1

WHAT IS LEADERSHIP?WHAT IS LEADERSHIP?

► It is a wide spread social It is a wide spread social phenomenon necessary for phenomenon necessary for the achievement of a the achievement of a Group’s objectives.Group’s objectives.

► It is no longer just an It is no longer just an expression of a position in a expression of a position in a hierarchy or a chain of hierarchy or a chain of command.command.

► Leadership is a set of Leadership is a set of initiatives and responses initiatives and responses between the people for the between the people for the purpose of achieving mutual purpose of achieving mutual objectives intended to result objectives intended to result in collective effectiveness in collective effectiveness and personal enrichment and personal enrichment over time.over time.

► Leadership is an influence Leadership is an influence relationship among leaders relationship among leaders and followers who intend and followers who intend real changes that reflect real changes that reflect their mutual purposes.their mutual purposes.

2

Leadership – What it involves ….

Influence

Intention

PersonalResponsibility

Change

Shared Purpose

Followers

Leader

If you had all the info you needed to make a Good decision , it would not be a decision.

33

Leadership – New Reality Leadership – New Reality

OLD PARADIGM NEW PARADIGM

Industrial Age Information Age Stability Change Control EmpowermentCompetition Collaboration Things People and RelationshipsUniformity Diversity

If you do not know where you are , you can’t be in control .

44

Leadership – Follower shipLeadership – Follower ship Leadership and Follower ship are fundamental roles that individuals shift into and out of under various conditions . Every one Leaders included , Leadership and Follower ship are fundamental roles that individuals shift into and out of under various conditions . Every one Leaders included ,

is a follower at one time or the another in their lives. Every one has some kind of BOSS or SUPERIOR .is a follower at one time or the another in their lives. Every one has some kind of BOSS or SUPERIOR .Additionally in a position of Leadership , an individual is influenced by the actions and the attitudes of followers and leaders adjust their Additionally in a position of Leadership , an individual is influenced by the actions and the attitudes of followers and leaders adjust their

behavior to fit situations , especially their followers.behavior to fit situations , especially their followers.The reciprocal partnership that makes up the Leader – Follower relationship warrants more attention as power and decision making authority is The reciprocal partnership that makes up the Leader – Follower relationship warrants more attention as power and decision making authority is

increasingly pushed to the lower levels of organizationsincreasingly pushed to the lower levels of organizations..

Pragmaticsurvivor

Pragmatic survivor

ALIENATED EFFECTIVE

PASSIVE CONFORMIST

INDEPENDENT , CRITICAL THINKING

DEPENDENT , UNCRITICAL THINKING

PASSIVE ACTIVE

Independent critical thinkers are mindful of the effects of people ‘s behavior on achieving organizational goals. Conversely the other type , does not consider Possibilities beyond what is told and accepts the leader’s idea without question.

He has Qualities of all Four extremes.

55

Qualities of a Globally literate Leader Qualities of a Globally literate Leader

• Four Literacy that constitute an effective Four Literacy that constitute an effective Global leader: They are :Global leader: They are :

PersonalLiteracy

SocialLiteracy

BusinessLiteracy

Cultural Literacy

Understanding and Valuing Yourself

Engaging and challenging others

Focusing and mobilizing your Organization

Valuing and leveraging cultural differences

01 02

03 04

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Leadership :Leadership :Leader’s role in developing Effective FollowersLeader’s role in developing Effective Followers

Leaders can develop effective followers through a process called SELF MANAGEMENT LEADERSHIP , which means leading others to lead themselves.Empowerment of employees and use of SELF DIRECTED TEAMS have increased the importance of followers who can think critically and independently and are capable of taking action to improve the organization.

Self Management leadership calls for Leaders to share power and responsibility With their sub ordinates in such a way that every one becomes a LEADER .Leaders act as COACHES , MENTORS show trust in others , remove barriers to Learning , and offer encouragement and support .Developing Leaders throughout the Organization enables the company to react quickly to threats and opportunities .

