LEADING CHANGE AS A MANAGER;

MANAGING CHANGE AS A LEADER

B AY U W I N ATA P U T E R A

LOOKING OUT BEFORE LOOKING IN

As you begin analyzing your leader ship
effectiveness, start by looking at your
enviroment before you examine your internal
leadership style
Only by reviewing the situation you are in can
you best determine the leadership behaviors
that would make you the most effective
The concept of situational leadership suggest
that one size does not fit all

UNDERSTANDING YOUR FOLLOWERS

Another critical part of your external analysis
is to consider the dynamic of the people you
will be leading
Consider the following characteristics of the
individuals and the group as a whole:
a. Experience in the industry
b. Experience in the organization
c. The way they were managed in the past
d. The impact of the demographic diversity
e. The influence of the psychographic

UNDERSTANDING YOUR FOLLOWERS

One of the most frustating issues for managerial
leadership the seemingy broad chasm between the
different generations in todays work
The published Roper Starch report, entitled Employee
Review: Insights into Workforce Attitude, contains
some very interesting findings. The reports defines four
adut generations that comprise the 21th century work
force:
a. Matures (ages 55-69)
b. Baby Boomers (ages 37 55)
c. Gen Xers (21-36)
d. GenYers (born after 1980)

UNDERSTANDING YOUR FOLLOWERS

Working-Age
Matures

Baby Boomers

Gen Xers
Gen Yers

The Office

Work at my
desk

Work at home

Work virtually
anywhere

Relationship
between Work
& Leisure

Purpose of
leisure is the
recharge
batteries for
work

Work now so
you can play
later

Never the twain

shall meet

Financial Focus

Save for rainy

day

Indulge

Invest in an IPO

Millenial
Mindset

Batten down
the hatches

Live for today

Prepare the
best

The home

Multigeneration
al

Nuclear Family

Back in the nest

with Mo and
Dad

UNDERSTANDING YOUR FOLLOWERS

To be truly effective in understanding how to
best lead others, you need to see the world
through their reality, not your own.
The bad news is that there is no one right
model for everyone to follow that guarantees
you will become a more effective leader
The good news is that you can create your
own model one that fits your enviroment and
organizational dynamics, accounts for the types
of followers that you are leading and plays upon
your strengths and minimizes your deficiencies

UNDERSTANDING YOUR FOLLOWERS

There are a number of popular frameworks to pull
from work on emotional intelligence and the five
exemplary leadership practices identified by
Kouzes and Posner:
a. Challenging the process
b. Inspiring a shared vision
c. Enabling others to act
d. Modeling the way
e. Encouraging the heart

THE FORCES OF CHANGE

There is nothing new about change
Demading
customers

Increasing
Competition

Change

Demanding
shareholders

Developing
Technology

ORGANIZATIONS THAT THRIVE IN CHAOS

Most companies are struggling to cope with the
barrage of constant change
The prototype that the company that thrives this
chos is:
Flexible
Fast
Innovative
Learning-oriented
Development-focused
Team-oriented
Performance-based
Values-driven

OVERCOMING RESISTANCE
The list of reason why resistance to change is so
prevalent in the workplace:
Fear of unknown
Fear of failure
Not understanding the need for change
Disagreement with the need for change
Inertia

LEADING FOR CHANGE

Start with flexibility,
The second is speed
Flexiblity and speed cant happen without an
empowered work force