Jay Hays

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Leadership and Leading Change
Jay Hays
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Some Terms
Leader
Leadership
A person who rules, guides, or inspires the
first or best the one in the lead.
boss, captain, chief, chieftan, commander,
conductor, counsellor, director, guide, head,
principal, superior,
administration, direction, directorship,
domination, guidance, management, running,
superintendency authority, command, control,
influence, pre-eminence, supremacy
Numero Uno
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Leadership can be seen as most useful when it is
simply creating an environment in which others
can perform. p 352
Is this true? Does it make sense? Does it apply
to all leadership positions and roles?
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Leading
The process of inspiring others to work hard to
accomplish important goals. p 352
Leading builds the commitment and enthusi-asm
needed for people to apply their talents fully to
help accomplish plans p 352
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Leadership is not a destination its a journey
Leadership is not an end its a means
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Leadership is about change and innovation
Learning is essential
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Leadership is everywhere
Examples of leading are all around us
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What are some examples of leadership in our life
space?
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A Skewed History
Traditionally there were few leaders
Usually one to a particular group
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A Skewed History
As societies, communities, and organisations
grew, the need for more leaders grew
And hierarchy was born
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A Skewed History
This was mostly about command and control you
might say order.
Leadership was vested in the position you either
were the leader or you werent
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Vision and Leadership
Vision
A future that one hopes to create or achieve in
order to improve upon the present state of
affairs. p 353
Visionary Leadership
Describes a leader who brings to the situation a
clear and compelling sense of the future as well
as understanding of the actions needed to get
there successfully. p 353
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Visionary Leadership
Visionary leaders inspire others to take the
actions necessary to turn vision into reality.
p 353
Visionary leaders bring meaning to the work that
people do making what they do worthy and
valuable. p 353
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Visionary Leadership
How do they do it?
Challenge the process / challenge the status quo
Show enthusiasm Help others to act Set the
example Celebrate achievements
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Visionary Leadership
Its about feelings bringing emotions to the
workplace

• Whats excitement, enthusiasm,
• inspiration?
• Whats meaning?

Emotional Intelligence (EQ) The ability to manage
ourselves and our relationships effectively. p
367
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Emotional Intelligence
A leaders emotional intelligence is an important
influence on his or her effectiveness. P
367 The higher the rank of the leader the more
emotional intelligence capabilities make the
difference to effectiveness. P 367
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Emotional Intelligence
Five Abilities
Self-Awareness understand and perceive our own
moods and how they are affecting
us. Self-Regulation think before acting and
control our behaviour. Motivation sustain
purposeful hard work. Empathy understand the
emotions of others and use this understanding to
better relate to them. Social Skill establish
rapport with others and build good relationships
and networks.
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Transformational Leadership
Transformational Leader
A leader who is truly inspirational and who
arouses others to seek extraordinary
performance. Uses charisma and other qualities
to raise aspirations and shift people and
organisational systems into new high-performance
patterns
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Transformational Leadership
Transactional Leader
A leader who is methodical in keeping others
focused on progress toward goals, adjusting
tasks, rewards and structures he / she has good
management skills. Transactional leadership
skills are necessary but not sufficient.
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Transformational Leadership
Six Characteristics
Vision builds shared dreams and
passions. Charisma builds identification. Symbol
ism manages spirit and creates effective
culture. Empowerment enables and develops
others. Intellectual Stimulation involves
others and builds ownership. Integrity
consistent, honest, credible, convincing,
committed.
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Leader as Learner
A learning leader is someone who clearly has a
commitment to his or her own learning and
professional development. The Leader As Learner
is someone who actively seeks out learning and
development opportunities, someone who is aware
of his or her own skill and knowledge relative to
those required, someone who has and pursues
learning objectives, seeks feedback regarding his
or her performance and develops strategies to
improve his or her effectiveness.
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Leader as Learner
The Leader as Learner may be someone who inspires
others to want to learn and develop and who may
provide a role model for them. He or she may
also create the environment in which people want
to learn and develop, and may support them in
this challenge, through, for example, helping
them identify their own learning and development
needs and exploring means to fulfil them. The
learning leader is not necessarily someone in a
formal professional or leadership development
program. He or she may be a veteran and formal
leader or any individual who because of his or
her character and influence would be described by
others as a leader or potential leader.
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Leader as Learner

• Predicated on the belief that everyone has some
  measure of leadership potential.
• As human beings we deserve to fulfill our
  potential.
• As leaders, ourselves, we are obliged to
• continue to learn and develop
• unleash the potential within our employees.
• In a world as complex and dynamic as ours, we all
  have to become more versatile, resilient,
  adaptable, responsive, and effective in
  problem-solving these characteristics all rely
  on the ability to change and learn.