The first myth of Management is that it exists.06

77

L e a d e r s h I p – The Empowerment ContinuumL e a d e r s h I p – The Empowerment Continuum

Have NO

decision

discretio

n

Give in put

Participate in

Decisions

Make

Decisions

Are re

sponsible

For Decision

Process and

strategyHIGH

Many &Complex

Degree of

Empowerment

LOW.FEW

PeriodicBriefings

Suggestions programs

Quality Circles

Participation Groups

Cross functional Teams

Self Management Self directed teams

Employee Skills required

The superstar cannot win the Game alone

8

Leadership – Distinction between Dialogue and Discussion Page : 1

CASE STUDY :Remaking of Singapore : Throughout the past Four decades, Singapore Government policy – makers have been decisive in making fundamentalChanges to help the country meet its internal and external challenges. In the 1960 s, decision makers adopted the Labour intensive industrialization policy to help solve the un employment problem with in the context of a rapidly expanding Population and an over reliance on entrepot trade .In the 1970s a decision was made to move the manufacturing hub up the value added ladder to bolster Singaporeans’ standard of Living. 1980s cost over runs resulted in a domestic recession and the Govt decidedly switched to a flexible cost strategy to help businesses survive and to attract more Foreign direct investments. In 1997/98 the Asian Financial crisis saw Singapore suffer greater Repercussions than other more enterprising economies such as Taiwan .

9

Leadership – Distinction between Dialogue and Discussion Page : 02

Policy makers then decided to encourage more Singaporeans to own and run their own businesses . Then Sept 11 terrorist attack on USA which challenged the Country socially , politically , militarily ,

technologically , and Economically . These threats prompted the Govt to set up a REMAKING Singapore

COMMITTEE IN February 2002 to decide how Singapore should be run in the coming years .The committee went to solicit feedback from the public. A total of 18 dialogue sessions were held and 1000 people gave opinions in person and 600 via website . The Govt urged people to speak up as the Govt was more willing to listen.Both forms of communication, dialogue and discussion can result in organizational change. However the result of a Discussion is limited to a specific topic being deliberated , where as the result of the dialogue is characterized by group unity , shared meaning and transformed mindsets. Dialogue thus transforms communication and by extension , the Organization.

Information and communication are NOT synonyms. Information is giving out , while communication is getting through – S.J Harris.

10

Leadership – ParadoxesLeadership – Paradoxes – Pg 01 – Pg 01

Sometimes Positive characteristics of Leaders are in fact negatives when they are excessive . ( or when they stand alone without counter balancing virtues) Thus although courage is essential , leaders who are nothing but courageous are , In fact foolhardy . Vision is likewise a necessary component of Leadership but people who are all vision are influential dreamers ( perhaps that is why few professors are Dreamers). And although persistency , consistency , and resolve are requisite leadership traits ,too much of those good things lead to self defeating inflexibility and stubbornness .

Margret Thatcher presents an instructive case in point.Both her admirers and critics agree that no leader ever spent more time walking the Particularly fine line between creating followers ( who saw her as principled) and Generating enemies ( who found her inflexible) than did Mrs Thatcher.

11

Leadership – Paradoxes – Pg 02

Leadership requires simultaneous alignment and adaptability . Leaders do not do much. Yet they are indispensible . The most change activities are delegated, yet successful

transformations require strategic leadership. In fact all Leadership is about resolving paradoxes and managing a

series of necessary tensions in the absence of clear knowledge of where to draw the line .

Corporate Leaders are continually faced with seemingly impossible choices between Such considerations as

Long term Vs Short term , People Vs Profits , Continuity Vs Change It is obvious that the answer is seldom either / or . Instead it is both –

with a little more emphasis on one concern than the other.

1212

Leadership – Comparing Management and LeadershipLeadership – Comparing Management and Leadership

DIRECTION Planning and Budgeting . Keeping an eye on the Bottom line

Creating vision and Strategy.

