CERTIFIED MANAGER OF QUALITY/ORGANIZATIONAL EXCELLENCE
CERTIFIED MANAGER OF QUALITY/ORGANIZATIONAL EXCELLENCE
PART I- LEADERSHIP Leader Roles and Responsibilities
Class Discussion: Leadership
Who comes to mind when you think of great leaders?
Person
Why?
The greatest oak was once a little nut that held its ground.
PART I- LEADERSHIP Leader Roles and Responsibilities
A leader: Leads Models desired behaviors Listens Conceptualizes and has good intuition Fosters strategic intent/direction Knows what is needed at the moment Facilitates appropriate actions Does real work Sees it as it is Committed to the growth of people
A leader is a: Change agent Project manager Resource manager Technical expert Deliver of tasks and results Relationship builder Gentle, clear, and persistent persuader Coach Facilitator Consensus builder
Lead the team through the process and deliver the results.
PART I- LEADERSHIP Leader Roles and Responsibilities
Leadership in Action
LEADER
Proactive Company interest Trusts people Good listener Tolerant of open discussion Decisive Comfortable with people Builds Humble NON LEADER Reactive Self interest Suspicious and doubting Good talker Intolerant of open disagreement Unsure Uncomfortable with people Takes apart Arrogant
Source: A Passion for Excellence
PART I- LEADERSHIP Leader Roles and Responsibilities
Leadership in Action
LEADER Strong convictions Does all types of work Confronts nasty problems Available Takes blame Gives credit Consistent and credible Open Courageous and risk taker NON LEADER Waffles Above dirty work Elusive Slippery Artful dodger Hard to reach Takes credit Looks for scapegoat Unpredictable Secretive Looks for the easy way
Source: A Passion for Excellence
LEADERSHIP
Manager Roles & Responsibilities
PART I- LEADERSHIP CHANGE MANAGEMENT
Survival of the Fittest!
Need to Change Now for Trying Times ahead! The best time for change is when things are going right
PART I- LEADERSHIP CHANGE MANAGEMENT
30,000 Foot View
Changes to behaviors, as well as technical changes Projects are going to challenge assumptions about how we do business Challenging those assumptions will create resistance
Overcoming resistance is key to success
PART I- LEADERSHIP CHANGE MANAGEMENT
Employee Reaction to Change Varies
Some continually resist change
Some are cautiously optimistic: Will the change be sustained? Is there management support?
Some quick to accept without question
PART I- LEADERSHIP CHANGE MANAGEMENT
PART I- LEADERSHIP CHANGE MANAGEMENT
Activity: Experience with Changes
Objective To gain understanding of experiences with organizational changes, both good and bad. (15 minutes) Instructions 1. Think about changes you have experienced at your organization. On a flipchart, list characteristics of changes that were well accepted or resisted. 2. Prepare to share some of the experiences with the large group.
Good Experiences Changes
Bad Experiences
PART I- LEADERSHIP CHANGE MANAGEMENT
Connecting the Science and Art of Change
Science
Science
Methods & Calculation Statistical Methods Statistical Tools Facts and Data Process Change
Art
Role Management Culture Change Organizational Change
Art
Communication Strategy Rewards Strategy
PART I- LEADERSHIP CHANGE MANAGEMENT
Organizational Change Management Roles
Sponsor Person with ultimate responsibility, allocates resources and calls for change Stakeholder May be responsible for area being impacted Needs clear understanding of the change Willing to support the change May be a sponsor
PART I- LEADERSHIP CHANGE MANAGEMENT
Change Agent Sponsors, Stakeholders, Managers , Team members, PMs Is the person that acts as a catalyst and assumes the responsibilities for managing the change process Create and monitor change plan Need to fully understand and be able to clearly communicate the change Target Group or groups impacted by the change Sponsors, Process Owners, stakeholders, change agents and customers could and would likely be targets of the change
PART I- LEADERSHIP CHANGE MANAGEMENT
Key Elements of Organizational Change Management
Role Management Culture Change Structure Change Communication Strategy Rewards Strategy
Successful linkage of these elements will allow you to effectively integrate the rigor and tactical tools with Organizational Change Managementcomplete the puzzle.
PART I- LEADERSHIP CHANGE MANAGEMENT
Culture Change Culture shapes an organizations decision patterns, guides its actions, and drives the individual behavior of all members (The way we do things around here).
What are the written and unwritten rules? How do people behave? What do we believe?
The degree of change and what people believe, how they behave, and the rules they follow will have a strong impact on the success or failure of the change.
PART I- LEADERSHIP CHANGE MANAGEMENT
Structure Change
Structure change is an evaluation of the Current - as is and Future - to be, which is defined by the following: Organization chart(s) Physical layout Staff location Tools such as equipment and software Are there organizational changes needed? Are staff relocations necessary? Do current tools and equipment support the to be?
PART I- LEADERSHIP CHANGE MANAGEMENT
Communication Strategy
Communication strategy defines the message to be delivered and the method of delivery What is the message to be delivered? Who is the target audience? Is it tailored to the audience? Who will deliver the communications? When should the communications be delivered? How will the communications be delivered? How frequently should communications occur? How will feedback be obtained and used to address resistance?
PART I- LEADERSHIP CHANGE MANAGEMENT
Effective Communications for Successful Change
Honest and simple Communicate early and communicate often Communicate with all of your change targets be consistent from one audience to the next but tailor your message to be relevant Be open to concerns and questions from all levels and areas of the business affected; invite dialogue Build communications to address concerns voiced A clear demonstration of the leaderships commitment to the change and the success of the business A clear description of the compelling need to change
PART I- LEADERSHIP CHANGE MANAGEMENT
Reward Strategy
The Reward Strategy will define how desired behaviors will be recognized What behaviors will be recognized? Who will provide recognition? What is appropriate recognition of milestone progress? How will recognition be accomplished? How can performance objectives be identified to sustain change?
