ChangeChange

Dan ArcherDan Archer

HARD HATHARD HAT

SOFT HATSOFT HAT

ACSACS

19971997

MFTSMFTS

19991999

ETHOS ETHOS

& CORE & CORE VALUESVALUES

20002000

DTR & DLCDTR & DLC

2001/22001/2

RTS & IOTRTS & IOT

2002-42002-4

Developing Excellence Developing Excellence

in Leadership in Leadership

20032003

RAFLCRAFLC

20032003FDCFDC

20042004

RAFDRAFD

20032003

OPERATIONSOPERATIONS

CONTRACTORISATIONCONTRACTORISATION WAR FIGHTERWAR FIGHTERFIRSTFIRST

ROADROAD20062006

DenialDenialExploitationExploitation

SabotageSabotage AcceptanceAcceptance

Leading People Through ChangeLeading People Through Change

•KnowledgKnowledgee

•SkillsSkills

•AttitudesAttitudes

•HabitsHabits

(KASH)(KASH)

An An emotional emotional journeyjourney

The Change CurveThe Change Curve

Change – Change – the analysisthe analysis

- know - know where where

the truth isthe truth is in the in the

organisatioorganisationn

Modified from DSAT & Modified from DSAT & Leadership Development – Leadership Development –

Best Practice Guide for Organisations Best Practice Guide for Organisations CEMLCEML

Cultural WebCultural Web

QUESTIONS QUESTIONS What do we have that What do we have that we want to keep?we want to keep?

What don’t we have What don’t we have that we want?that we want?

What do we have that What do we have that we don’t want?we don’t want?

What don’t we have What don’t we have that we never want?that we never want?

LOOKING INTO THE FUTURELOOKING INTO THE FUTUREPESTLE ANALYSISPESTLE ANALYSIS

0 1 2 3 4 5 6 7 8 9 10

Overall

TO1

T02

TO3

TO4

TO5

Objec

tive

MeasurementImportanceSatisfaction

ObjectiveRespon

ses1

TO1

Demonstrate the functions, qualities and attributes of leadership required of an

RAF Junior Officer128

TO2

Demonstrate the mental capabilities required of a leader

142

TO3

Manage resources and manpower assets for the achievement of a range of tasks

141

TO4

Demonstrate the manner and style appropriate to a Junior Officer in a

leadership situation140

TO5

Demonstrate effective communication as a leader

143

Gap Gap AnalysisAnalysis22

OveralOveralll 1.97

TO1TO1

1.59

TO2TO2

1.53

TO3TO3

2.01

TO4TO4

2.34

TO5TO5

1.86

LEADERSHIP

CADETS

La

nd

Na

v

Air

Fo

rce

La

w

Dri

ll &

Ce

rem

on

ial

LO

AC

Ord

ers

& I

ns

tru

cti

on

s

AT

M'g

em

en

t S

tra

teg

y &

Pu

b A

cc

ts

GD

T

Fie

ldc

raft

Sp

ort

s P

rog

H+

S /

En

v'm

en

t P

rote

cti

on

CE

SR

Fit

ne

ss

Pro

g

No

n-P

ub

lic F

un

ds

Co

nfi

de

nc

e C

ou

rse

Stn

Org

EX

Pe

ac

ek

ee

pe

r

We

lfa

re &

Co

mm

un

ity

PR

Wri

tte

n C

om

ms

Ov

era

ll

Se

cu

rity

Stn

Att

ac

hm

en

t

OS

Ov

era

ll

Ex

Stn

M'g

em

en

t

Off

rs D

uti

es

Tim

e M

'ge

me

nt

Ora

l C

om

ms

Ov

era

ll

Pe

rso

nn

el

M'g

em

en

t

Off

rs R

es

po

ns

ibili

tie

s

L's

hip

Ov

era

ll

Flt

Sa

fety

Ov

era

ll S1

-1.5

-1

-0.5

0

0.5

1

1.5

2

Gap Analysis Summary- Questionnaire Total

I’M IN CHARGEI’M IN CHARGE

RELATIONSHIPSRELATIONSHIPS

Tomorrow’s Officer should aspire to Tomorrow’s Officer should aspire to bebe

Military minded and of a courageous and Military minded and of a courageous and

determined fighting spiritdetermined fighting spirit

Mentally agile and physically robustMentally agile and physically robust

Politically and globally astutePolitically and globally astute

Technologically mindedTechnologically minded

Capable of understanding and managing Capable of understanding and managing

inter-personal relationsinter-personal relations

(Emotional Intelligence)(Emotional Intelligence)

