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Producing change is about 80 percent leadership -- establishing direction, aligning, motivating, and inspiring people -- and about 20 percent management -- planning, budgeting, organizing, and problem solving. Unfortunately, in most of the change efforts the percentages are reversed. Our business schools and work organizations continue to produce great managers; we need to do as well at developing great leaders.
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The following is inscribed on the tomb of an Anglican Bishop in Westminster Abby (1100 A.D.) …
When I was young and free and my imagination had no limits, I dreamed of changing the world. As I grew older and wiser, I discovered the world would not change, so I shortened my sights somewhat and decided to change only my country. But it, too, seemed immovable. As I grew into my twilight years, in one last desperate attempt, I settled for changing only my family, those closest to me, but alas, they would have none of it. And now, as I lie on my deathbed, I suddenly realize: If I had only changed myself first, then by example I would have changed my family. From their inspiration and encouragement, I would then have been able to better my country, and who knows, I may have even changed the world.
Learning and Development Centre for Excellence SPCL SJ Sarwan
Producing change is about 80 percent leadership -- establishing direction, aligning, motivating, and inspiring people -- and about 20 percent management -- planning, budgeting, organizing, and problem solving. Unfortunately, in most of the change efforts the percentages are reversed. Our business schools and work organizations continue to produce great managers; but what we need is at developing great leaders.
Leaders who successfully transform businesses do eight things right. No organization today – large or small, local or global -- is immune to change. To cope with new technological, competitive, and demographic forces, leaders in every sector have sought to fundamentally alter the way their organizations do business. These change efforts have paraded under many banners -- total quality management, reengineering, restructuring, mergers and acquisitions, turnarounds. Yet, despite all of this change, most organizations fail at managing change. According to change management guru John Kotter, fewer than 15 of the 100 or more companies studied have successfully transformed themselves.
Want to be the Change ..
Learning and Development Centre for Excellence SPCL SJ Sarwan
These identified eight change paths can be addressed as in order are :
1.Establish a Sense of Urgency - Examine market and competitive realities, Identify and discuss crises, potential crises, or major opportunities.
2.Form a Powerful Guiding Coalition - Assemble a group with enough power to lead the change effort, Encourage the group to work as a team.
3.Create a Vision - Create a vision to help direct the change effort, Develop strategies for achieving that vision.
4.Communicate the Vision - Use every vehicle possible to communicate the new vision and strategies, Teach new behaviors by the example of the guiding coalition.
5.Empower Others to Act on the Vision - Get rid of obstacles to change, Change systems or structures that seriously undermine the vision, Encourage risk-taking and nontraditional ideas, activities, and actions.
While the particulars of every case vary, John Kotter has identified eight critical stages of successful change management. Mismanaging any one of these steps can undermine an otherwise well-conceived vision.
Learning and Development Centre for Excellence SPCL SJ Sarwan
These identified eight change paths can be addressed as in order are :
6.Plan for and Create Short-Term Wins - Plan for visible performance improvements, Create those improvements, Recognize and reward employees involved in the improvements.
7.Consolidate Improvements and Produce Still More Change - Use increased credibility to change systems, structures, and policies that don't fit the vision, Hire, promote, and develop employees who can implement the vision, Reinvigorate the process with new projects, themes, and change agents.
8.Institutionalize New Approaches - Articulate the connections between the new behaviors and organizational success, Develop the means to ensure leadership development and succession.
Learning and Development Centre for Excellence SPCL SJ Sarwan
“Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there.”
– John Kotter
In all .. Constructive Transformation is the key word.
Learning and Development Centre for Excellence SPCL SJ Sarwan
