csc leadership programme-speaker
TRANSCRIPT
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CSC Leadership Programme
Leading Change for Success
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Morten Cavling ArendrupStrategic ConsultingCSC [email protected]
Morten Cavling Arendrup is manager with the CSC Strategic Consulting Practice in Denmark. Morten holds a Masters degree in Business Law from University of Copenhagen, a BA (Hons) from Central School of Speech & Drama, London and is also an IMD alumni. He has more than 12 years experience as a management consultant. Morten´s areas of expertise include change management, leadership development and coaching. Over the years, Morten has been involved in projects covering all aspects of organisational performance as well as IT strategy development and implementation. Moreover, Morten has extensive project management experience from assignments with numerous corporate and public clients both in Denmark and abroad. Prior to joining CSC Morten has worked with other high end management consultancy companies, e.g. Right Management Consultants and Ernst & Young/Ementor.
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Where are the real values in a company?
Assets OwnershipOwnershipFactory Product
MarketCustomersBrand
Less ownershipLess ownership
KnowledgeBrainPeople Brand
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The value process in the company
Values
Behaviours
Actions11 11 11
Define the values.
What do the values mean? How should we act?
We must act as we preach? Walk the talk! Implement and
internalise the values.
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Forsikring& PensionForsikring& PensionForsikring& PensionForsikring& Pension
BehavioursThoughts
Beliefs
Values
Identity
What others see
My own values
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Honesty
Trust
Client focus
Exellence
Integrity
Results
Creativity
Initiative
Diversity
Respect
Tolerance
Effectiveness
Accountability
Innovation
Passion
Quality
Empowerment
Loyalty
Justice
Enthusiasm
Reflecting on my own values
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Honesty
Trust
Client focus
Exellence
Integrity
Results
Creativity
Initiative
Diversity
Respect
Tolerance
Effectiveness
Accountability
Innovation
Passion
Quality
Empowerment
Loyalty
Justice
Enthusiasm
Are my values aligned with CSCs?
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1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick
Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
First bit Let us begin by looking a little bit closer at some change issues and the change leadership skills required to deal with them effectively.
What is leading change all about? Why is it important in CSC, and why does change have to be led?
Moreover, are we as leaders truly living, acting and demonstrating our values? Or are we just declaringthat we do so?
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Change is situational & external, for instance a new job, site, boss, team, role
Transition is the psycological(internal) process people go through to come to terms withthe new situation
Change + People = Transition
Source: William Bridges
Change
&Transition
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Is there a quick and dirty approach to change?
Sorry, you can´t avoid change but you can manage it!
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Kotter´s eight steps in (large scale) change programmes1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick
Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
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The Change Curve
Good
Poor
StrategicPerformance
Time
Crisis
ReactiveAnticipatory
Source: M. Crossan, N. Fry and P. Killing
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Building a Change Plan
Priorities Timing
Change DriversExternal Internal
The Change Challenge
Urgency Readiness
The Change Process
Change ProgressMeasures of Success
The NeededChange
StyleChange Leaders
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• Is the type of change you need clear? Widely agreed?
• Do you need revolution or evolution?
• How much behaviour change is required?
• How ready are the key people for this change?
The needed Change?
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Readiness for Change
Anticipatory Reactive Crisis
Awareness
Capability
Commitment
Mixed
Mixed
Mixed
Low
Low
High Low
High
High
Who will be most impacted by the proposed change?How ready are they?
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Should you work first with supporters or resistors?
Should you experiment or move firmly?Do you need an early win?
What management style should you use to drive the change? Participative or directive?
How fast should you move?
Leading the Change Process
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Action Plan - First Step Guidelines
EarlyObjectives
Tactics
Anticipatory Reactive Crisis
Pace
Work with
Jog
Supporters
ExperimentationEstablish DirectionDevelop Support
ParticipativeSmall Steps
Run
PivotalGroups
Convert ResistorsMobilise OrganisationMove on Broad Front
Mix - P&DBroad front
Sprint
External Internal
BuyTime
Sprint
MakeStrategicChanges
Partici-pative Directive
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1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick
Second bit CATALYST™ the CSC approach to change.
CATALYST™ consists of six domains of change and seven drivers.
It provides leaders in CSC with useful tools, like for instance stakeholder analysis and Communication Plan.
Let us have a closer look…..