Keeping eye on horizon

ALIGNMENT Organizing and staffing Directing and controlling

Creating boundaries

Creating short culture and valuesHelping others Grow

Reducing Boundaries

RELATIONSHIPSFocusing on Objects – Producing /

Selling Goods and services Based on position power

Acting as Boss

Focusing on people – inspiringAnd motivating followersBased on personal power

Acting as Coach , facilitator , servant

PERSONALQUALITIES

OUTCOMES

Emotional distance Expert mind

TalkingConformity

Insight in to Organization

Maintains stability

Emotional Connections (Heart)Open mind (mindfulness)

Listening ( communication)Non Conformity (Courage)Insight in to self ( integrity)

Creates Change , often radical change

MANAGEMENT LEADERSHIP

12

13

Leadership – Four pair of attributes to

classify people for personality types

Introversion versus Extroversion

Sensing versusIntuition

Thinking versus Feeling

Judging versus Perceiving

Extroverts gain energy from being around others while Introverts

gain energy by focusing on personalthoughts and feelings

Those with sensing preference gatherand absorb info thro’ 5 senses where

as Intuitive people rely on less direct perceptions.

Feeling type tends to rely more on theirValues and sense of what is right or Wrong. Thinking type tend to rely more On logic and be very objective in decision

making

People with judging preference like Certainty and closure. They enjoy

having goals and deadlines.The other group enjoy ambiguity , Dislike deadlines and change mind

Several times.

14

Leadership : Personality -

Hermann’s Whole brain Model

LOGICAL ANALYTICALFACT BASEDQUANTIATIVE

HOLISTICINTUITIVE

INTEGRATINGSYNTHESIZING

ORGANISEDSEQUENTIAL

PLANNEDDETAILED

INTER PERSONALFEELING BASED

KINESTHETICEMOTIONAL

HERMANN’S WHOLEBRAINMODEL

A – UPPER LEFT

B- LOWER LEFT

D- UPPER RIGHT

C - LOWER RIGHT

Directive and authoritative

Conservative and Traditional

Holistic, adventurous, risk taking

Friendly , trusting and empathetic

Work will always expand to take the time allowed – Parkinson’s Law

15

Leadership – Bad leader BAD LEADER

INCOMPETENT

RIGID

INTEMPERATE

CALLOUS

CORRUPT

INSULAR

EVIL

You cannot by ignoring a thing make it go away.

16

In competent LeadershipIn competent Leadership – Bad Leader – Bad Leader ► The Leader and at least The Leader and at least

some Followers lack the will some Followers lack the will or Skill or both the sustain or Skill or both the sustain effective action. With regard effective action. With regard to at least one important to at least one important Leadership challenge , they Leadership challenge , they do not create positive do not create positive change.change.

► Some Leaders lack practical , Some Leaders lack practical , academic , or emotional academic , or emotional intelligence.intelligence.

► Others are careless , dense , Others are careless , dense , distracted , slothful or sloppy distracted , slothful or sloppy or they are easily undone by or they are easily undone by uncertainty and stress , uncertainty and stress , unable effectively to unable effectively to communicate , educate or communicate , educate or delegate and so on delegate and so on

The First rule of Planning is that the people who must do the work should participate in planning it.

17

Rigid Leadership – Bad Leader

The Leader and at least some Followers are stiff and unyielding . Although They may be competent , they are unable or unwilling to adapt to new ideas ,New information , or changing times .

The Factors that frame today’s success will often create tomorrow’s failure.

Failure to react quickly to remain competitive in today’s global environment Places survival in a tenuous position.

1818

Intemperate LeadershipIntemperate Leadership – Bad Leader– Bad Leader

Intemperate Leadership : The Leader lacks self control and is aided and abetted by Followers who are unwilling or unable effectively to intervene.

When Leaders lose self control and their followers find out about it , it’s a distraction , some times even a major distraction.

Business as usual must be viewed as totally unacceptable.Business has to change to survive.

19

Callous Leadership – Bad Leader

The Leader and at least some Followers are uncaring and unkind. Ignored or discounted are the needs , wants and wishes of most members of the GroupOr Organization , especially sub ordinates.

Many Organizations are successful in spite of themselves than because of themselves.

