best practices in leadership development and organization change phần 6 ppt

LDF is a choice you make about how effective you want to be. I have been able to shift from an overwhelming goal-pressured micro-manager needing all the details to a trusting, encouraging, and inspiring contributor. —Manufacturing shift manager LDF reinforced the difference between management and leadership. Participating in the program enabled me to see that being vulnerable is acceptable and that learning from my peers is invaluable. —Training manager LESSONS LEARNED • Lesson #1. Don’t wait for corporate. In a large company, there are often cor- porate initiatives focused on how to develop leaders. These efforts can be sig- nificant and can provide consistency while eliminating duplication. However, corporate programs can take a “one size fits all” approach, not tailored to meet the needs of its customers. At the factory level, the need to develop managers is urgent. A small team of competent individuals who understand their imme- diate customers’ needs can move faster than corporate efforts to creatively design and implement a leadership development process. Don’t wait for cor- porate, develop your program then share it with corporate, build it on the inside, share it with the outside. Be bold. Experts are people who started before you did. • Lesson #2. Continuously redesign and update your program. LDF is suc- cessful because the ODT continuously asks, How can we make it better? How can we enhance participants learning? No two LDF programs have ever been the same. Sessions, content, materials, and learning processes are constantly being revised, updated, added, or deleted. If the ODT observes that participants are disengaged or resistant, he or she modifies subsequent sessions or programs to address those issues. The mantra for success is: Design, deliver, redesign, and never stop seeking to enrich your audience’s learning experience. • Lesson #3. Leadership development equals self-reflection. Is LDF about lead- ership or personal development? It’s about both. Every aspect of your program needs to be designed around managers examining what they are doing and how they are being as leaders. Provide a variety of ways for them to see themselves (videotaping, assessments, focus groups, one-on-one coaching) and experience challenges whereby they can apply new learnings. Leadership programs need to provide numerous opportunities for authentic self-expression of vulnerabilities: that’s how participants learn, and that’s how participants grow. Development is not about being comfortable. Forget competency models. You can’t put the art of leadership into someone. True leadership comes from the inside out. INTEL 229 cart_14399_ch09.qxd 10/19/04 12:23 PM Page 229 230 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE • Lesson #4. Three must haves: (1) Risk—Innovate, do what’s never been done at your site, take a stand for implementing a program, be relentless. (2) Support—Do whatever it takes to get key stakeholders on board (sell senior and grassroots supporters, use data to identify development needs). Don’t get locked into the mindset that top management has to attend your program first— they just need to support it. Ensure key stakeholders “hear” from participants what value they are receiving. (3) Passion and knowledge—Implementing an effective leadership program requires dedicated, full-time resources. To succeed, these people must have knowledge of leadership theories, be innovative program developers aligned with the design principles discussed in this case study, and most important, demonstrate a passion for building leaders. CONCLUSION Fab 12’s LDF Program offers an innovative, comprehensive leadership develop- ment process utilizing unique learning methods over a five-month period. Par- ticipants embark on a journey of intense self-reflection, action learning, and coaching sessions whereby they are held accountable to apply new leadership behaviors on the job. Several participants report that they experience LDF as a personal transformation. A rigorous redesign process based on participant feedback and the ODT’s relentless effort to deliver the best learning experience of participants’ careers has resulted in the continuous delivery of LDF regardless of changes in opera- tional priorities, factory ramps, and intense cost-cutting initiatives. The ODT has achieved this while honoring the fundamental design principles and objectives on which the program was founded. LDF has provided a leadership develop- ment program that has enabled Fab 12 to meet and exceed demanding factory output goals. cart_14399_ch09.qxd 10/19/04 12:23 PM Page 230 Exhibit 9.1. Four Stages of WOW! Projects TM 1. Create Find projects that make a difference! Reframe projects to be memorable and have impact for your team and the organization! 2. Sell Sell your vision to gain support! Create quick prototypes, reframe your project based on your customers’ needs. Get buy-in! 3. Execute Develop and implement a plan and ensure accountability. Transform barriers into opportunities. 