LEADERSHIP DEVELOPMENT AND ORGANIZATIONAL CHANGE:ORGANIZATIONAL CHANGE:

SEGMENTS FROM AN INITIATIVE IN EIGHT COUNTY HUMAN SERVICE AGENCIES

Workshop byTom Packard, DSW

School of Social WorkSan Diego State Universitytpackard@mail.sdsu.edu

NNSWM Annual Management InstituteNew York CityApril 29 2010April 29, 2010

PLAN FOR THE SESSION

• The program and its sponsors

• Conceptual overview

• Leadership theories and applicationp pp

• Organizational change model and application

• Discussion• Discussion

SOUTHERN AREA CONSORTIUM OF HUMAN SERVICESOF HUMAN SERVICES

• Directors of eight Southern California County Human Services organizations

• Forum for discussion re: issues facing public human services; strategy discussions research policy services; strategy discussions, research, policy development, executive development, and succession planning p g

• Staffed by the Academy for Professional Excellence, School of Social Work, San Diego State University

• http://pcwta.sdsu.edu/programs/SACHS/SACHS_lvl1.htm

LEADERS IN ACTION

• 2003: Directors noted many upcoming retirements in i executive management

• Desire for custom-designed leadership development to meet succession planning needsto meet succession planning needs

• Best practices review• Development of competencies• Development of competencies• Design of program• Five annual cycles completedFive annual cycles completed• 144 participants to date• http://theacademy.sdsu.edu/programs/LIA/LIA-1.htmp y p g

CORE ELEMENTS• 360-degree feedback

• individual development plansd dua d p t p a

• 10 1/2 days of training over 5 months

• workshop sessions conducted by both professional • workshop sessions conducted by both professional trainers and the directors of the participating agenciesg

• individual journaling

• book club

• intensive opportunities for dialogue and networking

• annual follow up sessions to review progress on • annual follow up sessions to review progress on action plans and “call back” trainings

MANAGEMENT & LEADERSHIPAdapted from Northouse, P. (2004). Leadership: Theory & Practice, 3rd ed. Thousand Oaks, CA: Sage Publications, p. 9, adapted from Kotter, 1990, A Force for Change., p , p , , g

MANAGEMENT

“O d & i

LEADERSHIP

“Ch & “Order & consistency” “Change & movement”

• Planning/budgeting

• Organizing/staffing

Establish direction: vision, the big picture, strategy

Al l l • Controlling (information systems,

l ti )/ bl

• Align people: goals, commitment, teams

• M ti t & i pi evaluation)/problem solving

• Motivate & inspire: empower, energize, meet needsneeds

BEING AND DOING

“To do is to be.” -DescartesDescartes

“T b i t d ” S t“To be is to do.” – Sartre

D b d b d Si“Do be do be do.” – Sinatra

“Yabba dabba do.” –Flintstone

BE, KNOW, DO Adapted from the U.S Army’s Leadership Manual

d H lb i F A L d hi B K D L d L d 26 F ll 2002 21 27 )and Hesselbein, F., Army Leadership: Be, Know, Do, Leader to Leader, 26, Fall 2002, 21-27.)

BECharacter

KNOWAbilities

DOActionsCharacter

Values (Social Work examples)

S i

Abilities

Skills/

Competencies:

f

Actions

Advocating

Communicating

kService

Social justice

Dignity & worth of the person

• Performance

leadership

• Change

Decision making

Planning

ExecutingHuman relationships

Integrity

Attributes (Examples)

leadership

• Interpersonal

leadership

Evaluating

Improving

Leading( p )

Intelligence, High energy

Tolerance for stress,

Self confidence Determination

leadership

• Personal

leadership

Leading

Learning

Self confidence, Determination Sociability, Integrity

Your Leadership Theories and Principles

1. What is your theory of leadership?:• What are the variables in a leader that are

expected to contribute to leader effectiveness?

h h bl h l d h h ld• What are the variables that leadership should impact?

Wh h l f d l d hi ?• What are the results of good leadership?