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Leader as Learner
In organisations and communities where
empowerment is recognised as needed or desirable,
we cannot continue to limit leadership and
leadership development to a small minority. The
vast majority must be willing and able to show
initiative, take responsibility, support and
collaborate with others, and effectively deal
with challenge and change. Recognising that we
are all leaders and all learners, we might have a
little more patience for each other and show a
little more regard for one another certainly
conditions needed for learning
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One Organisations Leadership Model
Organisational leadership / senior administration
and management placed in a body of ten
persons. This is a reasonable structure,
considering the organisations commitment to
teams and teamwork. All larger groups and
functions represented. There are four levels of
management on the team, including president, vice
presidents, and other senior managers. During an
extended period with no president, the team
managed affairs on its own vice presidents
rotating through superior position on a monthly
basis.
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The leadership team is comprised of ten very
different people, each with his or her own
leadership style and foibles. Leadership styles
and behaviour differ between the external
leadership setting (with subordinates not with
leadership peer group) and the management team
situations and interaction. They try to decide by
consensus this may change with a new
president. Initially, some deference / reticence,
with gradual, but continually increasing
participation and assertiveness.
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Leadership Styles and Behaviours Example
Differences All members of the Management Team
are well-intentioned and try their best to lead
effectively and make the organisation a
productive and satisfying place to work. They
appear to share a common view of the future and
more or less agree on the organisations
mission. That said, they all have their own
unique ways of managing and possible disagreement
as to how the mission and vision should be
achieved (strategy) and conflict amongst
priorities (aspects they emphasise) may hold them
back until reconciled. In general, employees see
members of the Management Team as not there.
Many would be unable to recognise them some
think they are too big and important to approach.
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Leadership Styles and Behaviours Example
Differences Dianne One of the more junior
managers on the Leadership Team. Hired to shake
up an area and drive performance improvements.
Dianne is a real hands on, tell kind of
manager, though can sell under certain
circumstances. She clearly has more of a task
orientation than a people one a number of her
subordinates are angry at or disappointed with
her. If she has a vision of the future and a
strategy in mind to get there, she does not share
them. Much of her time and attention is devoted
to fighting fires and contending with day to day
challenges. Keith A seasoned, career bureaucrat
and political animal very smooth. Usually has
something nice, smart, and interesting to say.
Seems to like to hear himself talk Keith scoffs
at rules and process, and does what he wants.
While admin people find him a thorn in their
side, he is a gifted and eloquent speaker and
very effective in managing relations with
high-powered stakeholders.
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Leadership Styles and Behaviours Example
Differences Jason Jason is extremely bright, but
often quiet. When he does speak, people listen.
Jason has a pleasant and reassuring demeanor,
which he maintains even when things become hectic
and troublesome. While he would be the one to
detect a flaw in someones argument or work, you
never feel attacked, threatened, or even
criticised. Jason would probably never tell you
what to do, but would engage in dialogue until
both you and he together formulated goals and a
plan forward. Priscilla Priscilla knows probably
better than anyone else what the Leadership Team
and the rest of the organisation needs to do to
improve. A long-stranding feud with one of the
other senior managers has taxed her and got in
the way of organisational change. When alone and
she can withdraw her attention from the hundreds
of tasks needing her attention, Priscilla is
warm, personable, and thoughtful. She talks
about her visions for a brighter future and an
expansive organisation. More typically, however,
Priscilla is a work-horse, accomplishing a great
deal, but getting further behind all of the time.
Her direct reports find her distant, and too
busy to talk to. She doesnt seem to delegate
well, and often ends up taking tasks back to
finish them herself.
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Leadership Styles and Behaviours Example
Differences Arthur One of the most likable
managers on the Leadership Team, Arthur is
experienced, capable, and well-thought of. He
seems unassuming, but is very charismatic. He is
both inspired and inspiring he makes his grand
vision and ambitious plans seem both possible and
desirable. He makes his subordinates feel
capable and motivated. Arthur likes to
experiment, learn from experience, and is not
reluctant to take risks. He does not intervene
at a task level on a day to day basis he wont
tell people what to do or how to solve a problem.
He believes that if you create shared vision and
purpose, people will use their own ingenuity and
resourcefulness to achieve them. While this
works most of the time, some subordinates wish
that he would be more involved in day to day
activity.
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The Organisational Change Story Tragedy, Farce,
or Adventure?
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Why a story about organisational change?
Managed change is going on everywhere. Probably
more and faster than ever. However, with all of
our experience, we dont seem to have learned
much.
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The Saga