20

CORRUPT LEADERSHIP – Bad Leader

• The Leader and at least some followers lie , cheat or steal . To a degree that exceeds the norm , they put self interest ahead of the public interest

• Like a virus that easily insinuates itself , corrupt leaders and those who follow them , are everywhere.

•

Most Organizations operate at a three – sigma quality level . For every million Opportunities to screw up , they will do so 66400 times.

21

INSULAR LEADERSHIPINSULAR LEADERSHIP – Bad Leader – Bad Leader

The Leader and at least some followers minimize or disregard the health andWelfare of “ the other “ – that is , those outside the Group or Organization for which they are directly responsible.

INSULAR LEADERS establish Boundaries between themselves and their Followers on the One side , and every one else on the other side . To insular Leaders , human rights in General are less important than the rights , and even the needs and wants , of their specific constituencies. To a degree this is simple human nature .My Group – My Family – My Tribe – My Country - competes with your Group for scarce resources , and it comes first in every other way as well.Still Leaders could decide differently. They could decide to promote inter Group relations characterized by Collaboration and cooperation rather than by Competition and conflict.In today’s small world the idea of what constitutes the common Good is different from what it was before. It is more inclusive . No longer can we make a distinction between self interest and the common interest.

All significant multi disciplinary efforts require coordinated ,Cooperative effort – commonly called TEAM WORK

22

EVIL LEADERSHIPEVIL LEADERSHIP – Bad Leader – Bad Leader

The Leader and at least some Followers commit atrocities.They use pain as an instrument of Power.The harm done to men , women , and children is sever than the slight.The harm can be physical , psychological or both .

All that is necessary for the triumph of evil is that Good men do nothing .- Edmund Burke

2323

Leadership – Five levels of Sub ordinate Leadership – Five levels of Sub ordinate participation in Decision makingparticipation in Decision making

INFLUENCY BY LEADER AREA OF FREEDOM FOR GROUP

DECIDECONSULT

INDIVIDUALLYCONSULT

GROUPFACILITATE DELEGATE

You make the Decision alone

And eitherAnnounce or Ink it to the Group. You

May use yourExpertise in

Collecting infoThat you deemRelevant to theProblem from

The groupOr others.

You present the

Problem to the

Group members

Individually, get

their suggestionsand make the

Decision.

You present the

Problem to the

Group members

In a meeting , get their

Suggestions , and make the

Decision.

You present theProblem to the

Group in a meetYou act as Facilitator ,

defining the problemTo be solved andThe boundaries

With in which theDecision must be

Made. Your Objective is to getConcurrence on

A decision. Aboveall you take care to

Show that your ideasAre not given any

Greater weight thanThose of others simple

Because of your Position.

You permit the Group

to take the decision within

prescribed limits.The group

undertakes theIdentification &

Diagnosis of theProblem, developing

Alternative Procedures for solving it, and

Deciding on one Or more alternative

Solutions. Your role Is important

Behind the scenesProviding needed

Resources andEncouragement.

23

2424

Leadership – The Five big personality Dimensions Leadership – The Five big personality Dimensions

LOW EXTROVERSION HIGH

LOW AGREEABLENESS HIGH

LOW CONSCIENTIOUSNESS HIGH

EMOTIONAL STABILITY

OPENNESS TO EXPERIENCE

QUIET,WITH DRAWNUNASSERTIVE

ALOOF,EASILYIRRITATED

IMPULSIVE,CARE FREE

MOODY , TENSE LOWERSELF CONFIDENCE

NARROW FIELD OFINTERESTS, LIKESTHE TRIED – ANDTRUE

OUT GOING ,ENERGETICGREGARIOUS

WARM,CONSIDERATEGOOD NATURED

RESPONSIBLE ,DEPENDABLE ,GOAL ORIENTED

STABLE ,CONFIDENT

IMAGINATIVE ,CURIOUS,OPEN TO NEWIDEAS

LOW HIGH

LOW HIGH

25

Emotional Intelligence & organizational Effectiveness

HRFUNCTIONS

ORGANIZATIONALCLIMATE

AND CULTURE

LEADERSHIP

RelationshipsOrganizationaleffectiveness

IndividualEmotionalintelligence

GroupEmotional

Intelligence

26

Four Organizational Frames of reference

1. STRUCTURAL :Mindset : Machine , Economics , Plans

Emphasis : Goals , Systems and Procedures , Formal authorityDangers : Rigidity & Tyranny

