LEADERS OF TOMORROW
You either lead change or you are being changed
- Bernard Lee
Change begins from within
Organisations don't change, people in organisations change
Change is difficult
Why is there a need for change?
Who is impacted by the change?
What is changing?
When is the change?
How are we changing?
Beckhard-Harris Change Equation
What is the "burning platform" for change?
Do I have a clear vision for the desired state?
What is my plan of action to get there?
What am I doing to address the resistance to change?
Small scale changes
Actions to keep change effort under control
Overcome resistance to change
Reduce chances of failure
Large scale transformational change
Ensures implementation plans run quicker and smoother
Innovative actions to improve efficiency
Leverage transformational efforts
Management vs. Leadership
Distributed Leadership Model
Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge
A leader recognises they can’t be all things to all man - finds ways to complement or supplement gaps
Understanding the context they are operating in
Building trusting relationships with others
Creating a compelling image of the future
Creatively finding new ways of people working together
How am I developing these four core leadership skills?
What skills do I need to supplement in my leadership
Who can I complement?
Withstands time and circumstances
Goes beyond organisations and industries
Not dependent on outcomes
Impact and benefits of change outcomes
Motivation for change
Celebrating new (potential) future
PCR Framework for Leading Change
Making change stick
Change is a continuous process of learning, growing and transforming
Change is a journey of engaging and being inclusive
Change is essential for people and organisations to thrive
How am I approaching change?
Am I changing on the inside?
How can we celebrate, sustain and instituitonalise change?