Workshop Ppt 3

8/8/2019 Workshop Ppt 3

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The leader is the one whoThe leader is the one whocommits people to action, whocommits people to action, whoconverts followers into leadersconverts followers into leadersand who may convert leadersand who may convert leaders

into agents of change.into agents of change. Transformational Transformationalleaderleader


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TRANSFORMATIONAL LEADERSHIP

Role of Transformational leader

C reate and communicate Vision to followers.C arefully scan external and internal environmentand bring changes in the organizational paradigmaccordingly.Develop appropriate organizational culture.


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TRANSFORMATIONAL LEADERSHIP

Role of Transformational leader

Develop followers into leaders throughmentoring and empowerment.Provide high self esteem to followers.Developing enthusiasm and DesireIntroduce sense of belongingness .


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Cours e

of

Cours e

of Acti on Acti on


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Envisioning Envisioning &&

Alignment Alignment


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Failures of imaginationFailures of imaginationA fter viewing A lexander Graham

Bell s invention in1887, Western unionconcluded that nosensible man would

transact his affairs bysuch a means of communication.


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Failures of imaginationFailures of imagination

When BellWhen BellLaboratories gaveLaboratories gaveits first publicits first publicdemonstration of demonstration of television in 1927,television in 1927,

The New YorkThe New YorkTimes Stated itsTimes Stated itscommercial valuecommercial valueis in doubtis in doubt


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Failures of imaginationFailures of imagination

Forecasters in 1948Forecasters in 1948estimated only a dozenestimated only a dozenor so very largeor so very largecorporations will be ablecorporations will be ableto take advantage of theto take advantage of thecomputer . IBM made ancomputer . IBM made anearly decision not toearly decision not to

market the computermarket the computerbecause it could neverbecause it could neverprove profitable.prove profitable.


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Vision As Driver Vision As DriverThere is no more powerful engineThere is no more powerful engine

driving an organization towards excellencedriving an organization towards excellenceand long range success than an attractive,and long range success than an attractive,worthwhile and achievable vision of theworthwhile and achievable vision of thefuture, widely sharedfuture, widely shared


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Good business leaders....Good business leaders....

Good business lea d ers create aGood business lea d ers create a

vision, articulate a visi on, vision, articulate a visi on, passi onat ely own th e visi on, and passionat ely own th e v ision, and

rele ntl essly driv e th e vision .r e l entl essly driv e th e vision .

Jac k We lch Jac k We lch


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Wh at is a vision?Wh at is a vision?Quite simply, a vision is aQuite simply, a vision is a

realistic, credible, attractiverealistic, credible, attractivefuture of your organisationfuture of your organisation

A clear distant picture of highly A clear distant picture of highly

desirable futuredesirable future


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Why a vision is essentialWhy a vision is essential

By clarifying the direction it simplifies thousands of moreBy clarifying the direction it simplifies thousands of moredetailed decisionsdetailed decisions

It motivates people to take action in the right direction,It motivates people to take action in the right direction,even if initial steps are personally painfuleven if initial steps are personally painful

Coordinates the actions of different people in a fast andCoordinates the actions of different people in a fast andefficient wayefficient wayA shared vision helps motivate and unite a diverse A shared vision helps motivate and unite a diverseworkforceworkforce - - it gives employees a common framework forit gives employees a common framework foractionaction


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VISION OF SMS VISION OF SMS

SMS is one of the top B schools of SMS is one of the top B schools of India where faculties and studentsIndia where faculties and studentsare involved regularly in inventingare involved regularly in inventing

new paradigms of businessnew paradigms of businessmanagement .management .


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Employees Alignment with

VisionC ommunication: To align people visionmust be communicated properly to all

the employees.SimplicityMultiple forums

RepetitionLeadership by exampleExplanation of seeming inconsistencies.