2. HUMAN RESOURCES :Mindset : Family , belonging , clan

Emphasis : People , Support , EmpowermentDangers : Lack of content or substance

3. POLITICAL:Mindset : Jungle , Power , Schemes

Emphasis : Resource allocation , Negotiation , Coalition buildingDangers : Power plays for purpose of self interest

4. SYMBOLIC: Mindset : Theater , spiritual meaning , Dreams

Emphasis : Vision , culture and values , inspiration Dangers: “Messiah “ Complex

A Frame is a perspective from which a LEADER views the world. Leaders often begin Within a limited structural perspective of the organization and develop other Frames .Based on their own personal development and experience with in the organization. Each Frame has its strengths and weaknesses . Effective Leaders strive for a balanced perspective so that all theneeds of the Organization are met.

System of shared meaning and

values

Viewing orgn. as arenas

of on goingConflicts, tension

People are the Orgn’s most valuable

.resource

Job Description

PolicyProcedure

26

2727

Examples of brief vision Examples of brief vision statements of corporates statements of corporates Bharat heavy Electricals (India): A world Bharat heavy Electricals (India): A world

class innovative , competitive and class innovative , competitive and profitable engineering enterprise providing profitable engineering enterprise providing total business solutions.total business solutions.

KT ( Korean telecom) : The value KT ( Korean telecom) : The value networking company.networking company.

Sony( Japan): Celebrations of Life.Sony( Japan): Celebrations of Life. Singapore Telecoms: Breaks barriers and Singapore Telecoms: Breaks barriers and

build Blocks .build Blocks . Cathay Pacific( Hongkong) :The most Cathay Pacific( Hongkong) :The most

admired airline in the world.admired airline in the world. Petronas ( Malaysia) : A Leading oil and Petronas ( Malaysia) : A Leading oil and

Gas multinational of choice.Gas multinational of choice.

2828

The Four Corporate Cultures The Four Corporate Cultures

INTERNALFOCUS

EXTERNAL FOCUS

FLEXIBILITY

STABILITY

CLAN CULTURE VALUES:CO OPERATIONAGREEMENTFAIRNESSSOCIAL EQUALITY

BUREAUCRATIC CULTURE:VALUES:ECONOMY,FORMALITYRATIONALITYORDER, OBEDIENCE

ADAPTABILITY CULTURE :VALUES: CREATIVITYEXPERIMENTATIONRISK,AUTONOMYRESPONSIVENESS

ACHIEVEMENT CULTURE:VALUES:COMPETITIVENESSPERFECTIONISMAGGRESSIVENESSDILIGENCEPERSONAL INITIATIVE

Each of the 4 cultures can be successful. Leaders should see that the Orgn. does not get “stuck” in cultural values that worked in the past but are no longer successful, especially In joint ventures with Foreign partners.

29

A MODEL OF STYLES TO HANDLE CONFLICT

Cooperativeness

Unassertive

Assertive

Uncooperative

Cooperative

Avoiding

Competing Collaborating

Accommodating

COMPROMISING

Assertiveness

Competing style:Should be used when Quick ,decisive action is vital.

Avoiding style: It is appropriate when an issue is trivial , when there is No chance of winning, when a delay to gather more info is needed.

Compromising style:It is appropriate when the Goals on both sides wants to Split the difference to expedite The solutions.

Accommodating style : It reflectsHigh Degree cooperativeness. This Style is best when people realize that they were wrong .

Collaborating style : This reflects bothA high degree of assertiveness and of co operativeness .

3030

Why Good Performers Leave – List of PUSH FACTORS Why Good Performers Leave – List of PUSH FACTORS

They see NO link between They see NO link between their pay and their their pay and their performance.performance.

They don’t perceive Growth or They don’t perceive Growth or advancement opportunities advancement opportunities

They do not see their Work as They do not see their Work as important , or their important , or their contributions are not contributions are not recognized and valued by recognized and valued by others.others.

