A Survival Guide for Leaders

By Ronald A. Heifetz Marty Linsky

Presented by: Ambreen Pirani & Jawad Solangi

 To lead is to live dangerously

Introduction
Helpful for leaders, who steer an organization How to manage yourself and environment Successful leaders fail sometimes when they are required to lead change Resistance is so hard that affects leader badly This article proposes points that help leader in managing change

Types of change in an organization

Technical Change Uses previous knowledge and techniques to solve Current problem solving process Involves only upper management usually Adaptive Change Organizational transformation Individuals throughout the organization alter ways People are the problem therefore the solution lies with them

A Hostile Environment
Change- reconfiguring people and processes Status quo get upset

They resist, become disloyal

Techniques To Manage Hostile Environment

1. Operate in and above the fray 2. Court the uncommitted

3. Cook the conflict

4. Place the work where it belongs

Operate in and above the fray

Play the game and observe it as Great Athletes does Getting off the dance floor and going to the balcony

Respond events
Balcony perspective is tough Follow speak and push back your chair technique

Court the uncommitted

Leading change alone can be tempting but it is foolish Attract uncommitted

Empathize as if you feel their pain

Adopt two actions - Practice what you preach - Acknowledge your responsibility

Cook the conflict

Greatest challenge leader faces, but necessary part of change Conflict involves resistance to change or how change should be carried out Create conflict at first Closely monitor and minimize it when growing harsher or destructive Aim is to energize people and get new ways of resolving it Understanding opinion of stakeholders

Place the work where it belongs

Change requires adaptation of everyone to new systems Do not answer everything personally

Delegate responsibility to others

Avoid giving short term relief

The Dangers Within

Leaders sometimes act as if they are above ordinary morals and values. Avoid self-destructing during difficult change Leadership can be physically, intellectually and emotionally challenging.

Manage your hungers

Restrain your desire for control and need for importance

Being able to turn disorder into order

Maintain distress levels and take charge

Ultimate goals are not reached and challenges are not overcome

Compulsive Control

Focus is on maintaining order as the end

Distress levels arent high enough to progress on real issues

People have the need to feel important and affirmed by others. This leads to an inflated view of yourself and your cause. A extravagant sense of self-importance often leads to self-deception Harmful side effects include: Absence of doubt Increased dependence of the organization

Anchor yourself
To survive the turbulent seas of change initiative, you need to find ways to steady and stabilize yourself. Have a safe haven to reflect Find a confidant Consider attacks as reactions to your professional-self, not you personally.

Thank you.