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Transformational
Leadership: Managing and Leading Change
Leading
Change as a Core Competency
"The
rate of learning by individuals, teams,
and the company as a whole must meet or
exceed the pace of change in the external
environment." (Michelle Darling)
Given
the level of competitiveness and the pace
of change today, leading change has become
a core leadership competency, and the
ability for organisations to learn, grow,
adapt, and change has become a core organisational
capability.
Transformational
leaders are able to identify the need
for major organisational change, and then
get people involved in making the change
happen. Using a variety of skills from
the other leadership approaches, they
are able to lead & manage change initiatives
of all sizes. They are usually very good
at selling their ideas, building powerful
support networks, organizing various experts
around critical projects, and keeping
them focused and energized until the transformation
is complete. These leaders know how to
take action; get things done; initiate
and complete projects effectively; and
deliver results. Transformational leaders
make things happen.
At
iLEAD, we believe that
all of your supervisors, managers, and
executives should constantly drive positive
& proactive change. They should continually
seek to improve the organisation and look
for new opportunities. They must develop
a skill for seeking new ideas from everywhere
& everyone, and implementing them.
It is crucial for your managers to be
continually raising the bar.
iLEAD offers both leadership
development and management consulting
in the area of transformational leadership.
We can teach your supervisors and managers
how to initiate and lead change, and we
can help your organisation plan and implement
a major change program.
Rather
than saddling you with a single approach
to change management, our unique approach
introduces you to five major change management
models and then teaches you how to mix
and match the models according to your
unique needs, the nature of the change
you wish to implement, the unique strengths
of the managers on your change team, and
the team or organisational culture in
which you are working.
We
also help you understand how important
it is to deal with the people side of
change. We supply you with the tools you
need to help your employees prepare for
and make the most of change.
Please
find below a summary of what we believe
are the four key aspects of successful
change programs.
Four
Key Aspects of Successful Change Programs:
Core competencies for
change management & project management
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Are
You Prepared for Change?
Source:
Michael Kane, Vancouver Sun.
"An
amazing invention, but who would ever
want to use one?"
U.S. President Rutherford Hayes, after
participating in a trial telephone call
in 1876
"Everything
that can be invented has been invented."
Duell commissioner of the U.S. Office
of Patents, urging President McKinley
to abolish his office, 1899
"Sensible
and responsible women do not want to
vote."
U.S. President Grover Cleveland, 1905
"There
is no likelihood man can ever tap the
power of the atom."
Robert Millikan, Nobel Prize winner
in physics, 1920
"Who
the hell wants actors to talk."
Harry Warner, Warner Brothers, 1927
"I
think there is a world market for about
five computers."
Thomas J. Watson, IBM chair, 1943
"Television
won't hold on to any market it captures
after the first six months. People will
soon tire of staring at a box every
night."
Darryl Zanuck, head of 20the Century
Fox, 1946
"640K
is enough for anyone."
Bill Gates, Microsoft chair, 1981
"There
is no reason for any individual to have
a computer in their home."
Ken Olson, president, Digital Equipment,
1977
"80%
of the technology you and I will use
in 10 years hasn't been invented yet."
Jim Harris, author of The Learning Paradox
Our
Radically Changing World
Source:
Price Pritchett, The Employee Handbook
of New Work Habits for a Radically Changing
World: 13 Ground Rules for Job Success
in the Information Age (Dallas: Pritchett
& Associates, 1-800-992-5922).
- In
1991, for the first time ever, companies
spent more money on computing and communications
gear than the combined monies spent
on industrial, mining, farm, and construction
equipment.
- In
1950, 73% of U.S. employees worked in
production or manufacturing. Now less
than 15% do.
- Already,
an estimated two-thirds of U.S. employees
work in the services sector, and "knowledge"
is becoming our most important "product."
- Less
than half of the workforce in the industrial
world will be holding conventional full-time
jobs in organisations by the beginning
of the 21st century. Those full-timers
or insiders will be the new minority.
- There
has been more information produced in
the last 30 years than during the previous
5,000. The information supply available
to us doubles every 5 years.
- The
first practical industrial robot was
introduced during the 1960's. By 1982
there were approximately 32,000 robots
being used in the U.S. Today there are
over 20,000,000.
- Today's
average consumer wears more computing
power on their wrist than existed in
the entire world before 1961.
- Computer
power is now 8,000 times less expensive
than it was 30 years ago. If we had
similar progress in automotive technology,
today you could buy a Lexus for about
$2. It would travel at the speed of
sound, and go about 600 miles on a thimble
of gas.
- Look
at the roster of the 100 largest U.S.
companies at the beginning of the 1900's.
