the challenge of change and becoming a change leader presented by prakai cholahan prakai cholahan 3...
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The Challenge of Change and BeThe Challenge of Change and Becoming a Change Leadercoming a Change Leader
Presented byPresented by
Prakai CholahanPrakai Cholahan
3 May 20123 May 2012
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QUOTESQUOTES
““Business is about people. In fact life is Business is about people. In fact life is only people – family, friends, colleagues, only people – family, friends, colleagues, bosses, teachers, coaches, neighbors. At bosses, teachers, coaches, neighbors. At the end of the day, it’s only people that the end of the day, it’s only people that matter.”matter.”
Jack Welch in Jack Welch in WINNINGWINNING
““Human Capital is the most valuable asset in Human Capital is the most valuable asset in any Organization”any Organization”
K.Paron Issarasena,K.Paron Issarasena,Former Cement Thai Former Cement Thai
PresidentPresident 2
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CompetencyCompetency
MotivationMotivation
CultureCultureCommunicationsCommunicationsLeadershipLeadership
TrainingTrainingSupportSupport
Career Development Career Development SupportSupport
StructureStructure ResourcingResourcing Perform MgmtPerform Mgmt..
ProcessProcess TechnologyTechnology Physical SettingPhysical Setting
Corporate VisionCorporate Vision Strategy Strategy
BusinessBusinessStrategyStrategy
FunctionalFunctionalStrategyStrategy
EconomicEconomic RegulatoryRegulatory PhysicalPhysical SocialSocial TechnologicalTechnological
Ind
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Human Performance FrameworkHuman Performance Framework
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Human Performance FrameworkHuman Performance Framework
CompetencyCompetency ((Knowledge-Skills-AttitudeKnowledge-Skills-Attitude))
MotivationsMotivations
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The Performance Management ModelThe Performance Management Model
Performance
Coaching
Planning
Review
Planning Performance• Set performance
targets that align with business plans
• Mutual agreement to gain ownership and commitment
Coaching Performance• Ongoing discussion
and support to meet objectives
• FeedbackReviewing
Performance• Give feedback on
overall performance• Review actual vs.
expected performance
• Identify areas for further development
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• Very high impact:– Achievement– Recognition
• High impact:– The work itself– Responsibility
• Medium impact:– Advancement– Growth– Salary
• Low impact:– Company policy &
administration– Supervision– Relationship with supervisor– Work conditions– Relationship with peers– Personal life– Relationship with
subordinates– Status– Security
Findings: What motivates EmployeesFindings: What motivates Employeesto Work?to Work?
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It is the job of every It is the job of every manager to manage manager to manage
employees’ performanceemployees’ performance
It is the job of every It is the job of every manager to manage manager to manage
employees’ performanceemployees’ performance
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Leader Leader Do the right thing Do the right thing
Manager Manager Do the thing right Do the thing right
Supervisor Supervisor Execution Execution ExpertExpert
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Performance CyclePerformance Cycle
Targets and Individual plans
ProgressReinforcementsReinforcements
On-target PerformanceAccomplishment
Variances
PerformancePerformanceCoachingCoaching
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CHANGE MANAGEMENTCHANGE MANAGEMENT
THE IMPORTANCE OF THE LEADER ROLETHE IMPORTANCE OF THE LEADER ROLE
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Managing ChangesManaging Changes
““Change before you are forced to change”Change before you are forced to change”
Jack WelchJack WelchEx. President & CEOEx. President & CEOGeneral ElectricGeneral Electric
““The The rate of changerate of change is not going to is not going to slow slow downdown anytime soon. If anything, anytime soon. If anything, competitioncompetition in industries will probably in industries will probably speed upspeed up even even more in the next few decades”more in the next few decades”
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Planned RenegotiationPlanned Renegotiation
A Role Definition and Change Management A Role Definition and Change Management ProcessProcess
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The First Step in the Formation of All Relationships is Information Sharing and the Negotiation of Expectations.
