Leading Leading ChangeChange

Jim Lightfoot (TJG) Jim Engelkes (TJG) Lloyd Hasche (MTC)

How do you respond to change?

An Exercise about change based on a Ken Blanchard /seminar

The Seven Dynamics of Change

Feeling awkward Thinking about what they have to give up Feeling alone Can handle only so much change Different levels of readiness Concern over resources Reverting back to old behavior

Value-Based LeadershipValue-Based Leadership

From the Book

Leading Change Overcoming the Ideology of Comfort and the Tyranny of

Custom by James O'Toole

Jossey-Bass Publishers

Christ’s Entry Into Brussels in 1889 by James Ensore

The Challenge:The Challenge:Can anyone lead from the Can anyone lead from the middle of an inattentive middle of an inattentive crowd of individualists, crowd of individualists,

each a political and social each a political and social equal, and every last one equal, and every last one

bent on demonstrating that bent on demonstrating that fact?fact?

Where and How Can We Begin to Lead Effectively?

Three possible answers– Command– Manipulate– Paternalize

Can Change Be Commanded?

No Imposing will on another heightens resistance

to change

Can Leaders Achieve Change by Manipulating Followers?

No It often succeeds in the short term, but

ultimately fails. Expediency cannot be concealed forever

Can Change Be Shepherded?

No Leaders are not shepherds because followers

don’t respond like sheep– Herding cats maybe easier – Few people tolerate being paternalized

Is Contingency or Situational Leadership Effective?

“It all depends” is used in many businesses today

Leaders assume that chaos requires toughness Perception of “Men on White Horses” who

promise to bring order out of chaos Ineffective in the long term

– Acting tough even once will be seen as inconsistent, destroying the trust that is essential

The Fallacy of Tough Leadership

The tough-guy actions of most leaders are often signs of: – Their own past failures – The failures of their predecessors – Their current leadership shortcomings

Tough guys don’t lighten up when the crisis has passed

In the long run, strongmen are ineffective

A Values-based Alternative

Ask questions to the people closest to you about themselves

Listen carefully to what potential followers say they need and want

Respond thoughtfully As followers become engaged in the process

they receive what they all crave: Respect

The Rushmoreans

George Washington

Theodore Roosevelt

Thomas Jefferson

Abraham Lincoln

Four leaders who practiced value-based leadership

The Rushmoreans Differences

Social origin Educational and professional backgrounds Personal interests and style Different challenges met varying success

The Rushmoreans Similarities

Flawed (like ourselves) Similar styles of leadership

– Dedicated to democratic change through values-based leadership

Described as having: courage, authenticity, integrity, vision, passion, conviction and persistence

Rushmorean Leadership

Listened Encouraged dissenting opinion Granted ample authority to subordinates Led by example--rather than by power,

manipulation or coercion. Masterful teachers who inspired trust and hope Followers became encouraged to serve, to

sacrifice, to persevere and to lead change

The Rushmoreans

Not always popular– Lengthy periods out of power, out of favor, and out of

the public eye.

Responded humanly: depressed The morality of their leadership was rooted in:

– Goals they pursed– Nature of their relationship with those they served

Built a vision that followers were able to adopt as their own because it is their own

Rushmorean Leaders

Avoid crisis Keep unavoidable crisis to manageable

proportions Deal with crisis in a constructive way laying

the groundwork for future healthy growth Involve affected parties at all stages, getting

them to find ways to the items above

Integrity

Never lose sight of your goals or compromise your principles– Be both principled and pragmatic.

Give people hope – People who do not think well of themselves do not act

to change their condition – That is why it is important to remind the followers of

all that is good in them, and the tremendous power latent within them

Trust

Leadership means responsibilities, not privileges. Lead to achieve the ends of the people you lead. You earn trust by serving them. Constantly attempt to expand their tolerance for

change. Challenge the prevailing ideology of comfort

– Get them to think in terms of their long-term self-interest.

Listening

Listen to the people you serve– But, do not become prisoners of public opinion

Refine and enlarge the public view Listen to followers and encourage dissenting

opinion Listening to their petitions, complaints,

grievances, and ideas will help keep your finger on the pulse of the public

Listening (Con’t.)

Surround yourself with people who are more brilliant than yourself and loyal to your causes and values

Keep from meddling with them while they do the work

Respect for Followers

Set your ambition in the cause of idealism Bring forth change by pursuing moral ends

that your followers will ultimately adopt as their own, – Ends that derive from the real needs of the

followers

Why Amoral Leadership Doesn’t Work

Slavery is never justifiable Torture is never justifiable Any violation of natural rights is wrong

Chinese Philosopher Lao-tzu

A leader is best

When people barely know that he exists,

Not so good when people obey and acclaim him.

Worst when they despise him.

“Fail to honor people, They fail to honor you;”

But of a good leader, who talks little,

When his work is done, his aim fulfilled,

They will all say, “We did this ourselves.”

600 B.C.

The Lesson

Without despotic power--which no one has these days--no leader can command or compel change. Change comes about when followers themselves desire it and seek it. The role of the leader is to enlist the participation of others as leaders of the effort. That is the sum and essence not only of leading change but also of good management in general.

The Challenge

Can anyone lead from the middle of an inattentive crowd of individualists, each a political and social equal, and every last one bent on demonstrating that fact?

The answer is yes we can--through values based leadership

How would you apply to

Balance internet security “restrictions/protections” without lengthy and detailed rules 

Modify behavior to get employees to enthusiastically employ internet security practices and processes

Apply social “re-engineering” to overcome the social engineering of the hacker mentality

Get staff members to employ professional codes of conduct Create and deploy policies that are empowering and enable

employees to make good decisions regarding personal security practices

Questions?