ChangeLeadership

Today’s lesson is about the merging of two central ideas and practices: leadership and change.

Leaders have always taken us places we might not otherwise have gone.

Leaders see the world differently.

And they help us see it through new eyes.

At one point, the world looked like this.

Much of it was unknown or uncharted. But it beckoned…

Offering the bold fame, fortune, and adventure.

But who would take us there?And where would we be if they had not?

Effective leaders have the vision of a better place ora better way, and the conviction, intelligence, courage,

discipline, and motivational power to make us want it too.

Going somewhere new and different means change, leading to or requiring changes in the way we think and do things.

This is not always easy or welcome. Leaders make that journey easier for us.

By making it seem possible and worthwhile.

They lead us, and sometimes push us, forward into the unknown.

Sometimes with little more than a compass, a sextant, and a dream.

I liken change to a voyage of discovery.

It is always to an unknown, but full of possibility.

TheJourneyMetaphor

An image-rich aid to help describe and prepare people to undertake a journey no one has ever made before to a place no one has ever been.

Defining theDestination

Chartingthe Course

SelectingExplorers

Setting Off

PreparingExplorers

Ports o’ CallJourneyMilestones

Arrival!

Evaluation& LessonsLearnedHail and

Farewell!

The Journey Metaphor:Improving Processes in the Time of Cook

Exploring Unchartered Territory

Reality Check

Evaluation and Follow-UpImplementation

Action Planning and Problem Solving

Change Program Initiation

Performance Gap Initial ProblemDefinition

Sensing

Initial DataCollection

Refinement orRevision of Problem

Collection andAnalysis of Data

Develop ChangeApproach

Search/SelectChange Strategies

Develop Measuresof Performance

Implement ChangeStrategies Evaluate Change Modify Change Strategies,

If Required

Conceiving

Clarifying Verifying Defining

Elaborating

Data Feedbackand Confrontation

GainCommitmentto and CreateClimate forChange

SustainChange andContinuallyImprove

Confronting

Planning

Implementing Monitoring and Improving

The CM+Roadmap

FFA

Froms Tos

Grants-based or otherwise funded research

Greater commercialisation and applied research and innovation

Narrow communities of interest and research

Greater interaction outside the scientific community

Research direction People and business management

Progression through research only

Progression based, at least in part, on business savvy and people management

Relative stasis in operations

Accelerating change and requirement for change leadership

Froms Tos

Grants-based or otherwise funded research

Greater commercialisation and applied research and innovation

Narrow communities of interest and research

Greater interaction outside the scientific community

Research direction People and business management

Progression through research only

Progression based, at least in part, on business savvy and people management

Relative stasis in operations

Accelerating change and requirement for change leadership

“Shifts”

AS IS TO BETransition

CSFs

Risk Management Plan

Reality Check

Evaluation and Follow-UpImplementation

Action Planning and Problem Solving

Change Program Initiation

Performance Gap Initial ProblemDefinition

Sensing

Initial DataCollection

Refinement orRevision of Problem

Collection andAnalysis of Data

Develop ChangeApproach

Search/SelectChange Strategies

Develop Measuresof Performance

Implement ChangeStrategies Evaluate Change Modify Change Strategies,

If Required

Conceiving

Clarifying Verifying Defining

Elaborating

Data Feedbackand Confrontation

GainCommitmentto and CreateClimate forChange

SustainChange andContinuallyImprove

Confronting

Planning

Implementing Monitoring and Improving

RequiredOutcomesRequiredOutcomes

PerformanceMeasures

Goals Measures

PerformanceMeasures

Goals Measures

Initiatives

Operational roadmaps and project plansTasks• Select and charter teams• Define and scope problem• Develop project plan• Develop performance measures• Progress tasks• Conduct interim evaluation

Prob

lem

or O

ppor

tuni

ty Change Approach

CM+ Roadmap

12

3

4

5

6

7

8

9

10

Transformational Potency

A forward-thinker, the 21st Century Leader remains focused on the long-term. He or she has a clear vision of future possibility and helps all stakeholders see the future and the ways and means of fulfilling it. The 21st Century leader spreads energy, excitement, hope, and belief. In service of continuous improvement and transformational change, the leader of the 21st Century is willing and able to transform him- or herself, and creates an open and nourishing environment wherein staff and other stakeholders can transform themselves and their work. Indicators

I lead or participate in progress reviews and lessons learnt (after action evaluations).

I am familiar with and use (if relevant) proven organisational change tools and processes.

I have had at least one course or refresher on organisational change or organisational development within the last year.

Organisational change is part of my individual learning and development plan and / or performance agreement.

I know my strengths and weaknesses with respect to organisational change competence.

I am familiar with my team or unit’s vision, direction, and objectives for change, understand them, and am capable of and committed to achieving them.

I have a personal vision and objectives for my own life and / or career, and strategies developed to help me achieve them.

I have recently proposed an improvement in our product or service offerings or associated work process; or I periodically propose changes and improvements.

I am trying to “reinvent” myself, endeavouring to change something important about myself so that I can become a more effective leader, team worker, or partner.

I am committed to helping my staff or team mates develop as human beings and am working with them to help them achieve personal transformation, even if it means losing them to another team, unit, or organisation.

Learnership – Leader as Learner and Teacher

Service – Servant Leadership

Transformational Potency

Emotional Intelligence and Authenticity

Capacity for Complexity and Strategic Thought

Leader as Wise, Virtuous, and Ethical

Leader as Integrator

Social Engineer and Relationship-Builder

1 2 3 4 5 6 7 8 9 100

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1 2 3 4 5 6 7 8 9 100

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MasteryUnaware Growing Awareness Reasonable Practice Advanced Practice

Learnership – Leader as Learner and Teacher

Service – Servant Leadership

Transformational Potency

Emotional Intelligence and Authenticity

Capacity for Complexity and Strategic Thought

Leader as Wise, Virtuous, and Ethical

Leader as Integrator

Social Engineer and Relationship-Builder

1 2 3 4 5 6 7 8 9 100

1 2 3 4 5 6 7 8 9 100

1 2 3 4 5 6 7 8 9 100

1 2 3 4 5 6 7 8 9 100

1 2 3 4 5 6 7 8 9 100

1 2 3 4 5 6 7 8 9 100

1 2 3 4 5 6 7 8 9 100

1 2 3 4 5 6 7 8 9 100

MasteryUnaware Growing Awareness Reasonable Practice Advanced Practice

21st Century Leadership Thermometers(Self-Rating Scales)

ThankYou