Flexible, adaptable and responsiveFlexible, adaptable and responsive

Willing to take risksWilling to take risks

Able to handle ambiguityAble to handle ambiguity

The LeadershipThe Leadership

BalanceBalance

The LeadershipThe Leadership

BalanceBalance

Control LeadershipControl Leadership

““Action Centred” Action Centred”

philosophyphilosophy

Control LeadershipControl Leadership

““Action Centred” Action Centred”

philosophyphilosophy

Empowering Empowering LeadershipLeadership

““Mission Command” Command”

philosophyphilosophy

Empowering Empowering LeadershipLeadership

““Mission Command” Command”

philosophyphilosophyHow to think rather How to think rather than what to thinkthan what to think

EMPOWERMENTEMPOWERMENT

VISION FORVISION FORORGANISATIONAL DEVELOPMENTORGANISATIONAL DEVELOPMENT

Improve standardizationImprove standardization Ability to relate with airmen/Non Ability to relate with airmen/Non

commissioned officers (NCOs)commissioned officers (NCOs) See NCOs as generalistsSee NCOs as generalists Empowering culture Empowering culture Decoupling training and assessmentDecoupling training and assessment

Leadership Supportand Coaching team

Specialist Training Teams

OrganisationOrganisation

Military Skills Training Team(RAF Regiment)

Academic Dept

Operational StudiesAcademicsIndividual TutorsDefence Studies

Specialist CoursesSERE (Specialist Entrants And Re-entrant)

Additional trg

Physical Education

Flight Lieutenant as Flight Commander

SNCODeputy

Squadron Personnel

Training Support & Standards

Similar Administrative Training

and Support

LEADING CHANGELEADING CHANGE

Management is not leadership

Leadership creates: Vision Strategies

Management creates: Plans Budgets

Management is not leadership

Leadership creates: Vision Strategies

Management creates: Plans Budgets

Transformation

succeeds

then faltes

Successful

transformation

No change

Short term

change achieved

but not major

transformation

LE

AD

ER

SH

IP

MANAGEMENT

Establish a sense of urgency

Create the guiding coalition

Develop the vision & strategy

Communicate the change vision

Empower employees for broad-based action

Generate short term wins

Consolidate gains & produce more change

Anchor new approaches in the culture

Find the right people Position, expertise, credibility Leadership & management

skills

Create trust

Develop a common goal

Sensible, appealing

Find the right people Position, expertise, credibility Leadership & management

skills

Create trust

Develop a common goal

Sensible, appealing

Communicate a sensible vision & strategy

Make structures & systems compatible with the strategy

Provide the training employees need

Confront those who under-cut needed change

Communicate a sensible vision & strategy

Make structures & systems compatible with the strategy

Provide the training employees need

Confront those who under-cut needed change

Provide evidence that sacrifices are worth it

Reward change agents to build morale and motivation

Use feedback to fine tune strategy and plans

Undermine cynics Keep chain of command on

board Build momentum

Provide evidence that sacrifices are worth it

Reward change agents to build morale and motivation

Use feedback to fine tune strategy and plans

Undermine cynics Keep chain of command on

board Build momentum

Comes last, not first Depends on results Requires a lot of talk May involve staff turnover Makes decisions on

succession critical

Comes last, not first Depends on results Requires a lot of talk May involve staff turnover Makes decisions on

succession critical

Tinkerbell and Tinkerbell and last man last man standingstanding

It is a great if stressful It is a great if stressful technique, of questionable technique, of questionable morality; I like to think of it morality; I like to think of it not as lying but of telling not as lying but of telling ‘future truths’‘future truths’

REAL CHANGE INVOLVES EMOTION AND ANXIETYREAL CHANGE INVOLVES EMOTION AND ANXIETY

KNOW THE TRUTHKNOW THE TRUTH

KNOW WHERE YOU ARE GOING AND WHYKNOW WHERE YOU ARE GOING AND WHY