They do not get to use their They do not get to use their natural talents.natural talents.

They have unclear and They have unclear and unrealistic expectations.unrealistic expectations.

They will no longer tolerate They will no longer tolerate abusive managers or Toxic abusive managers or Toxic environments. environments.

31

The Performance measurement cycle –

Four critical Linkages

WHAT GETS REWARDED COUNTS

WHAT COUNTS GETS MEASURED

WHAT GETS MEASURED GETS DONE

WHAT GETS DONE GETS REWARDED

When a valuable employee leaves , it is a signal that something in the system may need fixing

31

32

RELATIONSHIP BETWEEN PRODUCTIVITY & STRESS

LOW HIGH

HIGH

STRESS

PRODUCTIVITY 01

02

03

04

05

06

07

Entitlement

PrideFear

33

The List of Top 10 skills, The List of Top 10 skills, managers need for managers need for

Organizational successOrganizational success

INTER INTER PERSONALPERSONAL

LISTENINGLISTENING PERSUASION / PERSUASION /

MOTIVATIONMOTIVATION PRESENTATIONPRESENTATION SMALL GROUP SMALL GROUP

COMMUNICATIOCOMMUNICATIONN

ADVISINGADVISING INTERVIEWING INTERVIEWING CONFLCIT CONFLCIT

MANAGEMENTMANAGEMENT WRITINGWRITING READING READING

The above is according to a survey of Top Fortune 1000 companies

34

List of Leadership competencies needed by List of Leadership competencies needed by current Managers as listed by Fortune 500 current Managers as listed by Fortune 500

CompaniesCompanies Oral communicationOral communication Written communicationWritten communication Customer FocusCustomer Focus Entrepreneurial OrientationEntrepreneurial Orientation Integrated Functional perspective Integrated Functional perspective Strategic thinkingStrategic thinking Planning / Organizing / Prioritizing Planning / Organizing / Prioritizing Envisioning the Future Envisioning the Future Coaching and TeachingCoaching and Teaching Confidence and self esteemConfidence and self esteem Conflict resolutionConflict resolution Judgment and Decision MakingJudgment and Decision Making DelegatingDelegating MotivatingMotivating Influencing and PersuadingInfluencing and Persuading Stress ToleranceStress Tolerance Team skills ( Leader , Member , Team skills ( Leader , Member ,

Facilitator)Facilitator) Time Management Skills Time Management Skills Project Management skills Project Management skills Reliance on Quality methodsReliance on Quality methods Goal setting skillsGoal setting skills

Creativity and InnovationCreativity and Innovation Financial Management Financial Management Building Follower shipBuilding Follower ship Results OrientationResults Orientation Tolerance of uncertaintyTolerance of uncertainty Technological literacy Technological literacy Flexibility / Adaptability Flexibility / Adaptability Community / Social Focus / Community / Social Focus /

Responsibility Responsibility Empathy Empathy Learning Focus Learning Focus Ethical BehaviorEthical Behavior Inter personal skillsInter personal skills Initiative Initiative Ability to manage a Diverse Work Ability to manage a Diverse Work

force.force.

The real voyage of discovery consists not in seeking new landscapes , but in having new eyes. – Marcel Proust

3535

Leadership – Factors for Change Leadership – Factors for Change

Change has always been a management challenge , but what is different to day is the magnitude of change that companies are encountering.

The following are the bench marked CHANGE DRIVERS :• Accelerated Global Competition • Dissatisfied Customers • Slow Speed of Product innovation and introduction • Flatter and leaner Organizations • Bureaucratic infighting and inertia • Rapidly changing technology • Changing worker Values • Productivity / efficiency stagnation

If you always do what you have always done , you will always get what you always got

36

Change Management Change Management The only thing which does The only thing which does

not have a change is not have a change is “change” itself It is ever “change” itself It is ever constant. Change is life. constant. Change is life. Life is change It just Life is change It just happens like the weather . happens like the weather . Changes result from Changes result from chance , choice, or crisis chance , choice, or crisis and are generally un and are generally un predictable. predictable.

