Define Characteristics of Leadership Driven Change Management

Intermediate Cost Analysis and Management

Defending Our Turf: An Organizational Reality

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

2011-2015 FORSCOM Campaign Plan

Four Campaign Components of FCP• Sustain• Prepare• RESET• Transform

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?

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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?

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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?

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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

Learning Check

Q. What is the primary indicator of change agent’s potential for effectiveness? Q. Name two of the steps for creating change.

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