2. Leadership principles:• What specific behaviors should a leader use in

order to be effective?

Leadership Theory: the Big Picture

Leadership Theory simplified

FOLLOWERSTHE LEADER

Traits

Attributes

Skills

Competencies

Task/relationship

Level of developmentAssess,

get a fit

RESULTS

Successful outcomesp

behaviors

Approaches: transformational

fit

THE SITUATION

Urgency,

outcomes

transformational, etc.

complexity, resources, organizational & team climateteam climate

THE FIVE PRACTICES OF LEADERSHIP

• Model the way– Clarify your personal values– Set the example: align actions & valuesp g

• Inspire a shared vision– Envision the future: exciting and ennobling opportunities– Enlist others in a common vision (shared aspirations)( p )

• Challenge the process– Find opportunities to innovate, change, grow– Experiment & take risks, small wins, learn from mistakesp , ,

• Enable others to act– Collaborate via trust & cooperative goals– Share power and discretionp

• Encourage the heart– Show appreciation for individual excellence– Celebrate values and victories through communityg y

From Kouzes, J. & Posner, B. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass Inc., p. 22

What people look for and admire in a leader

• Honest: truthful, ethical, principled, worthy of trust• Forward-looking: vision, sense of direction for the organization;

strategic planning & forecasting• Competent: track record & ability to get things done; p y g g

understanding the fundamentals, relevant experience• Inspiring: enthusiastic, energetic, positive about the future

These four make up source credibility – people believe in and trust them, they do what they say they will do: DWYSYWD. Practice what you preach; walk the talk; follow throughPractice what you preach; walk the talk; follow through.

- Kouzes, J. & Posner, B. (2002). The Leadership Challenge, 3rd ed., San Francisco: Jossey-Bass.J y

TRANSACTIONAL LEADERSHIP

• Assumes separate interests of the leader and followers; leader suggests ways each party may do followers; leader suggests ways each party may do things to accommodate the needs of the other.

• Contingent rewards are valued rewards received for • Contingent rewards are valued rewards received for performing desired behaviors.

• Management by exception: under normal • Management by exception: under normal circumstances, little intervention by a supervisor will be necessary. When exceptions (mistakes) occur, y p ( )use corrective criticism.

TRANSFORMATIONAL LEADERSHIP

• Based on the leader and followers all working on behalf of goals which all share. g

• Idealized influence: “display conviction, emphasize trust, take stands on controversial issues, present their most important values and emphasize the importance of purpose important values, and emphasize the importance of purpose, commitment, and ethical consequences of decisions”.

• Inspirational motivation: vision, high expectations, enthusiasm encouragemententhusiasm, encouragement.

• Intellectual stimulation: encouraging innovation and creativity.

• Individualized consideration: coaching and mentoring workers as individuals, “managing by walking around”, ongoing personalized interactions with staff. g g p

Applications

• Individual work:For The Five Practices and each component of For The Five Practices and each component of Transactional and Transformational Leadership, circle D if you do it at present, and P if you plan to do this For any for which you circled D provide an this. For any for which you circled D, provide an example.

• Pairs: share, probe for examples T bl h & l k f h • Tables: share & look for themes:

– What leadership challenges and opportunities do you see for yourself? – What skills do you want to develop?

Wh t c n ou g t from LIA?– What can you get from LIA?• Report out themes, implications for LIA and other

development activities

DILBERT ON ORGANIZATIONAL CHANGECHANGEConsultant: “So are you planning to change anything?”

Manager: “Well…yea, I suppose.”

Consultant: “Do you have a change management plan in place?”

M “Wh ’ h ?”Manager: “What’s that?”

Consultant: “You’re doomed!!! Give me money quick!”Consultant: You re doomed!!! Give me money, quick!

- Adams, S. (1996). The Dilbert Principle. New York: HarperCollins, p. 197.