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Sharing information and negotiating expectations
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Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
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Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
Stability and Productivity
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Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
Stability and Productivity
Disruption of Shared Expectations
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FABC Leadership Seminar 2010FABC Leadership Seminar 2010
Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
Stability and Productivity
Disruption of Shared Expectations
Uncertainty
Anxiety
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Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
Stability and Productivity
Disruption of Shared Expectations
Out
Uncertainty
Anxiety
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Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
Stability and Productivity
Disruption of Shared Expectations
Out
Uncertainty
Return to the way things used to be
Anxiety
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Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
Stability and Productivity
Disruption of Shared Expectations
Out
Uncertainty
Return to the way things used to be
Renegotiation
Anxiety
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Sharing Information and Negotiating Expectations
Commitment is Formed (Role Definitions)
Stability and Productivity
Disruption of Shared Expectations
Out
Uncertainty
Return to the way things used to be
Renegotiation
Pinch
Planned Renegotiation
Anxiety
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Today’s Business Environment Today’s Business Environment Has Little Tolerance for the Status QuoHas Little Tolerance for the Status Quo
Forces of ChangeForces of Change– Increasing globalizationIncreasing globalization
– Emergence of new competitorsEmergence of new competitors
– Changing customer demandsChanging customer demands
– Shortened product life cyclesShortened product life cycles
– Capital markets’ demand for short-term performanceCapital markets’ demand for short-term performance
– Heightened environmental concernsHeightened environmental concerns
– Increasing regulatory demandsIncreasing regulatory demands
All evidence indicates that the pace of change is All evidence indicates that the pace of change is increasing dramatically as well.increasing dramatically as well.
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2 Strategies for Changes2 Strategies for Changes
Top Down (Programmatic)“Teaching & Application of Existing
Knowledge”
• Change driven by management• Careful planning• Many experts involved• Inspiration from success cases• Well-tried and documented methods• From ‘existing status’ to ‘desired status’• Focusing on a single (or few) theme(s)
• Draws upon experience / skills / knowledge from few selected managers / employees / experts
• Limits the organizational capacity to deal with well-defined problems or a “frozen” picture of existing and desired state affairs
Bottom-Up (Learning)“Stepwise Creation of Meaning &
Understanding”
• Top down & Bottom-up• Decentralized change responsibility• Many people involved• Growing by broadening i.e. several
focuses• Lead by visions• Improvisation and planning• Considering external factors
• Draws upon the experiences / skills / knowledge of many actors
• Increase the organizational capacity to continuously solve changing environmental and complex demands
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Leadership issues have increased in Leadership issues have increased in importance for example in:importance for example in:
• Communicating goals and visions• Increasing companies’ competitive advantage• Implementing organizational change and
development• Influencing and transforming employees’ needs
and attitudes• Creating high performing teams at different
levels• Creating corporate values and culture
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IMPLEMENTATION SKILLSIMPLEMENTATION SKILLS
• Sustainability• Applying appropriate change methods• Reinforcing and correcting feedback loops
• Developing shared mental models
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THE ROLE OF THE LEADER WHEN THE ROLE OF THE LEADER WHEN
IMPLEMENTING CHANGEIMPLEMENTING CHANGE
• The leader represents the company and the change – However needs to listen to the staff
• The leader tends to overestimate how to inform the staff
• The leader must create good communication channels
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What Matter Most in Change ManagementWhat Matter Most in Change Management
1.1. Accepting that organizations are complex & Accepting that organizations are complex & adaptive human system not mindless machinesadaptive human system not mindless machines
2.2. Understanding that organizations are more Understanding that organizations are more driven by process rather than structuredriven by process rather than structure
3.3. Understanding the differences between the first Understanding the differences between the first and the second order changesand the second order changes
4.4. Understanding the need to integrate the Policy Understanding the need to integrate the Policy Learning and Operational learning - Strategy Learning and Operational learning - Strategy LearningLearning
5.5. Accepting and using the inevitability events.Accepting and using the inevitability events.
6.6. Accepting professionalization of direction giversAccepting professionalization of direction givers
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Change Management : some of key success Change Management : some of key success factorsfactors
1)1) Eliminate source of complacency – create sense of urgency.Eliminate source of complacency – create sense of urgency.
2)2) Promote support from key stakeholders – “Stakeholder Promote support from key stakeholders – “Stakeholder
Analysis”, Analysis”,
3)3) Commitment from all is critical.Commitment from all is critical.
4)4) Promote short term win – “quick win”Promote short term win – “quick win”
5)5) Change Management Roadmap - well planned execution with Change Management Roadmap - well planned execution with
substantial deliverables, good communication plan and clear substantial deliverables, good communication plan and clear
mile stones is key. mile stones is key.
6)6) Implement change management as part of organization Implement change management as part of organization
development plan – OD approach is vital.development plan – OD approach is vital.
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Change Management SkillsChange Management Skills
AdaptabilityAdaptability Strategic FocusStrategic Focus Results FocusResults Focus Foster a Collaborative ApproachFoster a Collaborative Approach Facilitate Openness and UnderstandingFacilitate Openness and Understanding Encourage Learning Encourage Learning
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GE’s Change Model : Change Acceleration ProcessGE’s Change Model : Change Acceleration Process
Leading Change
Changing Systems & Structures
CurrentState TransitionState ImprovedState
Creating A Shared Need
Shaping A VisionMobilizing Commitment
Monitoring Progress
Making Change Last
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Shaping A Vision:Shaping A Vision:The desired outcome of change is clear, legitimate, widely understood The desired outcome of change is clear, legitimate, widely understood and shared.and shared.
