Define Characteristics of Leadership Driven Change Management.
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Transcript of Define Characteristics of Leadership Driven Change Management.
Define Characteristics of Leadership Driven Change Management
Intermediate Cost Analysis and Management
Terminal Learning Objective
• Task: Define Characteristics of Leadership Driven Change Management
• Condition: You are training to become an ACE with access to ICAM course handouts, readings, and spreadsheet tools and awareness of Operational Environment (OE)/Contemporary Operational Environment (COE) variables and actors
• Standard: with at least 80% accuracy• Define the scope of leadership• Define the role and qualities required of a leader
So What’s Next?This week we have:• Learned the Theory• Applied Three Methods of ControlWhat about next week?• People or “Soft Skills”• “Managing your boss”
• You may have more skill than your boss, but he/she is still the boss.
• To be a change agent you will need to know how to influence above your pay grade
Applying the Process
Cost Control Theory Org Based Control Role Based Control Output Based Control Change Management
Week Three
Assignment Ahead!
• Identify a concept or an idea from this course that you are interested in applying in your organization
• Prepare an ‘elevator’ presentation of 1 minute, to a 2-Star General (1 power point page = 1 min)
• Include:- The idea/ concept- Why is it important- Why it benefits the mission- What do you want the general to do next, in support of
your idea/concept
Leadership Driven Management
Leading is not a stand alone activity, but rather part of the overall direction of the organization. We need to know “where we need to go” first, and then, make it happen. Senior leaders set the course.
Often where we need to go means a change in our course of action, resulting in potential resistance. . . Leadership is required to manage the change process.
Destination Strategy Leadership
Results Leadership Management
FORSCOM Campaign Plan
Overarching Requirement: • Effectively and Efficiently • Allocate and Use Resources
Given this:• How can you help your boss succeed?
Fort Hood Strategic Plan 2010-2015
Vision: To be the Army’s premier Installation that Prepares, Deploys, and Resets soldiers and modular units for Global Contingencies; Sustains soldiers, families and civilians; while transforming to meet demands of persistent conflict.
Mission: Train soldiers and units for full spectrum operations and take care of soldiers, families, and civilians at Ft. Hood.
FCP
Org Vision
Org Mission
Commander’s Intent
Strategic Plan
E & E
E & E
E & E
E & E
Effective & Efficient from Top Down
Fort Hood Strategic Plan 2010-2015 Imperatives
• Sustain Ft. Hood Soldiers, families and Community Partnerships
• Prepare Units to Deploy, Fight and Win• Reset Personnel and Equip Units to Rebuild
Readiness for Future deployments • Transform to Meet the Demands of the
Persistent Conflicts in the 21st Century• General James D. Thurman ****
US Army Forces Command, June 3, 2010
Ft. Hood 2010 - 2015 Business PracticesLeadership Driven Management
Transform Ft. Hood - Business Practices - Consolidate Strategic Planning and Assessment- Strategically synchronize ARFORGEN- Transmit Strategic Communications- Inculcate a Cost Structure- Continually Improve Process
“Interest on the national debt is the greatest threat to national security”
Admiral Mike MullenChairman of the Joint Chiefs of Staff
Top Leads, Bottom Buys In
The transformation at Ft. Hood indicates that there is a want to move from Rule Driven to Leader Driven operations. Leader Driven
Organizational Embrace
Individual Buy-In
Learning Check
Q. How did leadership at Ford Hood drive senior leader imperatives down the chain of command?
© Dale R. Geiger 2011 14
Leadership and ManagementLeadership
• Comes from personal sources and it promotes vision, creativity, and change
Management • Comes from organizational
structure and it promotes stability and problem solving within the structure
Traditionally, Leaders did not get involved in ‘getting
things done’. Today leaders have moved from an imperative to be militarily effective towards being involved in application of cost benefit analyses and cost management.
Leader’s Qualities
MINDRationalConsultingPersistentProblem solvingTough-mindedAnalyticalStructuredDeliberateAuthoritativeStabilizingPosition power
SOULVisionaryPassionateCreativeFlexibleInspiringInnovativeCourageousImaginativeExperimentalInitiates changePersonal power
Personal Characteristicsof a Leader
Physical characteristics
Social background
Intelligence and ability
Personality
Work-related characteristics
Social characteristics
Personal Characteristicsof a Leader
Physical characteristicsActivityEnergy
Social backgroundMobility
Intelligence and abilityJudgment, decisivenessKnowledgeFluency of speech and communication
PersonalityAlertnessOriginality, creativityPersonal integritySelf-confidence
Work-related characteristicsAchievement driveDrive for responsibilityResponsibility in pursuit of goalsTask orientation
Social characteristicsAbility to enlist cooperationPopularity, prestigeSociability, interpersonal skillsSocial participationTact, diplomacy
Leader and Behavior
Leader’s Considerations:• Is mindful of subordinates• Establishes mutual trust• Provides open communication• Develops teamwork
Leaders Initiate Structure:• Is task oriented• Directs subordinate work activities toward goal attainment• Typically gives instructions, spends time planning, and emphasizes
deadlines• Provides explicit schedules of work activities
Leaders engage in effective and efficient allocation of resources:• Can we call this behavior Allocationism ?