CATALYST™
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Start with the Big Picture
The processes underpin thebusiness strategy
The right people make it happen
The IT platform supports the new way of working
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The six domains of change
CSC’s approach to business change is based on CSC Catalyst’s six domains of change POLDAT
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Organisation
Leadership Commitment
Competence
Performance Communication
Structure
Culture
The seven CATALYST™ change drivers
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LeadershipCommitment
Capabilities
Performance Culture Communication
Structure
An ambitious and visionary management team....committed to demonstrate leadership in the business transformation - by actively participating in the change process, supporting and challenging the participants and their own parts of the organisation.
Leadership
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Leadership Commitment
Capabilities
Performance Culture Communication
Structure
Commitment
Leadership is the basis for Commitment. Line leaders build commitment by making their teams understand and accept the impact of the proposed changes. If the managers succeed in changing their own behaviours to accept the new ways of working, they soon will become role models to their teams.
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Leadership Commitment
Capabilities
Performance Culture Communication
Structure
Commitment is created by involvement and communication
Involve the stakeholders in building the new ways of working.The line leaders should all have the same vision that they can communicate to their teams. The project team supports with just-in-time communication plans and tools.
Communication
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Structure in the organisational change perspective iscreated through designing and building the future business processes.
Leadership Commitment
Capabilities
Performance Culture Communication
Structure/
Structure and Capabilities
Capabilities, i.e the skills and competencies required for the new ways of working are designed in role and responsibility workshops.
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Leadership Commitment
Capabilities
PerformanceCulture Communication
Structure
Performance Create a positive attitude about the business changes through visible goals and rewards when the goals are achieved and show clearly how each division, team and employee contribute to business results.
What gets measured gets done
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Leadership Commitment
Competence
Performance Communication
Structure
Culture
Breakout Session
Break out into groups of six
Your team is facing a major change, i.e. a merger with another company
Discuss the leadership issues
Link the issues to the model
Present your findings
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1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick
Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
Third bit We know we need to create and build understanding and acceptance for the changes required.
But do we know how to get the organisation involved and mobilise the line leaders to be able to execute change successfully?
Can change be enabled through empowerment and do we as leaders have the courage to accept ambiguity and confront resistance?
Building commitment
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Change challenges
Leadership
Motivation
People
Performance
Employeestructure
Procedures
Organisationalstructure
RulesEasy to change
CultureDifficult to change
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Managing Change
Mobilisationphase
Acceptance phase
Commitment phase
Deg
ree
of s
uppo
rt fo
r the
cha
nge
Time
Results
Internalise new ways
Evaluate it
Understand the changeContact
Test it
Accept the change
Confusion Negativeperception
Monitor check-out behaviours
Change initiative aborted
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Neutral Zone
ConfusionStressIllness
Delegate tasksShort term goalsReward wins
New beginnings Purpose Picture Plan Personal role
Elem
ents
of i
nter
nal c
hang
e
TimeKilde: William Bridges
Managing Transition
Source: William Bridges
Endings
ListenShow empathyOffer informationShow emotions
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Managing the Transition Process
ENDINGS
• Identify who´s loosing what• Accept the reality of subjective losses• Expect and accept grieving• Compensate for losses• Give information (over and over again)• Define what´s over and isn´t• Mark the endings• Treat the past with respect• Show how endings ensure continuity of what really matters
NEW BEGINNINGS
• Clarify & communicate purpose • Develop a picture• Create a plan• Give people a role to play - Role and relationships in the outcome - Role in the transition • Reinforce new beginnings - Be consistent - Ensure quick successes - Symbolise new identity - Celebrate success
NEUTRAL ZONE
• Normalise it• Redefine it with new metaphors• Create temporary systems• Form transition team• Use the neutral zone creatively
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Show resilience even when the ride is rough
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Control Model
1 23
What can I do myself?
Part 1 - What can I do about it?
Part 2 - Can I ask others for help?
Part 3 – What is out of my control?
Part 1 - What can I do about it? Ex. quit the job, transfer to another department, ask questions, measure results, improve skills etc.
Part 2 - Can I ask others for help?Ex. feedback from boss and mentor,support from team members, look for training courses, books to deal with future realities, ask a friend etc.
