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