how leaders lead and effect change presented by: mia melanson performance consulting 508.650.0770...
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How Leaders Lead and Effect Change
Presented by: Mia Melanson Performance Consulting 508.650.0770 [email protected]
©Performance Consulting 2005
Leaders, Managers, and ChangeAgenda & Fundamental Questions
How are leaders and managers different?How do leaders lead?What is the new vision, and strategy to
achieve the vision/change? How is it articulated?
Case study #1 Case study #2How is change received and accommodated?Essential steps for effective change
Management versus Leadership
Exercise:1. Define leadership2. In groups of 5-7, identify your
activities in your role as help desk manager or
supervisor. Which are leadership activities, which are management activities?
Leadership
Effective leaders:Challenge the process; they are innovators Inspire a shared vision; they focus on goalsEnable others to act; they are team buildersModel the way; they walk the talkEncourage the heart with visible signs of
support; they are advocates for their teams
Leadership versus Management
Leaders: Innovate Ask what and why Do the right thing Are not afraid to engage
conflict and work through it to accomplish change
Initiate transformations, endings, transitions, new beginnings
Managers: Implement Ask how and when Do things right View conflict as
counter-productive and prefer cooperation to accomplish procedures
Maintain order, consistency, harmony
Leadership Styles
CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching
Coercive Leadership
Style AttributesModus operandi
Competencies
Situation to be effective
Overall impact
Demands immediate compliance
Drive to achieve, self-
control, initiative Crisis, turnaround, w/
problem employees Negative
Authoritative Leadership
Style AttributesModus operandi
Competencies
Situation to be effective
Overall impact
Mobilizes people toward a vision
Empathy, change catalyst, confidence
When clear direction is needed, new vision needed
Most strongly positive
Affiliative Leadership
Style AttributesModus operandi
Competencies
Situation to be effective
Overall impact
Creates harmony, emotional bonds
Communication, empathy, relationships
Healing rifts in a team, motivating in stressful circumstances
Positive
Democratic Leadership
Style AttributesModus operandi
Competencies
Situation to be effective
Overall impact
Forges consensus through participation
Collaboration, team leadership, communication
Getting input input from valued employees, building buy-in
Positive
Pacesetting Leadership
Style AttributesModus operandi
Competencies
Situation to be effective
Overall impact
Sets high standards for performance
Drive to achieve, initiative, conscientiousness
Getting results from a highly motivated and competent team
Negative
Coaching Style of Leadership
Style AttributesModus operandi
Competencies
Situation to be effective
Overall impact
Develops people for the future
Empathy, self-awareness, developing others
Helping an employee improve performance, developing long-term relationships
Positive
Change Strategy Articulation
Essential Processes
Critical Metrics
Strategic Objectives
Vision, Mission, Values
Articulating Change
Exercise:1. Describe an organizational change that
you’ve experienced.2. In your groups, share your experiences.
Then choose one scenario and write the key details that were or should have been articulated: vision, mission, values; strategic objectives; critical processes; metrics; new roles and responsibilities
Sample Strategy Map (©North Highland Co.)
VitalMeasures
Customer Satisfaction Index
Employee Satisfaction
% Revenue GrowthOn-time General Product Release
Time-to-Market for New Business Units
% Revenue from New Business Units
CriticalProcesses
• Manage the installation process• Respond to customer• Communicate with customer• Provide products• Set, manage, & document
customer expectations and desires
• Develop business plan• Identify and develop
partnerships/alliances• Educate employees on doing
business internationally• Develop local comp.
presence• Multi-lingual workforce
• Attract and hire• Train and develop• Evaluate, recognize, &
reward• Integrated communications
• Monitor and evaluate key products and services performance
• Market and sell
• Product development & business plan process
• Product life cycle management
• Build thru installation process
• Revision, warranty, maintenance, & service
• Develop services business plan
• Acquire knowledge resources to develop services
• Continuous education and training
MarketDifferentiators Our People
Call Handling Capabilities
Online SupportCustomer Service
OrientationService Recovery
Drivers Mission“We are a global, customer-focused sales and service team. We
handle more customers than any other - in the world and strive to deliver: consistent, quality customer care , proactive and innovative
services, enhanced service recovery, and increased revenue, through technology and informed, empowered employees.”