Part 3 - What is out of my control? Ex. I can´t change decision to move HQ, or to reduce FTE 25%
Source: The Stress Manager, Janelle Barlowe
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Orchestrating Winning Performance
Getting in tune with your team!
A team is group of people with a common goal working together to achieve it.
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FormingStorming
NormingPerforming
Team dynamics
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• Getting to know each other• Discovering acceptable behaviours• From individual to membership• Less work done
Forming
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• Tension or conflict• Fractioning• Polarisation of group members• Minimal results
Storming
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• A feeling of team-spirit • Developing effective tools for
decision making• More work is done
Norming
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Performing
• Members rely on each other• Diversity is highly appreciated• Great working results
High Performance Team
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Team Performance CurvePe
rfor
man
ce
Time
Forming
Storming
Norming
Intervention
Performing
Group think mode
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Motivating your Team
What are my goals?
How do I contribute to my goals?
How do I know if I´m successful?
If not, where can I get help?
What´s in it for me?
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Supportive behaviour
Directive behaviour
HighLow
High High supportiveLow directive
High supportiveHigh directive
Low directive Low supportive
Low supportiveHigh directive
Hersey & Blanchard
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High supportiveLow directive
High supportiveHigh directive
Low directive Low supportive
Low supportiveHigh directive
S2S1
S3S4
High CompetenceHigh Commitment
*Turn over resposibilty
Low CompetenceLow Commitment
*Structure & Supervise
Apply your Leadership to the SituationSome CompetenceLow Commitment
*Direct & Support
High CompetenceVariable Commitment
*Praise, listen, facilitate
Developing
Moderate
Developed
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Breakout Session
Break out into groups
Transition & Change
Read the brief
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1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick
Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
Fourth bit Do the CSC managers have a clear vision that they can communicate to their staff?
Do the CSC managers understand how the business processes and IT vision will generate the benefit - or are they just giving lip service?
Are the CSC managers leaders? And what are the characteristics of the ideal CSC manager anyway?
That vision thing
”Successful leaders givepeople permission toperform”
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Focus on Leadership...In your opinion, who is the best leader in history? Give 3 reasons why? Share with the person next to you!
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Management
Direction setting
Busi
ness
con
trol
StrategicCompetitive advantage
TacticalOperational
PresentPredictableStatus QuoControl
Problem solving
Growth
Change
Future
Breakthroughthinking
Leadership
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The Leader-Manager Profile
Implementation
Visi
on
Victim
Dreamer
Shows the way
Leader-Manager
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02550 75100
Manager
0255075100
Leader
0255075100
Coach
0255075100
Guru
Running the businessBudget Control and follow-upResource planningRisk minimizer
ExpertGuru status Working soloProvides value throughown knowledge
Creating the futureVision and values Develops teams,mindset and competenceRisk taker
Winning the TalentCompetence development Coaching and feedbackEmpowermentPeople focus
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A Key Distinction
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ALIGNING People, Processes and IT with Passion
?
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Breakout Session
Break out into groups of six
What are the characteristics of a CSC leader?
Discuss, prioritise and list the characteristics
Present your findings
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1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick
Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
End bitShakespeare was right!
He lived more than 400 years ago, and yet his power of communication still holds true.
Communication more than ever is key to the succesful execution of change.
But communication is much more than just words……
Henry V by
William Shakespeare
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38 %
7 %55 %
Words
Tone & rythm of voice
Non-verbal - Body languageAlbert Mehrabian
How is communication perceived?
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I will post your personal letter in one month from today!
My Personal Change Plan
Which key learnings will I take back to my team and implement NOW? And how will I do it?
Where are my competence gaps in fulfilling my roleas a successful CSC Leader-Manager and what aremy actions to bridge the gap?
How will I measure if I am successful?
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John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
Peter Senge, The Dance of Change, Currency Doubleday, 1999
M. Crossan, N. Fry and P. Killing, Strategic Analysis and Action, Fifth Edition, Prentice Hall Canada, 2002
The Leader Manager by William D. Hitt, 1998
Managing Transitions (making the most of change), by William Bridges, 1998
Good to Great by Jim Collins 2001
Thank you for coming!
www.changemanagement.com
www.drucker.com
www.zigonperf.com
www.imd.ch
Books
Worldwideweb
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Change Box Set Tips, Templates and Tools
Intranet/Nordic update/ Virtual management network
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Experience. Results.