Learning Check
Q. What characteristics of Leadership are innate?Q. What skills do Leaders require to achieve organizational goals?
© Dale R. Geiger 2011 20
316th ESC -Leadership Driven Management
- Experience in Iraq as a Brigade Commander influenced his desire to seek improvements
- Believed in de-centralized control; let subordinates track what was necessary
- Leadership Methodology:“Drove us hard – brutal in his standards. Also, provided top cover.”“Did not accept ‘I don’t know’.”“Almost a sixth sense to detect problem areas.”
BG Couch“…kind of the way I’ve done business whenever I’ve been in
command is that I really felt like I owe it to my leadership and to the American public to meet my mission but still be cognizant of
the funds that are given to me to do that job.”
Effective change leadership recognizes the realities of resistance to change and deals with such resistance proactively!
If one reacts - he/she basically has failed because the leader has not thought through any and all scenarios
The Nature ofOrganization Change
• Organization Change– Any substantive modification to any part of the
organization (e.g., work schedules, machinery, employees)
• Forces for Change– External forces in the organization’s general and task
environments forcing the organization to alter the way in which it competes
– Internal forces inside the organization causing change in its structure and strategy - some internal forces are responses to external pressures
External Forces for Change
Fiscal Realities WorkforceDiversity
ChangingTechnology
National Security
Varied Missions
Internal Forces for Change
DecliningEffectiveness
ChangingEmployee
Expectations
CompanyCrisis
ChangingWork Climate Budget
Reduction
General Management Capability
PEOPLE/LEADERS
Institutionalized Practices
MOTIVATION VISIONMENTALITYASPIRATIONSAGGRESSIVENESSRISK PROPENSITY
COMPETENCE POWER BASEPROBLEM SOLVINGLEADERSHIPKNOWLEDGE
Use of ‘software’ (people/leaders) to influence ‘hardware’ (Institutionalized practices)
General Management Capability
People/Leaders
INSTITUTIONALIZEDPRACTICES
CLIMATE VISIONCULTUREPOWER STRUCTUREREWARD AND INCENTIVES
COMPETENCE SYSTEMSINFORMATIONSTRUCTURETECHNOLOGY
CAPACITY LINE MANAGERS
STAFF MANAGERS
Scope of Change
Incremental Change: change of a relatively small scope, such as making small improvements • Such as: Ft. Huachuca; combined Fire and Child
Care emergency support servicesStrategic Change: change of a larger scale, such as organizational restructuringTransformational Change: change in which the organization moves to a radically different, and sometimes unknown, future condition• Such as: Ft. Hood (Forced to transform Business
Practices by facing unknown future outcome)
Organizational Change
Leaders must be prepared to handle both
Planned Change: Change that is designed and implemented in an orderly and timely fashion resulting from a deliberate decision
Unplanned Change: Change that is a piecemeal response to events and circumstances as they develop at times imposed and often unforeseen
Learning Check
Q. What What forces combine to create a change environment?
Q. What would be the most difficult type of change to prepare for?
© Dale R. Geiger 2011 30
Change Agent’s Role
Change Agent: the individual or group who undertakes the task of introducing and managing a change in an organization
Effective change agents build relationships:• Within the leadership team• Between the team and organizational members• Between the team and key environmental players
REQUIREMENT: SENIOR LEADER LEVEL SUPPORT
Senior Leader Level Support
Senior Leaders: • Commit via written and verbal communication • Demand expertise• Allocate resources: people, time, knowledge building,
tech support, etc. • Expect deliverables which include understanding,
demonstrating and improving the change and the mission
Change in an Organization
Top Blesses itMiddle Supports itBottom Does it
Change Agent and Top must: Energize the line of command.
Count on: 25% are for the change - 25% are absolutely against it and 50% are the ‘fence sitters’
Top
• BlessMiddle
• SupportBottom
• Do
Change Agents - Internal
Advantages• Knows past history,
political system, and culture
• Must live with results of change so will move carefully
Issues• May be associated
with factions, accused of favoritism
• May be too close to the situation to be objective
To succeed, they must be perceived as:• Trustworthy• Credible (with Expertise)• Champions of Change (with Proven Track Record)
Seven Steps to Create Change by Beer & Eisenstat
1. Mobilize energy and commitment through joint identification of business problems
2. Develop a shared vision of how to organize and manage process
3. Identify the leadership for change
4. Focus on results5. Start change at the
periphery6. Institutionalize success
through formal policies, systems and structures
7. Monitor and adjust strategies in response to problems in the change process