StrategicObjectives
Achieve an unparalleled level
of customer satisfaction
Develop a diverse and high-quality
workforce
Develop and deliver innovative
technology solutions
Increase revenue and profitability
Serve as consultant on how to best support
products and partners
Maintain and promote a safe
work environment
Vision“We will be the global industry leader in sales and service by valuing our
customers and employees and shareholders.”
Values• Value Employees, Customers and
Shareholders• Honesty, Integrity and Respect• Inclusive, High-Performing Team Culture• Safety• Creating a Great Place to Work
Change Program for Improved Customer Care
Company BackgroundAudio systems firm established in the
1960’sComplex, technical productsResearch-driven company Intention to provide “one call does it all”
supportTwo support groups merged Preferred employer in region
Change Program for Improved Customer Care
Objectives Improve service levels through reducing
transfers Make available more knowledgeable staff
at first contactMore efficiently utilize support personnelProvide career path within customer
supportUtilize supervisor/peer coach model
Change Program for Improved Customer Care
Implementation 18 month roll-out beginning with formal
presentation of strategy with follow-up meetings Objectives & benefits clearly stated & publicized Definition of roles & responsibilities, job
descriptions, specific examples Hiring profile defined, 13 new hires Transition program implemented: train, train….
Change Program for Improved Customer Care
Metrics Customer feedback/satisfaction survey Team acknowledgement of success Improved morale, professionalism, knowledge
Success Factors Multi-level product & technical support
specialist positions with identified objectives Recognition program encouraging performance Ongoing training & coaching
Hindsight is 20/20
Additional InitiativesMore effective coaching to assist with
individual transitionMore aggressive employee termination /
relocation planLonger roll-out planKey understanding that management and
employees view change differentlyAll in all, change initiative was successful
Situational Leadership:Enabling Others to Act
DirectingCoachingSupportingDelegating
Situational Leadership:Enabling Others to Act
Directing Low competence High motivation New hire
Leader:sets goals identifies rolesprovides specific
direction
Coaching Higher competence Lower motivation Relatively new
employee - new task
Leader:sets goals, plansconsults with team
member for ideas
Situational Leadership:Enabling Others to Act
Supporting High competence Needs encouragement Experienced analyst
Leader: Collaborates with team
member to set goals Team member defines
how Shared decision-making
Delegating High competence High motivation Team lead
Leader: Collaborates with team
member to set goals Team member is
empowered to act, requests resources. input
Steps for Effectively Implementing Change
Analyze your current business situation, identify the need for change and why
Create a sense of urgencyAssemble a leadership teamEstablish a new vision and missionDevelop strategies to achieve the visionClearly communicate the vision, objectives
and strategies to achieve them, use maps - visuals
Steps for Effectively Implementing Change
Redefine roles and responsibilitiesGarner or provide necessary resourcesTrain, train, train - enabling many to
implementAllow just enough time for successPublicize and celebrate short-term winsEvaluate at appropriate intervalsRedesign as necessary
Adopting to Change
Innovators Early Majority Laggards
Early Adopters Late Majority
Accommodating Changeshock
denial &isolation
bargaining
anger
guilt &remorse
depression
panic resignation tosituation
acceptance ofreality
building
Accommodationenvision growthnew opportunities
Change versus Transition
Change is an event that is situational and external to us
Transition is the experience of the gradual, psychological reorientation process that happens inside of us
Endings - disengage from “what was”Neutral Zone - confusion, in-between stateNew Beginnings - familiar with “what will
be”, acceptance of new reality
Helping with Transition
Remember: Each team member handles transition
differently Be visible in offering assistance Communicate early and often, group, one-
on-one, publications Ask for feedback Focus on success Reward success
How Leaders Lead and Effect Change
Presented by: Mia Melanson Performance Consulting 508.650.0770 [email protected]
©Performance Consulting 2005