• More failures than successes few change
  initiatives
• achieve what they set out to
• Organisations and their people are left shaken
  and
• uncertain, rather than confident and robust
• Mistakes are repeated
• Frequent and simultaneous change generates
• numbness, instead of healthy agility and
  adaptability
• Efforts to reduce failures produce rigidity and
  myopia

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The Causes

• Attitude that some compromise or mediocre
  measure
• of achievement is sufficient
• Belief that people will catch up to the change
• Tendency to define the change narrowly
• Difficulty or unwillingness to consider larger
  system
• Imposed solutions
• Unclear or competing purposes and objectives
• Neglect of Critical Success Factors

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Theres Hope

• We can learn from our mistakes
• We can develop and implement more creative
  solutions
• We can solve problems more systemically

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Value Proposition

• You can achieve purposeful and effective change
  and promote organisational learning and
  capacity-building, while at the same time
  improving
• morale
• identification with organisation and
  cohesiveness
• teamwork and collaboration
• individual/group problem solving and decision
  making
• corporate democracy and empowerment
• distinct areas of performance

The Story Unfolds...
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Whats it take?
It takes getting people involved in all aspects
of the change, throughout the change program
The targets of the change are the instruments of
change
The Story Unfolds...
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Why is this?

• Involving targets as instruments increases
• quality of the solution
• understanding of the solution
• ownership of the solution
• transferability / extensibility of the solution

People will commit to initiatives in which they
have a stake
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• Stakeholders are everyone / all groups who
• have knowledge or skill necessary to design or
• implement the solution
• will be impacted by or benefit from the change
• will have to do something for the solution to
• become a reality
• are key links in the value chain

Who are stakeholders?
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Stakeholders need to be integral parts of the
change story. Each is an identifiable character
and should be encouraged to play a meaningful
role.
The Story Unfolds...
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And This Year The Award Goes To
The organisation with the most players still
standing at the conclusion of its change project
The Critics Choice Award
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• Casting Mistakes
• One or more influential stakeholder is forgotten
  or ignored
• A stakeholders degree of influence is
  underestimated
• Directors confuse informing with involving (the
  message
• may be told, but not sold)
• Potentially helpful stakeholders are cast as
  extras instead
• of given leading roles
• Stakeholders are viewed as irrelevant or in the
  way, as
• opposed to considered essential to an
  interesting plot and
• successful climax

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• Plot and Production Mistakes
• Speed and economy sought at the expense of
  character
• development and depth of story
• Once said enough...
• Failure to consider intricacies and subtleties
• Neglecting the needs and intelligence of the
  audience
• Underestimating time and budget
• Coming too quickly to closure -- the project
  mentality
• Forgetting that characters all have their own
  agenda --
• whats the plot?

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Wowing the critics and orchestrating a smashing
success
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The CM Roadmap
See Organisational Change Management and the CM
Roadmap
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Example 1
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Coolong Consulting





Example 2
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Example 3
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Example 4
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Coolong Consulting

- Key people dont like it -
If the approach is of such potential value, why
isnt it more widely employed?
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Coolong Consulting
Why Consultants Dont Like This Approach
Why Managers Dont Like This Approach
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Coolong Consulting
It may be a hard sell, but for my money, its not
one way, its the only way
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Coolong Consulting
Why Use the Methodology?

• Chances are high youll get a good solution
• Chances are very high itll be a solution people
• embrace
• You get solution the added benefits of
• stakeholder involvement

• A more empowered and able workforce
• Better relationship with customers and suppliers
• Quicker recovery accelerated future change
• Improved morale, responsiveness, and ownership
• Less turnover and tuning-out
• An organisation that continually learns

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Coolong Consulting
Epilogue
Organisational change can be an exciting,
productive, and rewarding adventure. Or, like
too often, it can be a story of tragedy or folly.