4. Celebrate Recognize those who contributed to the project. and move on Publish your team’s results. Hand off your project to a steward who will carry it forward. Note: WOW! Projects TM is a trademark of Tom Peters Company. INTEL 231 cart_14399_ch09.qxd 10/19/04 12:23 PM Page 231 Exhibit 9.2. Leadership Action Plan Name : WOW Project Description: Challenging the Process Enabling Others to Act Encouraging the Heart Inspiring a Shared Vision Modeling the Way I will challenge the I will enable others to I will encourage others by: I will inspire and enroll I will “model” the current situation (think accomplish great things b y: others by: following actions/ outside the box) to behaviors to ensure create breakthroughs by: success by: cart_14399_ch09.qxd 10/19/04 12:23 PM Page 232 INTEL 233 Personal Values Personal Experience Exhibit 9.3. Leadership Autobiography Leadership Stand What value(s) serve as the foun- dation of your stand? Consider the following: • Guiding principles that you live by • Values you want to proliferate in the organization • Values you hold to be so fun- damental that you would keep them regardless of whether they are rewarded—they would stand the test of time and would not change Reflect back on experiences in your life. What experiences helped shape the impor- tance of these values for you? What experi- ences could you share that would convey your expertise and, at the same time, acknowledge your limitations? Consider: • Experiences that convey your “humanness” • Experiences that you use to engage, energize, teach, and lead others • A story that describes what makes you tick and how you became the person you are (Continued) Name Insert Picture Here Who I am: 8 words or less “brand” Think about your current role at work for a moment and assume you are here to make a unique contribution. What are you here to do? What REALLY matters to you? Consider: • Why do you come to work? • What is your purpose at work? • What are you passionate about at work? • What are your convictions toward your work? • Why are you committed to this? cart_14399_ch09.qxd 10/19/04 12:23 PM Page 233 234 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Group/Team Vision Your vision of the future state of your group or team must give people a sense of four things: • Why you feel things must change (your case for change) • Where your group/team is going (a clear and powerful image of a future state that is ideal, unique, and establishes a common purpose) • How you will get there (your business philosophy/strategy, your ideas to make the group/team successful) • What it will take from followers, and what the payoff will be when you arrive Exhibit 9.3. Leadership Autobiography (Continued) Your “Leadership Legacy” is what you will leave behind. It is what you want to be known and remembered for. Some personal insights to consider: • What you want to achieve at work • Success you hope to realize • Impact you would like to have on others • The business/operational results you want to be known for Leadership Legacy cart_14399_ch09.qxd 10/19/04 12:23 PM Page 234 Personal Values Personal Experience INTEL 235 Exhibit 9.3. (Continued) (Continued) Name Insert Picture Here Who I am: Leadership Stand cart_14399_ch09.qxd 10/19/04 12:23 PM Page 235 236 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Group/Team Vision Leadership Legacy Exhibit 9.3. Leadership Autobiography (Continued) cart_14399_ch09.qxd 10/19/04 12:23 PM Page 236 INTEL 237 ENDNOTES 1. A “fab” is a semiconductor factory. Intel uses a number to designate each fab (i.e., Fab 8, Fab 11, Fab 12). Fab 12 is located in Chandler, Arizona, and employs 2,100 personnel. 2. Since 1972, the Booth Company (www.720Feedback.com) has provided a full series of role-specific management and leadership surveys. 3. Bennis, Warren. On Becoming a Leader. (New York: Addison-Wesley), 1994, p. 73. 4. Gross, Tracy, and others. “The Reinvention Roller Coaster.” Harvard Business Review, November 1992. 5. Kouzes, James, and Posner, Barry. The Leadership Challenge. (San Francisco: Jossey-Bass), 1995. Kouzes and Posners’ Leadership Model encompasses five practices: challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart. 6. Cashman, Kevin. Leadership from the Inside Out. (Utah: Executive Excellence Publishing), 1998, p. 18. 7. Bennis, Warren. On Becoming a Leader. (New York: Addison-Wesley), 1994, pp. 76–79. 8. WOW! Projects TM is a registered trademark of the Tom Peters Company; WOW! Projects Seminar is a copyrighted workshop (www.tompeters.com). 9. LPI (Leadership Practices Inventory), a thirty-question, 360 leadership assessment by James Kouzes and Barry Posner, assesses five leadership practices: challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart. LPI is a product of and published by Jossey-Bass, Pfeiffer (www.pfeiffer.com). 10. Tom Peters Company (www.tompeters.com) offers global consulting services and in-house training. 11. Ninth House and Instant Advice are trademarks of Ninth House, Inc. Innovation: WOW! Projects TM (and Capturing Brand You TM are trademarks of Tom Peters Company. 12. Venture Up (www.ventureup.com) provides interactive and outdoor adventure team-building events, Phoenix, Arizona, since 1983. 13. Kouzes, James, and Posner, Barry. Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others. (San Francisco: Jossey-Bass), 1999. 14. The “Tom Melohn Case Study” is featured on In Search of Excellence with Tom Peters training video (BusinessTrainingMedia.com). 15. Career Systems International (www.careersystemsintl), a Beverly Kaye company, provides career development, mentoring, and talent retention tools and programs, Scranton, Pennsylvania. 16. The Unified Team Video highlights a leader’s plan for promoting team unity, covering the need to achieve, belong, and contribute (Media Partners Corpora- tion), Seattle, Washington. Founded 1993. cart_14399_ch09.qxd 10/19/04 12:23 PM Page 237 238 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE 17. The Vortex Simulation designed and produced by 3D Learning, LLC (www.3Dlearning.com), an organizational development consulting service specializing in simulations since 1996. 18. Leadership, an Art of Possibility video features Ben Zander, conductor of the Boston Philharmonic Orchestra, who seeks to lead in order to make others powerful (www.provantmedia.com). 19. Balasco, James, and Stayer, Ralph. Flight of the Buffalo (New York: Warner Books), 1993. 