Driving Change.


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How would you react to change?. An Exercise about change taking into account a Ken Blanchard/class. . . The Seven Dynamics of Change. Feeling awkwardThinking about what they need to give upFeeling aloneCan handle just so much changeDifferent levels of readinessConcern over resourcesReverting back to old conduct.
Transcripts
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Driving Change Jim Lightfoot (TJG) Jim Engelkes (TJG) Lloyd Hasche (MTC)

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How would you react to change? An Exercise about change in view of a Ken Blanchard/course

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The Seven Dynamics of Change Feeling ungainly Thinking about what they need to surrender Feeling alone Can deal with just so much change Different levels of availability Concern over assets Reverting back to old conduct

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Value-Based Leadership From the Book Leading Change Overcoming the Ideology of Comfort and the Tyranny of Custom by James O\'Toole Jossey-Bass Publishers

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Christ\'s Entry Into Brussels in 1889 by James Ensore The Challenge: Can anybody lead from the center of an unmindful horde of individualists, each a political and social equivalent, and every single one keen on exhibiting that reality?

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Where and How Can We Begin to Lead Effectively? Three conceivable answers Command Manipulate Paternalize

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Can Change Be Commanded ? No Imposing will on another uplifts imperviousness to change

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Can Leaders Achieve Change by Manipulating Followers? No It frequently prevails in the short term, at the end of the day falls flat. Practicality can\'t be disguised always

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Can Change Be Shepherded ? No Leaders are not shepherds since devotees don\'t react like sheep Herding felines perhaps less demanding Few individuals endure being paternalized

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Is Contingency or Situational Leadership Effective? "Everything depends" is utilized as a part of numerous organizations today Leaders accept that turmoil requires strength Perception of "Men on White Horses" who guarantee to bring request out of disarray Ineffective in the long haul Acting extreme even once will be viewed as conflicting, devastating the trust that is fundamental

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The Fallacy of Tough Leadership The intense person activities of most pioneers are regularly indications of: Their own past disappointments The disappointments of their ancestors Their present initiative inadequacies Tough folks don\'t help up when the emergency has gone In the long run, strongmen are inadequate

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A Values-based Alternative Ask inquiries to the general population nearest to you about themselves Listen painstakingly to what potential supporters say they need and need Respond astutely As devotees get to be occupied with the procedure they get what they all need: Respect

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The Rushmoreans Four pioneers who honed esteem based administration George Washington Theodore Roosevelt Thomas Jefferson Abraham Lincoln

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The Rushmoreans Differences Social source Educational and expert foundations Personal interests and style Different difficulties met shifting achievement

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The Rushmoreans Similarities Flawed (like ourselves) Similar styles of initiative Dedicated to popularity based change through qualities based authority Described as having: bravery, credibility, uprightness, vision, energy, conviction and determination

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Rushmorean Leadership Listened Encouraged contradicting sentiment Granted adequate power to subordinates Led by case - instead of by power, control or intimidation. Magnificent educators who propelled trust and trust Followers got to be urged to serve, to give up, to continue on and to lead change

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The Rushmoreans Not generally well known Lengthy periods out of force, out of support, and out of the general population eye. Reacted humanly: discouraged The profound quality of their authority was established in: Goals they pressed together Nature of their association with those they served Built a dream that devotees could embrace as their own on the grounds that it is their own

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Rushmorean Leaders Avoid emergency Keep unavoidable emergency to reasonable extents Deal with emergency usefully laying the preparation for future solid development Involve influenced parties at all stages, motivating them to discover approaches to the things above

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Integrity Never dismiss your objectives or bargain your standards Be both principled and down to earth. Give individuals trust People who don\'t have a favorable opinion of themselves don\'t act to change their condition That is the reason it is imperative to help the devotees to remember all that is great in them, and the enormous power inactive inside them

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Trust Leadership implies duties, not benefits. Prompt to accomplish the finishes of the general population you lead. You procure trust by serving them. Always endeavor to extend their resilience for change. Challenge the overarching philosophy of solace Get them to think as far as their long haul self-intrigue.

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Listening Listen to the general population you serve But, don\'t get to be detainees of popular conclusion Refine and develop the general visibility Listen to adherents and urge disagreeing supposition Listening to their petitions, protestations, grievances, and thoughts will keep your finger on the beat of the general population

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Listening (Con\'t.) Surround yourself with individuals who are more splendid than yourself and faithful to your causes and values Keep from interfering with them while they take the necessary steps

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Respect for Followers Set your desire in the reason for optimism Bring forward change by seeking after good finishes that your supporters will at last receive as their own, Ends that get from the genuine needs of the devotees

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Why Amoral Leadership Doesn\'t Work Slavery is never legitimate Torture is never legitimate Any infringement of regular rights isn\'t right

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Chinese Philosopher Lao-tzu A pioneer is best When individuals scarcely realize that he exists, not exactly great when individuals obey and recognition him. Most exceedingly terrible when they detest him. "Neglect to respect individuals, They neglect to respect you;" But of a decent pioneer, who talks pretty much nothing, When his work is done, his point satisfied, They will all say, "We did this without anyone\'s help." 600 B.C.

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The Lesson Without tyrannical power- - which nobody has nowadays - no pioneer can charge or urge change. Change happens when adherents themselves fancy it and look for it. The part of the pioneer is to enroll the interest of others as pioneers of the exertion . That is the entirety and pith of driving change as well as of good administration all in all.

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The Challenge Can anybody lead from the center of a scatterbrained horde of individualists, each a political and social equivalent, and every single one set on exhibiting that reality? The answer is yes we can - through qualities based administration

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How might you apply to Balance web security "confinements/insurances" without long and definite rules  Modify conduct to get workers to excitedly utilize web security practices and procedures Apply social "re-building" to defeat the social designing of the programmer mindset Get staff individuals to utilize proficient sets of principles Create and send approaches that are engaging and empower representatives to use sound judgment in regards to individual security hones

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Questions?

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