Leading change as a manager; managing change as a leader

Bayu winata puteraLeading change as a manager; managing change as a leaderLooking out before looking inAs you begin analyzing your leader ship effectiveness, start by looking at your enviroment before you examine your internal leadership styleOnly by reviewing the situation you are in can you best determine the leadership behaviors that would make you the most effectiveThe concept of situational leadership suggest that one size does not fit allUnderstanding your followersAnother critical part of your external analysis is to consider the dynamic of the people you will be leadingConsider the following characteristics of the individuals and the group as a whole:a. Experience in the industryb. Experience in the organizationc. The way they were managed in the pastd. The impact of the demographic diversitye. The influence of the psychographicDemographic diversity : age, gender, ethnicPsychografic: lifestyle, personality traits and family dynamic3Understanding your followersOne of the most frustating issues for managerial leadership the seemingy broad chasm between the different generations in todays workThe 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)Matures generations is connected to world war II and all the social change resulting from the post-Depression economics recovery.. They ref;ect more of the rags-to riches phenomenonBaby Boomers gen (birth after 1946 1964): were activists in creating social change. With their skepticism about authority and desire for personal freedomGen X; their formative years took place during a time of draatic changes in corporate and the rise in financial weatlh brought on by junk bonds thus have a lot less loyalty to their employing organization and a greater interest in luxuryGen Y; typically optimistic and place a lot of faith in technology. Multimedia generation; enthusiasm fr the future is built on a solid foudation of religion, family and sound work ethic4Understanding your followersWorking-Age MaturesBaby BoomersGen XersGen YersThe OfficeWork at my deskWork at homeWork virtually anywhereRelationship between Work & LeisurePurpose of leisure is the recharge batteries for workWork now so you can play laterNever the twain shall meetFinancial FocusSave for rainy dayIndulgeInvest in an IPOMillenial MindsetBatten down the hatchesLive for todayPrepare the bestThe homeMultigenerationalNuclear FamilyBack in the nest with Mo and Dad5Understanding your followersTo 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 leaderThe 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 deficiencies6Understanding your followersThere 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 processb. Inspiring a shared visionc. Enabling others to actd. Modeling the waye. Encouraging the heart7The forces of changeThere is nothing new about changeIncreasing CompetitionDemading customersDemanding shareholdersDeveloping TechnologyChangeOrganizations that thrive in chaosMost companies are struggling to cope with the barrage of constant changeThe prototype that the company that thrives this chos is:FlexibleFastInnovativeLearning-orientedDevelopment-focusedTeam-orientedPerformance-basedValues-drivenOvercoming resistanceThe list of reason why resistance to change is so prevalent in the workplace:Fear of unknownFear of failureNot understanding the need for changeDisagreement with the need for changeInertiaInertia: capek, fatigue10Leading for changeStart with flexibility,The second is speedFlexiblity and speed cant happen without an empowered work force