What are consequences of not exhibiting desired behaviors?
PART I- LEADERSHIP Teams and Teams Process
Team Growth Stages
Team Formation
Characteristics of High Performing Teams
Perform Form
Clear goals and objectives Clear roles and responsibilities Understand relationships Work well together Procedures and ground rules Effective Leadership
Norm
Storm
High performance does not just happen.
PART I- LEADERSHIP Teams and Teams Process
Dont Forget the Softer Side of Business
Technical Statistics Hard Skills Science
People Subjective Soft Skills Art
The soft stuff is the hard stuff.
PART I- LEADERSHIP Teams and Teams Process
Your Role as a
To reach your improvement goals, the team needs to become a strong, cohesive team, but it takes work to transform a group into a team. Part of the work involves learning how to play various roles on your team, roles that will help bring the members of your team together and accomplish your goals as effectively as possible.
Task-Oriented Roles Group Dynamics-Oriented Roles
Teacher
Shaper
Innovator
Coordinator
Networker
Politician
Manager
Analyzer
Implementer
Harmonizer
Gatekeeper
Leader
PART I- LEADERSHIP Teams and Teams Process
Why Teams?
Improves productivity Better results (products, processes, services) Better able to handle complex problems Can handle many aspects of the business Differentiation through diversity of thoughts and ideas Improves morale, enthusiasm and creativity Networking (broader base, learned experiences) Teams succeed over the work of the lone genius!
PART I- LEADERSHIP Teams and Teams Process
Why Teams Fail
Goals Unclear......55% Changing Objectives...55% Lack of Mutual Accountability.51% Lack of Management Support.49% Lack of Role Clarity..47% Ineffective Team Leadership...45% Low Team Priority.40% No Team-based Pay.....30%
Org. found Management Support is more critical
Source: Hay Group 1996 Team Survey
PART I- LEADERSHIP Teams and Teams Process
High Performing Teams
Blanchards Model Teams have a sense of Purpose, they are Empowered, they practice good Relationships and Communication, they exhibit Flexibility, then try for Optimal Performance, they Recognize and Appreciate each other and have high Morale. When all components are strong, location or product becomes irrelevant.
PART I- LEADERSHIP Teams and Teams Process
Gain Team Members Commitment
Change can be achieved through commitment or compliance. While building commitment is usually the goal of the change management effort, it is expensive... Compliance Commitment
I have to do it this new way
I will react to this change - if I must
I want to do it this new way
Reaction
Action Testing
I will act to achieve this change
I must absorb this change
Testing
I will put myself at stake for this change
Negative perception
I feel threatened by this change
Positive perception
I see the opportunity in this change
Engagement
I see the implications for me/us
Understanding
I know why and what will change
Awareness
I am being told about something
PART I- LEADERSHIP Teams and Teams Process
Team Growth Stages
All effective teams move though stages of growth. A team must work through four developmental stages to be successful. Team leader and members must understand the different stages and adapt their behavior to maximize team effectiveness.
Team Growth Stages
Team Formation
Perform Form
Norm
Storm
PART I- LEADERSHIP Teams and Teams Process
Team Development
FORM STORM NORM PERFORM
PRODUCTIVITY (COMPETENCE)
MORALE (COMMITMENT)
Most Organizations found: Many teams are between STORM and NORM No correlation between payroll and development stage Time is not a major factor
PART I- LEADERSHIP Teams and Teams Process
Form
Team Asks: Individuals Asks: What is our purpose? Why am I here? What procedures will we use? What role will I play? What should our scope be? How much influence will I have? Who should be on the team? How much am I willing to Who should be the team leader? contribute? Do we have management How will we interact with each support? other? How much time do we have? Will I be accepted? Do we have enough time? Teams dont evolve they are created and developed.
PART I- LEADERSHIP Teams and Teams Process
Storm
Individual Asks: Do I agree with our purpose? How do I feel about the teams power structure? Are the benefits of sharing information worth the risks? How will my role be decided? Do we really have a chance of success? Team Asks: How should conflict be resolved? How should we deal with team ground rule violations? What do we do when we get stuck?
PART I- LEADERSHIP Teams and Teams Process
Norm
Individual Feels: Sense of belonging and accomplishment Freedom to express his or her ideas Mutual trust Team Manifests: Sense of unified purpose Use of effective procedures Productivity Honoring team ground rules
PART I- LEADERSHIP Teams and Teams Process
Perform
Individual Feels: Its fun! High trust and friendship High creativity and personal inspiration Great progress is being made Team Manifests: Effective coordination of activities and abilities Exceptional productivity and results Excellent communication with the world beyond the team High level of mutual support
PART I- LEADERSHIP Teams and Teams Process
Conflict Resolution
In order for teams to move forward from Storm to Norm, teams must understand: How to identify conflict and how to resolve it How to identify blockages and how to unblock How team blockages affect progress and how to unblock them
When managed correctly, conflict produces new ideas, solves problems, expands capabilities, and improves creativity.
PART I- LEADERSHIP Teams and Teams Process
Helping Teams with Conflict
Listed below are some key steps for helping a team work through conflict. This is a suggested approach, but team leaders may use different steps. Team leaders may have to alternate between these steps as they work through conflict with the team.
Identify the Conflict Clarify the Issues Manage the Conflict
Clarify and summarize different points of view Ask for points of agreement and disagreement Look at situation from customers points of view Get data Place yourself in the other persons position Ask how to resolve differences
Source: Facilitating for Results by Zenger Mille
