere. Dont hesitate to ask why or to challenge sacred cows . Be a coach more often than a boss. Insist that change produce rapid results. Embrace continuous change while looking towards future needs. Be proactive towards change. Change is chaotic. Accept chaos, instead of trying to control it. Control mostly the direction of change to keep it moving forwards. Be ready to work very hard every day.
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Developing leadership
Leadership comes in part from natural capacities, but is mostly developed by learning and reflecting on the lessons of life. (Hughes, Ginnett & Curphy, 2002). Leadership development requires the leader to reflect on why things happened and change their own behaviors to suit. Leaders are stewards, with a fiduciary responsibility to their organizations.
They must be humble and ferociously determined. They must constantly learn to become better managers and leaders.
Ultimately, leaders must have followers. This is not a right, but an earned priviledge.
2006-2007 Marc Bacon
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References
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