20. SEMATECH (www.Sematch.com), located in Austin, Texas, is the world’s pre- miere semiconductor research consortium, since 1986. Member companies such as Hewlett-Packard, IBM, Intel, Motorola, and Texas Instruments cooperate pre- competitively to accelerate the development of advanced semiconductor manufac- turing technologies. ACKNOWLEDGMENTS We’d like to thank the people who have continued to develop the LDF program throughout other business groups at Intel: Steve Thomas, Dorothy Lingren, Brian Schwarz, Lori Emerick, Dina Sotto, Elisa Abalajon, and Mariann Pike. They have managed to transfer the LDF program in its entirety without sacri- ficing its quality or integrity. Other Intel employees who have facilitated the LDF Program at Fab 12 include Laurel Henkel, Paul Denham, Dennis Danielson, Louise Williams, and Tom Eucker. ABOUT THE CONTRIBUTORS Dale Halm, a twenty-year veteran of Intel Corporation, is currently the man- ager of Organizational & Leadership Development for Intel’s Fab 12 micro- processor factory in Chandler, Arizona. Dale holds a M.A. and B.A. in Speech Communications from Northern Illinois University. Janelle Smith is the LDF Program manager with nine years’ Intel experience. Prior to Intel, she was a captain in the U.S. Air Force, with a B.S. in industrial engineering from the University of Arkansas. Susan Rudolph, an organizational development specialist with seven years’ Intel experience, holds a B.S. in business management and psychology & social sciences from Kansas State University. Together, Janelle, Susan, and Dale leverage their passion and commitment to personal transformation to build the leadership capabilities of Intel’s managers. cart_14399_ch09.qxd 10/19/04 12:23 PM Page 238 [...]... standardized by size of unit Note: Only statistically significant correlations are reported 259 260 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE BIBLIOGRAPHY A good source for background information is The Balancing Act: Mastering the Competing Demands of Leadership by K Patterson, J Grenny, R McMillan, and A Switzler (Cincinnati, Ohio: Thompson Executive Press, 19 96) This book points... Covey Leadership Center In over fifteen years of organization development consulting, he has worked with senior leaders in Fortune 100 and government organizations to bring about clear and measurable culture change He has authored or co-authored numerous articles in the areas of personal and organizational effectiveness, and co-authored The Balancing Act: Mastering the Competing Demands of Leadership and. .. 2 Enlisting informal opinion leaders in leading change by identifying them, listening to them, and involving them in strategic ways APPENDIX EVERETT ROGERS Lessons from Known Studies of Diffusion Everett Rogers is well known for his systematic study of how new ideas and behaviors catch on in large and complex populations There is evidence of his in uence in words he helped introduced into business usage... asking genuine questions At the conclusion, opinions had changed Although not even present during the discussion, this opinion leader had exerted powerful in uence 251 252 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Beyond anecdotes, it is always hard to disentangle cause -and- effect in largescale organizational change efforts This case is no different A large number of discrete change. .. certain common but challenging conversations play in accelerating or impeding change and the skills for succeeding at them The book outlines the principles referred to in this chapter that were taught by leaders at Lockheed Martin Everett Rogers’ Diffusion of Innovations (New York: Free Press, 1983) is a seminal work on leading change and the foundation for the opinion leader intervention described in. .. to increasing employee involvement described in this chapter Did culture change help with the JSF win? There is no concrete way of answering that question Did winning the Shingo Prize, Industry Week’s Plant of the Year award, and most important, demonstrating the ability to lead and in uence an organization toward measurably improved performance help? It’s hard to think it didn’t SUMMARY AND BEST PRACTICES. .. Figure 11.7: Interaction with Exterior Systems 262 264 264 265 265 266 266 267 267 268 269 269 270 270 271 272 273 273 274 275 2 76 2 76 278 278 MATTEL RESULTS AND IMPACT 279 Figure 11.8: Comments from Platypi ABOUT THE CONTRIBUTORS 280 280 OVERVIEW This case study describes the unique approach used by the Girls Division at Mattel to successfully reinvent how the world’s number one toy company innovates... cycle was created in which leaders demonstrated more openness and trust while opinion leaders practiced greater directness and candor THE IMPACT? The most important impact of opinion leaders is not in the headlines, it’s in the cafeteria lines Opinion leaders reach into every conversation, every meeting, and every decision made in an organization The question is: Are they in uencing these interactions positively... for change and the change strategy to the three levels immediately below the senior 245 2 46 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE staff in monthly “briefings.” He demanded progress reports, held review meetings, and even promised to remove those who weren’t on board Unfortunately, the president spent most of his time on the road in a high-level sales role—promoting F- 16 purchases... and half of the change initiative (measured in April and September of 1998 and February and June of 1999) indicated no meaningful change in the critical behaviors This changed on the December 1999 survey, where statistically significant ( p Ͻ 001) and meaningful shifts in those results were observed companywide Although the first opinion leader engagement began in the late spring of 1999, it was during . (Continued) (Continued) Name Insert Picture Here Who I am: Leadership Stand cart_14399_ch09.qxd 10/19/04 12:23 PM Page 235 2 36 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Group/Team. needed to make a clear, succinct, and compelling business case for behavior change. That case needed 240 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE cart_14399_ch10.qxd 10/19/04. cultural change, develop skills for positively in u- encing others, and identify issues that most needed to be attacked. Opinion 248 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE cart_14399_ch10.qxd