But the process of “how” But the process of “how” we move through life’s we move through life’s changes is predictable.changes is predictable.

There are people in There are people in “change pain” – sad , mad , “change pain” – sad , mad , angry , blaming , afraid – angry , blaming , afraid – their sense of loss and their sense of loss and confusion often driving confusion often driving their lives in to uncharted their lives in to uncharted emotional waters.emotional waters.

The SIX stages of CHANGE The SIX stages of CHANGE are:are:

Stage – 1 : LOSS TO Stage – 1 : LOSS TO SAFETY SAFETY

Stage – 2 : DOUBT TO Stage – 2 : DOUBT TO REALITY REALITY

Stage – 3 : DIS COMFORT Stage – 3 : DIS COMFORT AND DISCOVERY AND DISCOVERY

Stage – 4 : DISCOVERY Stage – 4 : DISCOVERY TO PERSPECTIVE TO PERSPECTIVE

Stage – 5 : Stage – 5 : UNDERSTANDING THE UNDERSTANDING THE BENEFITSBENEFITS

Stage – 6 : EXPERIECING Stage – 6 : EXPERIECING INTEGRATION INTEGRATION

It is NOT the strongest of the species that survives , nor the most intelligent , but rather the one most responsive to change - Charles Darwin

37

STAGE – 04

DISCOVERYFeelings of

ANTICIPATIONThoughts are

RESOURCEFUL Behavior is ENERGIZED.

STAGE – 01

LOSSFeelings of FEAR

Thoughts are CAUTIOUS

Behavior isPARALYZED

STAGE – 05

UNDERSTANDINGFeelings of

CONFIDENCEThoughts are PRAGMATICBehavior is

PRODUCTIVE.

STAGE – 06

INTEGRATIONFeelings of

SATISFACTIONThoughts are

FOCUSEDBehavior is GENEROUS.

STAGE – 02

DOUBTFeelings of

RESENTMENTThoughts are SKEPTICAL.

Behavior is RESISTENT

STAGE -03

DISCOMFORTFeelings of ANXIETY

Thoughts are CONFUSEDBehavior is

UNPRODUCTIVE

DANGER ZONE

THE CHANGE CYCLE

Both TEARS and SWEAT are SALTY , but they render a different result. Tears will get you SYMPATHY ; Sweat willGet you CHANGE .

38

CHANGE MANAGEMENT – CHANGE MANAGEMENT – ART OF FLEXIBILITY ART OF FLEXIBILITY

Nothing is static .Hence there is no more effective way of orienting oneself is a ceaselessly changing world than by understanding the art of Flexibility – and by practicing it at every turn.This includes the way you talk about the world and about the work and your self. Whenever possible , try to practice Flexible self talk

RIGID TALK“1.JUST CREATES PROBLEMS “

2.“IAM BEING TAKEN ADVANTAGE OF”

3.“THIS PROBABLY MEANS SOMETHING BAD”

4.“ THIS SITUATION STINKS”5.“THEY FORCED MY HAND “6.“THISIS RUINING MY DAY”

FLEX TALK1.” HOW CAN I MAKE THIS WORK?”

2.“ WHAT CAN I OFFER THISSITUATION?’

3.“THIS MIGHT LEAD TO SOMETHING GOOD”

4.“HOW WILL I FEEL ABOUT THISIN A WEEK?’5.“ I NEED TO LEARN MORE BEFOREI TAKE ACTION”

6.“ IAM RESPONSIBLE FOR HOW I HANDLE THIS “

39

MAKING SENSE OF WHAT WAS AND WHAT IS ?

Change has a considerable psychological impact on the human mind.To the fearful , it is threatening because it means that things may get worse.To the hopeful , change is encouraging because things may get better.To the confident , it is inspiring because the challenge exists to make things better.

39

40

Chinese word for change

The Chinese word for CHANGE is “WEI JI”.It means two things .

CRISIS and OPPORTUNITY That bears repeating .

“WEI JI” – CRISIS AND OPPORTUNITY