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