STEPS IN ORGANIZATIOANL CHANGECHANGE1. Create a Sense of Urgency

2. Build The Coalition For Change

3: Clarify the Change Imperativey g p

4: Assess the Present

5 Develop a Plan for Change5. Develop a Plan for Change

6. Implement

7. Evaluate, Institutionalize, CelebrateAdapted from Proehl (2001); Lewis, Packard, & Lewis (2007)

ALSO P iti f O i ti l Ch F d & R i (2006)ALSO: Propositions for Organizational Change, Fernandez & Rainey (2006)

1. Create a Sense of Urgency

• Ensure the need: The problem, what needs attentionwhat needs attention

• Pressures from the environment environment

• Internal conditions

• Accent the importance of a • Accent the importance of a crisis

• Share data• Share data

• Show what will happen if the problem is not addressedproblem is not addressed

2. Build The Coalition For Change

• People with credibility, power interest relevant power, interest, relevant knowledge and skills• People affected by the problem• Steering committee• Task forces • Task forces • Communication systems• Sponsor, Champion, Change Agents• Top management and, if necessary, external support

3: Clarify the Change Imperative

•Problem

•Vision for success

•Plans for activities•Plans for activities•(data collection & analysis,

• task forces)

•Auspices & mandatesp

•Outcomes

•Time resources•Time, resources

4: Assess the Present

• Understanding of the organization as a wholeg g

• Readiness (level of support and enthusiasm)( pp )

• Capability (skills, abilities, resources)

• Resistance (who, why, how to buy in or deal with: d k b i d k h ddon’t know about it, don’t know what to do, not willing)

• Data collection

5. Develop a Plan for Change

• What needs to be changed

• Where change needs to occur• Where change needs to occur

• Wh ill h h• Who will manage the change

6. Implement

• Task forces/action teams

A l• Action plans

• Quick results and short term wins

• Widespread participation: involve more staff

• Project monitoring• Project monitoring

• PROVIDE RESOURCES: staff time, financial and technological supportand technological support

7. Evaluate, Institutionalize, CelebrateCelebrate

• Evaluation of results• Evaluation of results

• Adaptations as needed

L k i h • Lock in changes

• Link changes with other systems

• Celebrate successes

ORGANIZATIONAL CHANGE TACTICS (Propositions)TACTICS (Propositions)• Ensure and communicate the need• Provide a plan for implementation• Provide a plan for implementation• Build internal support and overcome resistance• Ensure top management support and commitment• Ensure top management support and commitment• Build external support from political overseers and

stakeholders• Provide adequate resources• Institutionalize changesg• Pursue comprehensive change

F F d & R i (2006)From Fernandez & Rainey (2006)

PARTICIPANT SURVEY

• Setting (Government, not-for-profit, for fi )profit)

• Scope of the change effort

• Goals

• Leader behaviors• Leader behaviors

• Activities (change tactics)

C i f f l f l • Comparison of successful, unsuccessful initiatives

APPLICATION: OPPORTUNITY FOR ORGANIZATIONAL CHANGE

• Sense of urgency

• Action system development and maintenance

• Identifying the change imperative y g g p

• Assessing the present

• Develop the plan for change• Develop the plan for change

• Implementation

• Institutionalization and evaluation

DISCUSSION

• Questions

• Reactions

• Suggestionsgg

• Implications– PracticePractice

– Research

REFERENCES AND RESOURCES

• Proehl, R. (2001). Organizational Change in the Human Services. Thousand Oaks, CA: Sage Publications.

• Lewis, J., Packard, T., & Lewis, M. (2007). Management of Human Service Programs, 4th Ed. Belmont, CA: Thompson/Brooks Cole.p

• Fernandez, S. & Rainey, H. (2006) Managing Successful Organizational Change in the Public Sector: An Agenda for Research and Practice Public Administration Review 66(2): 1-25 Research and Practice. Public Administration Review 66(2): 1 25, on-line version at http://www.aspanet.org/scriptcontent/custom/staticcontent/t2pdownloads/FernandezRainey pdf2pdownloads/FernandezRainey.pdf.

• Center for Creative Leadership: http://www.ccl.org/CCLCommerce/index.aspx