Define Characteristics of Leadership Driven Change Management Intermediate Cost Analysis and Management Defending Our Turf: An Organizational Reality Terminal Learning Objective • • Task: Define Characteristics of Leadership Driven Change Management • Standard: with at least 80% accuracy Condition: You are training to become an ACE with access to ICAM course handouts, readings, and spreadsheet tools and awareness of Operational Environment (OE)/Contemporary Operational Environment (COE) variables and actors • • Define the scope of leadership Define the role and qualities required of a leader So What’s Next? This week we have: Week Three Applying the Process Cost Control Theory Org Based Control Role Based Control Output Based Control Change Management • • Learned the Theory Applied Three Methods of Control What about next week? • • People or “Soft Skills” “Managing your boss” • You may have more skill than your boss, but he/she is still the boss • To be a change agent you will need to know how to influence above your pay grade Assignment Ahead! • • • Identify a concept or an idea from this course that you are interested in applying in your organization Prepare an ‘elevator’ presentation of minute, to a 2-Star General (1 power point page = min) Include: - The idea/ concept Why is it important Why it benefits the mission What you want the general to next, in support of your idea/concept Leadership Driven Management Leading is not a stand alone activity, but rather part of the overall direction of the organization We need to know “where we need to go” first, and then, make it happen Senior leaders set the course Often where we need to go means a change in our course of action, resulting in potential resistance Leadership is required to manage the change process Destination Leadership Destination Leadership Strategy Strategy Results Results Leadership Leadership Management Management 2011-2015 FORSCOM Campaign Plan Four Campaign Components of FCP • • • • Sustain Prepare RESET Transform FORSCOM Campaign Plan Overarching Requirement: • • Effectively and Efficiently Allocate and Use Resources Given this: • How can you help your boss succeed? Fort Hood Strategic Plan 2010-2015 Vision: To be the Army’s premier Installation that Prepares, Deploys, and Resets soldiers and modular units for Global Contingencies; Sustains soldiers, families and civilians; while transforming to meet demands of persistent conflict Mission: Train soldiers and units for full spectrum operations and take care of soldiers, families, and civilians at Ft Hood Effective & Efficient from Top Down FCP EE & & EE Org Vision EE & & EE Org Mission EE & & EE Commander’s Intent EE & & EE Strategic Plan Effective change leadership recognizes the realities of resistance to change and deals with such resistance proactively! If one reacts - he/she basically has failed because the leader has not thought through any and all scenarios The Nature of Organization Change • Organization Change • Forces for Change – – – Any substantive modification to any part of the organization (e.g., work schedules, machinery, employees) External forces in the organization’s general and task environments forcing the organization to alter the way in which it competes Internal forces inside the organization causing change in its structure and strategy some internal forces are responses to external pressures External Forces for Change Workforce Fiscal Realities Diversity Changing National Technology Security Varied Missions Internal Forces for Change Company Declining Crisis Effectiveness Changing Employee Changing Work Climate Budget Reduction Expectations General Management Capability MOTIVATION VISION MENTALITY ASPIRATIONS AGGRESSIVENESS RISK PROPENSITY PEOPLE/LEADERS Institutionalized Practices COMPETENCE POWER BASE PROBLEM SOLVING LEADERSHIP KNOWLEDGE Use of ‘software’ (people/leaders) to influence ‘hardware’ (Institutionalized practices) General Management Capability CLIMATE VISION CULTURE POWER STRUCTURE REWARD AND INCENTIVES People/Leaders COMPETENCE INSTITUTIONALIZED SYSTEMS INFORMATION STRUCTURE PRACTICES TECHNOLOGY CAPACITY LINE MANAGERS STAFF MANAGERS Scope of Change Incremental Change: change of a relatively small scope, such as making small improvements Such as: Ft Huachuca; combined Fire and Child Care emergency support services Strategic Change: change of a larger scale, such as organizational restructuring Transformational Change: change in which the organization moves to a radically different, and sometimes unknown, future condition Such as: Ft Hood (Forced to transform Business Practices by facing unknown future outcome) • • Organizational Change Planned Change: Change that is designed and Unplanned Change: Change that is a implemented in an orderly and timely fashion piecemeal response to events and resulting from a deliberate decision circumstances as they develop at times imposed and often unforeseen Leaders must be prepared to handle both Learning Check Q What What forces combine to create a change environment? Q What would be the most difficult type of change to prepare for? © Dale R Geiger 2011 30 Change Agent’s Role Change Agent: the individual or group who undertakes the task of introducing and managing a change in an organization Effective change agents build relationships: • • • Within the leadership team Between the team and organizational members Between the team and key environmental players REQUIREMENT: SENIOR LEADER LEVEL SUPPORT Senior Leader Level Support Senior Leaders: • • • • Commit via written and verbal communication Demand expertise Allocate resources: people, time, knowledge building, tech support, etc Expect deliverables which include understanding, demonstrating and improving the change and the mission Support Top Top Do Middle Middle Bottom Bottom Bottom Does it • • Middle Supports it Bless Top Blesses it • Change in an Organization Change Agent and Top must: Energize the line of command Count on: 25% are for the change - 25% are absolutely against it and 50% are the ‘fence sitters’ Change Agents - Internal Advantages Issues • • Knows past history, political system, and culture • Must live with results of change so will move carefully To succeed, they must be perceived as: • • • Trustworthy Credible (with Expertise) Champions of Change (with Proven Track Record) May be associated with factions, accused of favoritism • May be too close to the situation to be objective Seven Steps to Create Change by Beer & Eisenstat Mobilize energy and commitment through joint identification of business problems Develop a shared vision of how to organize and manage process Identify the leadership for change Focus on results Start change at the periphery Institutionalize success through formal policies, systems and structures Monitor and adjust strategies in response to problems in the change process Learning Check Q What is the primary indicator of change agent’s potential for effectiveness? Q Name two of the steps for creating change © Dale R Geiger 2011 36 ... 2 011 -2 015 FORSCOM Campaign Plan Four Campaign Components of FCP • • • • Sustain Prepare RESET Transform FORSCOM Campaign Plan Overarching Requirement: • • Effectively and Efficiently Allocate and. .. families and civilians; while transforming to meet demands of persistent conflict Mission: Train soldiers and units for full spectrum operations and take care of soldiers, families, and civilians... Personnel and Equip Units to Rebuild Readiness for Future deployments Transform to Meet the Demands of the Persistent Conflicts in the 21st Century • General James D Thurman **** US Army Forces Command,