Leading Change : Having a champion who sponsors the changeLeading Change : Having a champion who sponsors the change
Changing Systems and Structures: Changing Systems and Structures: To ensure management practices reinforce changeTo ensure management practices reinforce change
LeadingChange
Systems&Structures
GE’s Change Model : Change Acceleration ProcessGE’s Change Model : Change Acceleration Process GE’s Change Model : Change Acceleration ProcessGE’s Change Model : Change Acceleration Process
Mobilizing Commitment:Mobilizing Commitment:There is a strong commitment from key constituents to invest in the change, make it There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention.work, and demand and receive management attention.
Creating A Shared Need:Creating A Shared Need: The reason to change, whether driven by threat or opportunity, is instilled within the The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared. The need for change must exceed its resistance.organization and widely shared. The need for change must exceed its resistance.
Making Change Last:Making Change Last:Once change is started, it endures, flourishes and key learnings are transferred Once change is started, it endures, flourishes and key learnings are transferred throughout the organization.throughout the organization.Monitoring Progress:Monitoring Progress:Progress is real; benchmarks set and realized; indicators in place for accountability.Progress is real; benchmarks set and realized; indicators in place for accountability.
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GE WAYSGE WAYSLead Lead ManageManage
Get less formalGet less formal Get more formalGet more formal
Blow up bureaucracyBlow up bureaucracy Tolerate Tolerate
bureaucracybureaucracy
Face realityFace reality Assume everything is Assume everything is
finefine
SimplifySimplify Make things complexMake things complex
See change as an opportunitySee change as an opportunity See change as a threatSee change as a threat
Lead by energizing othersLead by energizing others Manage by Manage by
authorityauthority
Defy traditionDefy tradition Respect traditionRespect tradition
Make intellect ruleMake intellect rule Let hierarchy ruleLet hierarchy rule
Pounce every dayPounce every day Move cautiouslyMove cautiously
Put values firstPut values first Put numbers firstPut numbers first
Manage lessManage less Manage everythingManage everything
Involve everyoneInvolve everyone Involve key playersInvolve key players
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GE WAYS GE WAYS (cont.)(cont.)
Rewrite your agendaRewrite your agenda Stick to your Stick to your
agendaagenda
Live speedLive speed Take your timeTake your time
Instill confidenceInstill confidence Reduce anxietyReduce anxiety
Set stretch goalsSet stretch goals Set modest goalsSet modest goals
Eliminate the boundariesEliminate the boundaries Respect the boundariesRespect the boundaries
Articulate a visionArticulate a vision Lay out a detailed planLay out a detailed plan
Get good ideas from everywhereGet good ideas from everywhere Learn good ideas Learn good ideas
fromfrom inside the inside the
companycompany
Spark others to performSpark others to perform Outshine othersOutshine others
Quality is your jobQuality is your job Quality is management’s Quality is management’s
jobjob
Change never endsChange never ends Change will endChange will end
Have funHave fun Be seriousBe serious
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Common Leadership Capabilities Common Leadership Capabilities
• Strategic focusStrategic focus• Business acumenBusiness acumen• Change leadershipChange leadership• Business managementBusiness management• Problem solving and Problem solving and
analysis analysis • Customer focus Customer focus • Coaching and mentoring Coaching and mentoring • TeamworkTeamwork• CommunicationCommunication• Impact and influenceImpact and influence• Networking/ partnership and Networking/ partnership and
relationship mgtrelationship mgt• Learning orientationLearning orientation• Innovation and creativityInnovation and creativity
Achievement orientation Business development
and entrepreneurship Personal effectiveness
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CHANGECHANGE
By Changing Your Thinking, You Change Your Beliefs;
When You Change Your Beliefs, You Change Your Expectations;
When You Change Your Expectations, You Change Your Attitude;
When You Change Your Attitude, You Change Your Behaviour;
When You Change Your Behaviour,You Change Your Performance;
When You Change Your Performance,You Change Your Life!
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Workshop Workshop
• What are some of the major changes that you want to drive in your diocese?
• What are the major changes that you expect to happen in your diocese within 3-5 years? How would you deal with them?
• What do you envision your diocese to be in the next decade? What are your plans in dealing with the coming changes?