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Emotional Transition


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EMOTIONAL TRANSITIONEMOTIONAL TRANSITION

Transition Grid

DENIALDENIAL COMMITMENTCOMMITMENT

RESISTANCERESISTANCE EXPLORATIONEXPLORATION

FUTUREFUTUREPASTPAST


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Overcoming DenialOvercoming Denial

Share informationAssure them that the change will happenExplain what to expect

Suggest actions to adjust to the changeAllow time to sink inPublic - problem solving climatePrivate - safe climate to express negativefeelingsDevelop emotional depositsUtilize Emotional Acumen


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Overcoming ResistanceOvercoming Resistance

Listen EmpathicallyAlign people with your vision

Acknowledge feelingsCooperate and SupportDont try to talk people out of their feelingsDont personalize

Win trust and credibilityDevelop emotional depositsGradually phase into mentoring role


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Response to ExplorationResponse to Exploration

Concentrate on prioritiesPerform the role of mentor and teacher

Provide trainingSet short term goalsConduct brainstorming and planningsessions

Start empowering peopleExpand energy by inspiring peopleGive recognition for ideas


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Response to CommitmentResponse to Commitment

Set long term goalsDevelop Skills through training

Concentrate on team buildingCreate a mission statementLook aheadRecognize/reward

Analyze past events (positive and negative)Develop culture (Shared values, beliefs, &Attitude)


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O rganizational Mission


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O RGANIZATI O NAL MISSI O N

It is the fundamental purpose that sets afirm apart from other firms of its type andidentifies the scope of its operations in

products and market terms.

Many organizations have mission statement,but few managers could tell you what is inthe statement and those who couldremember may not believe in the statements

Have a purpose that should be broader thenmaximizing profit.


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IBM MissionW e provide IT solutions. IBM stands for three things: dignity of the individual,excellence and service.

One hotel has a mission:U ncompromising personalized service.


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Everyone of the organization must bethe stakeholder of the missionstatement. No involvement, No

commitment .Steven Covey


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Mentoring


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High shortage of skilledmanpower

Very low economicgrowth development


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High shortage of skilledmanpower

Very low economicgrowth development


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Definition

Mentoring is the co-operative andnurturing relationship between a moreexperienced person and a lessexperienced person


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Necessity of mentoring...

helps develop great leaders who must

train future leaders


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Mentoring

OptimisingOptimisingorganisational talent organisational talent cost effectivelycost effectively


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Importance of mentoring

C ritical for career-advancingEffective, personalised training

C learly identifies strengthsPoints out areas needing work

C ustomised improvement plan for specific individual


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Stages in Mentorship

Acquiring Information through questioning andEmpathic Listening.Building RelationshipProvide help in developing Personal MissionIdentify personal goals that must commensurate toorganizational goalsHelp in developing action plans.

Identify hidden potentials and development needs.Provide C oaching, Training, & TeachingProvide feedback and positive reinforcement


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F ostering Teamwork


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Team Fundamentals

Team members must possess right mixof skills.

They should be committed to TeamsMission, Goals, and common approach.They must embrace individual as well asmutual responsibility and accountability.

There must be opportunities for personalgrowth.Team should be performance oriented.


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Team Fundamentals

Real Team Performance Requires.Impact beyond the sum of individual parts

through- C omplementary mix of skills- A purpose that goes beyond the individual tasks- Goals that defined joint work-products- Positive relationship among employees All above things produces strong individual andmutual responsibility.


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Fostering Teamwork

Through Emotional Transition Techniques buildcommitment of employees with mission, goals, andcommon approach.Strengthen the mix and level of skills.Ensure Mutual Responsibility & AccountabilityEmphasizing pride in being outstanding

Encourage competition with other teamsMotivate and empower them to take the initiativesDo real work, and set examples.


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Motivation &Empowerment


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What employees really want?

Lifestyle qualitySelf-development

Empowerment and freedomSatisfaction in achieving the taskPride in their workRecognition & Rewards for competence and

accomplishmentsRespect and dignityParticipation


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How to Motivate?

U sing MB O technique, provide challenging task.Develop comfortable & conducive environment.

Empower them to take their own course of action.Develop a sense of ownership.Provide training and on the job coaching.C ultivate an atmosphere of respect.Recognize their competencies andachievement.


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EMPOWERMENT

Empowered people have a sense of ownership.

Empowerment means trusting peopleand tolerating their imperfections.Empowerment should be accompaniedby enablement.


