1. Leading Change
The Final Chapter!

3. Learning from Lincoln

4. Ex. 15.1 Forces Driving the Need for Major Organizational Change
Globalization, technological change, e-business, increased competition, changing markets
More threats
More domestic competition
Increased speed
International competition
More opportunities
Bigger markets
Fewer barriers
More international markets
More large-scale change in organizations
Reengineering
Horizontal organizing – teams
Networks
Quality programs
New technologies and products
Mergers, joint ventures
Consortia
Virtual and global teams
Strategic change
Cultural change
Learning organization

5. Strong Leadership Want change instead of maintaining status quo
Demonstrate courage
Believe in employees’ capacity to assume responsibility
Able to assimilate and articulate values that promote adaptability
Recognize and learn from own mistakes

6. Ex. 15.2 The Eight-Stage Model of Planned Organizational Change
8. Make the change stick
1. Establish a sense of urgency
7. Keep up urgency to tackle bigger problems
2. Form a powerful guiding coalition
3. Develop a compelling vision and strategy
6. Generate short-term wins
5. Empower employees to act on the vision
4. Communicate the vision widely

7. Ex. 15.3 A Range of Everyday Change Strategies
Creative self-expression
Right
opportunities
Private
Leader working alone
Public
Leader working with others
Right
Words
Alliance-building

8. Innovation Terms (contd.)
Corporate Entrepreneurship
Internal entrepreneurial spirit that includes values of exploration, experimentation, and risk taking
Idea Champions
People who passionately believe in a new idea and actively work to overcome obstacles and resistance

9. Innovation Terms Creativity Idea Incubator
The generation of new ideas that result in improved efficiency and effectiveness of the organization
Idea Incubator
A safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics

10. Leading Creative People
Brainstorming
No criticism
Freewheeling
Quantity desired

11. Lateral Thinking
A set of systematic techniques for changing mental concepts and generating new ones.

12. Personal Compact
The reciprocal obligations and commitments that define the relationship between employees and the organization

13. Additional Tools for Implementing Change
Emotional Elements
Communication and Training
Participation and Involvement
Coercion

15. WHAT HAVE WE LEARNED Definition of a Leader Importance of “Change”
The need to move from control to Empowerment
Difference in Managers and Leaders
Difference in Leadership Styles:
Trait - Hero to Humble
- Autocratic vrs Democratic - Contingency/Situational Leadership 16 16

16. WHAT HAVE WE LEARNED Continued
Importance of Building Relationships
Partnership building
Models of Leadership:
Hersey Blanchard’s Situational Leader - Fiedler’s Contingency
- Path Goal Theory
Leadership Personalities
Personality Traits and Behaviors
Leader attitudes – how they effect 17 17

17. WHAT HAVE WE LEARNED Continued
Myer-Briggs Indicator and how to use
Developing a Leader’s Mind
Importance of Ethics/Moral in Business
Styles of Leaders:
Authoritarian / Participative / Stewardship / Servant
Followership - How to understand your team
Motivation your employees
The importance of Communication
Diversity / Power and Influence 18 18

18. WHAT HAVE WE LEARNED Continued
Leading Teams - Definition of teams / Types of teams / Team Effectiveness
Developing Vision and Values on YOUR team
Shaping Culture on YOUR team
Leading Change 19 19