The plot and the conclusion are yours to choose.
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Coolong Consulting
Thank You for Changing with Me
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My Book on ODC Released in 2004
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The CM Roadmap
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Why A Roadmap?
People need directions and pointers
Shows where you are on the journey (in the
process)
Helps you know what lays ahead
Youll have a safer trip, and you can more
accurately predict your destination
Provides guidance if you miss a turn
Change Management Plus (CM Roadmap)
Helps you choose alternate routes
Allows you to make your specific travel plans
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Why This Roadmap?
Past Experience
Change often proceeds haphazardly, with
unfortunate and unanticipated consequences.
Changes are treated as a race to get through
and everyone loses.
Few change approaches appreciate and contend with
complexity.
Most change is based on false and incomplete
assumptions.
Change Management Plus (CM Roadmap)
Most change is done to people, not by people as
if they cant be trusted or are incapable of
managing change.
Few planned changes actually succeed.
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Why This Roadmap?
Design Principles
Planning and preparation up front ensure better
implementation.
Speed kills, but momentum is crucial.
Understand the bigger picture.
Get buy in before proceeding involve
stakeholders in every step.
Those knowledgeable about and impacted by change
should be the ones who architect it.
Change Management Plus (CM Roadmap)
Learn from experience.
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CM Roadmap
Based on proven theory and practice (50 yrs)

• Amalgamation of best practices in change.
• Science-based social science, systems
• theory, management.

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CM Roadmap
Embodies change rule 1 employ the targets of
change as the instruments of change Involves
stakeholders throughout the change cycle Provides
a common language and process for change
Adaptable and extensible Typifies learn as you
go
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CM Roadmap
Highlights that the change is greater than the
technical / business solution, itself Contends
with the larger, more complex system / wider
context Leverages existing problems and
oppor-tunities to build future capability ( gt 2
for the price of one!) Is principles and values
based
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I. Change Program Initiation Moving from a
sensed problem or opportunity to a solid,
agreed upon statement Encouraging a Culture of
Improvement Understanding the environment and
change readiness
CM Roadmap
II. Reality Check Better understanding the
problem or opportunity within its
context Consulting with stakeholders Creating a
critical mass of supporters and participants
Building change skills and readiness throughout
III. Action Planning and Problem-Solving Thoroug
hly planning and preparing for the
change Involving stakeholders as fully as
possible Making change friendly
IV. Implementation Implementing
responsively Continuing to involve and engage
stakeholders change done by people, not to
people Ensuring sufficient infra-structure and
support
V. Evaluation and Follow-Up Fairly appraising
achievements. Learning from experience.
Encouraging Continuous Improvement.
Designed with the future in mind.
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Organisational Change Management
Organisational Development
Organisational Learning
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Organisational Change
Gradual or dramatic change. May or may not be
Change can be in
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Organisational Change Management
Systematic approach to managing intended change
and coordinating change tasks.
Not talking about

• reactions to unanticipated change
• dealing with the effects of change on people,
  such as helping them deal with stress

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OCM Where on Earth?
Synthesis or Uneasy Balance?
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Organisational Development
Deliberate initiatives to improve organisational
capability, effectiveness, and Quality of Work
Life.
Effectiveness can be in many areas, but
initiatives are seldom disjointed.
Problems and challenges are viewed as
opportunities for learning and growth.
The key is that capabilities are being developed
today that create a more responsive, adaptable
and healthy organisation for tomorrow.
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Organisational Development
Neither can be neglected or left to chance
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Learning Organisation
An organisation that deliberately encourages its
own learning and adaptation.

• Continuous Improvement is a core objective and
  agenda it
• concerns both doing things right and doing the
  right things.

• Learning is valued and rewarded.

• The Learning Organisation assesses / knows how
  it learns,
• and continually improves its learning
  practices and capabilities.

The Learning Organisation promotes and manifests
a learning culture.
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Learning Culture
A culture receptive to new ideas and ways of
operating, where learning is seamlessly
integrated into day-to-day operations.

• Challenging and confronting ideas or methods are
  objectively
• considered and tried-out.
• The organisation and its environment / system
  are continually
• explored to promote better fit /
  co-existence.
• Information that threatens commonly-held
  assumptions and
• disturbs accepted practices is proactively
  sought.
• Individuals are encouraged to debate, contest,
  and challenge
• while keeping an open mind and seeking to
  learn and improve
• themselves.

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Evolution
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Complexity and Change
Smaller Element(s)
Significant Portion
Entire Organisation
Magnitude
Time
Where A Assumed R Real