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The Empowerment Matrix

LooseCannons

FullyEmpowe red

EntrenchedBunkers

CagedEagles

High

LowHigh

E m p o w e r m e n t

Enablement

R Barner


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How to Empower

U sing Emotional transition bring employee tocommitment stage.

Develop Synergistic Agreement.Develop them through mentoring, teaching, andcoaching.Empower them to take the decisions.C ooperate and Guide them.Ensure Responsibility and Accountability.


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L eading Change


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Standing still.........

Standing still is thefastest way of moving backwards ina rapidly changingworldInnovation is thecentral issue in

economic prosperity- Michael Porter


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The lost generation are those

that cannot see the reason tochange


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The lost generation are thosew ho d o n ot w ant to a djust tochange


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The lost generation are those

that are unable to change


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Preparing for change

Do we have a problem?Yes No

Yes

No

Are wewillingto

change?

READY

TOGO

BLISSFULIGNORANCE

FrightenedRabbit

CLOSEDMINDS


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Steps to Leading change

Describe why change is needed and the specificchanges that are required

Ask for reactions

C lear up any misunderstandings or questions andacknowledge any objections

Ask for innovative ideas on how to make the changego as smoothly as possible

Develop and implement action plan Ask for support and commitment for the changeFollow through by monitoring the plan and reinforcingprogress


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Bu ild World Class C u lt u re


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People can work hard in defectiveculture too.

Who is winning ?


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ORGANIZATIONAL

CULTUREA common set of accepted behaviour,

values, attitudes, dress, businesspractices, activities and philosophy in

a given organization.

Simply calling meeting and telling aboutchange will not work.Must start with building blocks of theorganization i.e. individual contributors


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Corporate c ultureelements

Corporate c ultureelements

W idely shared philosophy

W idely held beliefs, values and attitudes

W idely accepted practices

Routines common set of behaviours

Rituals/ceremonies


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What is c orporate c ulture?What is c orporate c ulture?

Invisible

Visible

Harder tochange

Easier tochange

Shared values

Behavioural norms


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Basics of Organizational Culture

Commitment

Shared Values & Belief

Low High

High OrdinaryOrdinary AdmirableAdmirable

Low PitiablePitiable OrdinaryOrdinary

Negative Positive

Relationship


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WORLDWORLDCLASSCLASS

A dmirable Situation

Fruitless

Frightening Dictatorial

Performancedecline

Positive performance

Pitiable Situation


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Fruitless Culture

Goals agreed but no real measures or accountabilityGoals are not challengingSporadic ineffective communicationPaternalism - only tell people the good news

Lip-service participation - lots of talk and little actionPoor performance not confrontedExcuses for poor service and qualityPeople are complacent and nice to one another

they avoid conflictPeople do not want to come out of their comfortzone


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Fruitless Culture

GO SSIPGossip has neither mind nor businessGossip victimizes helplessPeople who listen to gossip are as guilty asthose who do the gossiping.Gossip makes:

- innocent cry- C auses heartaches- Sleepless nights- Tarnishes Reputations


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Frightening Culture

The boss demands performance withoutcommunicating clear goalsSecretive - cannot trust people with informationNo participation

Coercive managementWorkforce is seen as lazyDepartments do not co-operate and blame oneanother for poor performance

Criticism occurs behind peoples backs - real fear tospeak openlyNo one bothers about the organizations reputationand customer relationship


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Dictatorial CultureGoals set by the boss without consultationChannels of one-way communication - mainlydownwardNeed to know information sharingParticipation on request and mainly about what themanagers needs areManagement through status and positionLearned helplessness and subordination. The bossknows better

People do not challenge the views or ideas of thebossManagement Sets strict rules and checks on peoplesactivities all the time (Micromanagement)


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World-Class Culture

Clear mutually determined challenging goals andmeasurementsMutual AccountabilityCommitment to organizational Mission & GoalsWidely shared organizational valuesOpen communication - two-wayTransparency of informationDemocratic empowerment/participationSelf-directed teams that monitor and continuallyimprove their performanceEveryone can make a contribution and is an expertin his/ her own rightIdeas are shared freely. People feel free to disagreewithout fear of victimisation

Workshop Ppt 3

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Transcript of Workshop Ppt 3