How Leaders Lead and Effect Change Presented by

How Leaders Lead and Effect Change Presented by: Mia Melanson Performance Consulting 508. 650. 0770 mia@performance-consulting. com ©Performance Consulting 2005

Leaders, Managers, and Change Agenda & Fundamental Questions z. How are leaders and managers different? z How do leaders lead? z. What is the new vision, and strategy to achieve the vision/change? How is it articulated? z. Case study #1 z. Case study #2 z. How is change received and accommodated? z. Essential steps for effective change

Management versus Leadership Exercise: 1. Define leadership 2. In groups of 5 -7, identify your activities in your role as help desk manager or supervisor. Which are leadership activities, which are management activities?

Leadership Effective leaders: z Challenge the process; they are innovators z Inspire a shared vision; they focus on goals z Enable others to act; they are team builders z Model the way; they walk the talk z Encourage the heart with visible signs of support; they are advocates for their teams

Leadership versus Management Leaders: Managers: z Innovate z Ask what and why z Do the right thing z Are not afraid to engage conflict and work through it to accomplish change z Initiate transformations, endings, transitions, new beginnings z Implement z Ask how and when z Do things right z View conflict as counterproductive and prefer cooperation to accomplish procedures z Maintain order, consistency, harmony

Leadership Styles z. Coercive z. Authoritative z. Affiliative z. Democratic z. Pacesetting z. Coaching

Coercive Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Demands immediate compliance z Drive to achieve, selfcontrol, initiative z Crisis, turnaround, w/ problem employees z Negative

Authoritative Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Mobilizes people toward a vision z Empathy, change catalyst, confidence z When clear direction is needed, new vision needed z Most strongly positive

Affiliative Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Creates harmony, emotional bonds z Communication, empathy, relationships z Healing rifts in a team, motivating in stressful circumstances z Positive

Democratic Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Forges consensus through participation z Collaboration, team leadership, communication z Getting input from valued employees, building buy-in z Positive

Pacesetting Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Sets high standards for performance z Drive to achieve, initiative, conscientiousness z Getting results from a highly motivated and competent team z Negative

Coaching Style of Leadership Style Attributes Modus operandi Competencies Situation to be effective Overall impact z Develops people for the future z Empathy, selfawareness, developing others z Helping an employee improve performance, developing long-term relationships z Positive

Change Strategy Articulation Essential Processes Critical Metrics Strategic Objectives Vision, Mission, Values

Articulating Change Exercise: 1. Describe an organizational change that you’ve experienced. 2. In your groups, share your experiences. Then choose one scenario and write the key details that were or should have been articulated: vision, mission, values; strategic objectives; critical processes; metrics; new roles and responsibilities

Sample Strategy Map Drivers Vision “We will be the global industry leader in sales and service by valuing our customers and employees and shareholders. ” Market Differentiators Strategic Objectives Achieve an unparalleled level of customer satisfaction • • • Develop a diverse and high-quality workforce Customer Satisfaction Index Vital Measures Critical Processes Mission Employee Satisfaction Manage the installation process Respond to customer Communicate with customer Provide products Set, manage, & document customer expectations and desires • • Values “We are a global, customer-focused sales and service team. We handle more customers than any other - in the world and strive to deliver: consistent, quality customer care , proactive and innovative services, enhanced service recovery, and increased revenue, through technology and informed, empowered employees. ” Call Handling Capabilities Our People (©North Highland Co. ) Attract and hire Train and develop Evaluate, recognize, & reward Integrated communications Online Support Develop and deliver innovative technology solutions % Revenue Growth On-time General Product Release • Product development & products and services performance • Market and sell • Product life cycle business plan process management • Build thru installation process • Revision, warranty, maintenance, & service • • Shareholders Honesty, Integrity and Respect Inclusive, High-Performing Team Culture Safety Creating a Great Place to Work Customer Service Orientation Increase revenue and profitability • Monitor and evaluate key • Value Employees, Customers and Serve as consultant on how to best support products and partners Time-to-Market for New Business Units • Develop services business Service Recovery Maintain and promote a safe work environment % Revenue from New Business Units plan • Develop business plan • Identify and develop to develop services • Educate employees on doing training • Develop local comp. presence • Multi-lingual workforce • Acquire knowledge resources • Continuous education and partnerships/alliances business internationally

Change Program for Improved Customer Care Company Background z Audio systems firm established in the 1960’s z Complex, technical products z Research-driven company z Intention to provide “one call does it all” support z Two support groups merged z Preferred employer in region

Change Program for Improved Customer Care Objectives z Improve service levels through reducing transfers z Make available more knowledgeable staff at first contact z More efficiently utilize support personnel z Provide career path within customer support z Utilize supervisor/peer coach model

Change Program for Improved Customer Care Implementation z 18 month roll-out beginning with formal presentation of strategy with follow-up meetings z Objectives & benefits clearly stated & publicized z Definition of roles & responsibilities, job descriptions, specific examples z Hiring profile defined, 13 new hires z Transition program implemented: train, train….

Change Program for Improved Customer Care Metrics z Customer feedback/satisfaction survey z Team acknowledgement of success z Improved morale, professionalism, knowledge Success Factors z Multi-level product & technical support specialist positions with identified objectives z Recognition program encouraging performance z Ongoing training & coaching

Hindsight is 20/20 Additional Initiatives z More effective coaching to assist with individual transition z More aggressive employee termination / relocation plan z Longer roll-out plan z Key understanding that management and employees view change differently z All in all, change initiative was successful

Situational Leadership: Enabling Others to Act z. Directing z. Coaching z. Supporting z. Delegating

Situational Leadership: Enabling Others to Act Directing Coaching z Low competence z High motivation z New hire z Higher competence z Lower motivation z Relatively new employee - new task Leader: z sets goals z identifies roles z provides specific direction Leader: z sets goals, plans z consults with team member for ideas

Situational Leadership: Enabling Others to Act Supporting Delegating z High competence z Needs encouragement z Experienced analyst z High competence z High motivation z Team lead Leader: z Collaborates with team member to set goals z Team member defines how z Shared decision-making z Collaborates with team member to set goals z Team member is empowered to act, requests resources. input

Steps for Effectively Implementing Change z Analyze your current business situation, identify the need for change and why z Create a sense of urgency z Assemble a leadership team z Establish a new vision and mission z Develop strategies to achieve the vision z Clearly communicate the vision, objectives and strategies to achieve them, use maps - visuals

Steps for Effectively Implementing Change z Redefine roles and responsibilities z Garner or provide necessary resources z Train, train - enabling many to implement z Allow just enough time for success z Publicize and celebrate short-term wins z Evaluate at appropriate intervals z Redesign as necessary

Adopting to Change Innovators Early Majority Early Adopters Late Majority Laggards

Accommodating Change shock denial & isolation Accommodation envision growth new opportunities bargaining building anger guilt & remorse panic depression acceptance of reality resignation to situation

Change versus Transition z Change is an event that is situational and external to us z Transition is the experience of the gradual, psychological reorientation process that happens inside of us z Endings - disengage from “what was” z Neutral Zone - confusion, in-between state z New Beginnings - familiar with “what will be”, acceptance of new reality

Helping with Transition Remember: z Each team member handles transition differently z Be visible in offering assistance z Communicate early and often, group, one-on-one, publications z Ask for feedback z Focus on success z Reward success

How Leaders Lead and Effect Change Presented by: Mia Melanson Performance Consulting 508. 650. 0770 mia@performance-consulting. com ©Performance Consulting 2005