A Sense of Urgency (2008)
Management vs. Leadership. Managers create order and consistency of results; Leaders set direction(vision), align constituencies, and motivate and inspire.Weak and strong. Leaders help organizations adapt to change.Leaders set, align, and motivate.Long range view and challenge status-quo.
"Heart of Change"
See-feel-change. Culture sets the norms of behavioral values in an organization. • Urgency can be a positive force
• Focus on heart and mind (aim for the heart)
• Complacency & false urgency are the problems
• Urgency leads to focus on critical issues
• Success can kill urgency
• Bring the outside in
• Behave with urgency every day
• Find opportunity in crisis
• Deal with the NoNos
"Leading change" - Successful, large scale change happens in 8 stages
8 steps to transforming your organization:1 establish a sense of urgency, 2create the guilding coalition, 3develop a vison and strategy, 4communicate the change vision, 5empower others to act on vision broad based action, 6generate short term wins, 7consoldate improvements/gains and produce more change, 8anchor/institutionalize new approaches in the culture
9 C's of Leadership
Curiosity, Connection, Creative, Charisma, Competent, Communicate, Character, Common Sense.
Leadership for Change- Create a sense of urgency (communication is key), assemble top team, share sacrifice, simplify, shuck the losers, follow the market, lighten up.
Should have set of keys to deactiviate. Must engage locout every time. Rough=brake.
Biggest C is CRISIS, so have a plan.
4 Roles of a Leader When Considering Change- Coach/present (internal), Spokesperson/present (external report), Direction-Setter/future (external), Change agent/future (internal)
New Vision Needed when.... there is confusion about purpose, challenges, organization losing status quo, no longer great and innovative.
A Good VIsion= attracts commitment and energies, creates meaning, establishes standards of excellence, bridges present and future, transcends status-quo.
Saskin= "visionary leadership" behavior patterns, personal characterisitics, cultural-building actions.
Manus= Organizational Change. 4 Roles of a Leader when considering change- internal/external, present/future. Present is coach and spokesperson; future is direction-setter and change agent.
Jick= "the vision thing" do the right thing. Characteristics and essential elements of a vision.
Hersey-Blanchard= Effective Leadership, Leadership is attempt to influence people. EL is adapting behavior to group needs. Leadership style is pattern of behavior seen by group.
Collins= discipline, humble, passion, Level 5.
Sergiovanni= followership frst then leadership; value-added leadership; barter-build-bond-bind. Covenant and vision=purpose (say,do,support)
Kotter= leader vs. manager. Set, align, motivate. Challenges status quo. Leaders do the right thing.
Iacocca= 9 C's. Discipline. Leaderhsip for change is create a sense of urgency, assemble a team, simplify, shuck losers
Champey=Connect to others through work to make an impact. Symbols and gestures important. Culture Formation.
Covey- trust, integrity, style.
Vision and Strategic PLanning. Build alliances, listen to others, get to know them, persuade rather than coerce.
Finding your Grant (also Lincoln preserved the union and set up folks to amend constitution). Fill positions with people who fit role.
Set goals and be results-oriented (preach vision- provide clear, concise statements of the direction and then sell it through persuasion.
Innovation- catalyst for change
Know the facts- would spend time with people and employees.
KAI 85. Risk-taker/innovative yet patient and calculating
Charisma Communicate Courage, charisma, character, conviction, compssionate caring persuasive,
Effective Communicator MBWA
Lead by being led. Be decisive, Grace under pressure, communicate through storytelling. Preach a vision and continually reaffirm.
Listen to others, get to know staff.
Phillips gave simple, concrete illustrations of Lincoln's leadership:1) he was innovative at a time when the age of discoveries and inventions was just beginning 2) he was compassionate and caring, yet, when, could put his foot down firmly and be decisive. 3) He was patient, persisten, consistent, and persuasive rather than dictatorial 4) He had a commitment to the rights of the individual 5) Combined an extraordinary wit with a gift for storytelling to become an effective communicator.
Sufficiency of Originality median is 39; Adaptive is prefer to generate fewer ideas focusing on the sound, useful, and relevant alternatives. Innovative is prefer to proliferate a large number of ideas, even though many are impractical. I am 40 (innovative)
Efficiency median is 21, Adaptive is preference for thoroughness and attention to detail. Innovative is less patient with in-depth, methods, and detailed tasks. i am a 15 (very adaptive)
Rule/Group Conformity median is 36, Adaptive is preference for operating within rules, structures, concensus, and fitting in. Innovative is less concern with rules, norms, and maintaining concensus. I am a 30 (very Adaptive).
On the scale of 23 to 160 (median 98) I am an 85.
That means that I am at the upper range of the one that says that my advantages are that I am more efficient, serious-minded, maximize available resources, free from urge to blow own horn, and I look for ways to improve things. Disadvantages include that i keep a low profile and I may slow the change process.
Hersey Blanchard- the degrees of demonstrated ability (knowledge, experience, skill) and willingness (confidence, commitment) to accept, own, and perform a specific task or activity (task specific, function, job, objective, goal). Again, the Bell Curve if Readiness: Directing-- Coaching--Participating--Delegating. (see notes from Oct. 26, 2009). If it's a problem with the group, talk to the group. Situation: Alternative Actions-- which do you choose? Stages of power= "Power Perception Profile" do research first (6 mo) then develop vision.
Institution= people, money, image, climate, facilities, values, programs
Environment= economic, competitive, legal, social, demographic, technological...
... and through strategic decisions (what you want to do then create a vision statement.