You'll find that only 16 are still in
existence.
- Now
consider Fortune magazine's first list
(published in 1956) of America's 500
biggest companies. Only 29 out of the
100 firms topping that first "Fortune
500" could still be found in the
top 100 by 1992. During the 1980's,
a total of 230 companies (46%) disappeared
from the "Fortune 500."
Conclusion:
This is a totally new world. We are operating
in a totally new game, with new players
and new challenges. This new world requires
a new kind of leadership:
fast,
flexible, resourceful, savvy, strategic
--
and at every level of the company.
No
one person is capable of seeing everything
-- of seeing every problem, every challenge,
and every opportunity. Leaders today must
draw on the experience, smarts, capabilities,
initiative, and energy of all employees
-- and keep it all focused on achieving
the mission, vision, and strategy.
Resources
- Abrahamson,
Eric, "Change without Pain,"
Harvard Business Review (July-August 2000):
75-79.
- Beer,
Michael and Nitin Nohria, "Cracking
the Code of Change," Harvard Business
Review (May-June 2000): 133-141.
- Breen,
Bill and Cheryl Dahle, "Filed Guide
for Change," Fast Company (December
1999): 384-405.
- Bridges,
William. Managing Transitions (Addison
Wesely, 1991).
- Collins,
James C. and Jerry I. Porras. Built to
Last: Successful Habits of Visionary Companies
(HarperBusiness, 1997).
- Fishman,
Charles, "Change," Fast Company
(April:May 1997): 64-75.
- Gary
Hamel, "Waking Up IBM: How a Gang
of Unlikely Rebels Transformed Big Blue,"
HBR (July-August 2000): 137-146.
- Heifetz,
Ron. Leadership Without Easy Answers (Belknap
Press, Harvard University Press, 1994).
- Johnson,
Spencer. Who Moved My Cheese? (Putnam
1998).
- Kotter,
John P. Leading Change (Harvard Business
School Press 1996). "Leading Change:
Why Transformation Efforts Fail,"
Harvard Business Review (March-April 1995):
11-20.
- Larkin,
T.J. & Sandar Larkin, "Reaching
& Changing Frontline Employees,"
Harvard Business Review (May-June 1996).
- O'Toole,
James. Leading Change, Overcoming the
Ideology of Comfort and the Tyranny of
Custom (Jossey-Bass 1995).
- Mintzberg,
Henry, Bruce Ahlstrand, & Joseph Lampel.
Strategy Safari (Free Press 1998): 324-347.
- Pritchett,
Price, "Overcome Resistance,"
Executive Excellence (Feb. 1997): 13-14.
- ___
. Firing up Commitment During Organisational
Change: A Handbook for Managers (Dallas:
Pritchett & Assoc. 1996).
- Quinn,
Robert E. Deep Change: Discovering the
Leader Within (Jossey-Bass, 1996).
- Ransdell,
Eric, "IBM's Grassroots Revival,"
Fast Company (October:November 1997):
182-199.
- Schaffer,
Robert H. & Harvey A. Thomson, "Successful
Change Programs Begin with Results,"
Harvard Business Review (Jan.-Feb., 1992):
79-89.
- Schaffer,
Robert H. High Impact Consulting: How
Clients and Consultants Can Leverage Rapid
Results into Long-Term Gains (Jossey-Bass
1997).
- ___
. The Breakthrough Strategy: Using Short
Term Successes to Build the High Performance
Organisation (Harper, 1988).
- Schaffer,
Robert H. and Harvey A. Thomson, "Successful
Change Programs Begin with Results,"
Harvard Business Review (Jan.-Feb., 1992):
80-89.
- Sheff,
David, "Levi's Changes Everything,
" Fast Company: The Greatest Hits,
Vol. 1 (1997): 24-31.
- Strebel,
Paul, "Why Do Employees Resist Change?",
Harvard Business Review (May-June 1996):
86-92.
- Tichy,
Noel, "Bob Knowling's Change Manual,"
Fast Company (April:May 1997): 76-82.
- Tichy
& Sherman. Control Your Destiny or
Someone Else Will (Harper Business 1994).
- Ulrich,
Dave. Human Resource Champions (Harvard
Business School Press, 1997), chapter
six, "Becoming a Change Agent."
- "Communicating
Change: A Dozen Tips from the Experts,"
Harvard Management Communication Letter,
Vol. 2, no. 8 (Aug. 1999).
Related
iLEAD Programs
- For
more information on our "Transformation
Leadership" workshop or our consultation
in the area of managing and leading change:
+61 (0)2 8704 4699, info@ilead.com.au.
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