022 steve remedios - on handling change
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The document discusses handling change and leadership. It emphasizes establishing urgency for change, creating a coalition to support the change, developing and communicating a clear vision and strategy, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches. It also discusses discovering what is unique about individuals and capitalizing on their strengths as well as discovering universal human needs and fears and addressing them for effective leadership.
022 steve remedios - on handling change
- 1. Steve Remedios On Handling Change… “Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on motivation; less on external control of people and more on internal discipline”
- 2. Why this PPT? I have been reflecting on the year gone by… We have cracked new launches and VWD in 2008… BUT… Market Share is still not looking up! And that leaves a bad taste in my mouth…
- 3. If I were the captain of the sales team… I would have changed some of the players I would have changed the training routines I would have changed the way we play the game I would have got a new coach for the team I would have brought in state of the art technology to break down the opponents players.
- 4. Stephen Rodger Waugh The Leader and The Legend of the Invincible Aussies “Winning is not everything, it is the only thing” “Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on motivation; less on external control of people and more on internal discipline”
- 5. Core Values Competitiveness “Son, you just dropped the World Cup” Teaming “Quick to deflect credit, quicker to share blame” Lack of Personal Ego Mark Taylor declared when he was 334 not out Waugh focussed on minimizing ‘individual stardom’
- 6. Core Values Careful Recruitment Allan Border for 6 years (2.77 W/L Ratio) Mark Taylor despite slump (3.02) W/L Ratio) “Pick a team, then select the captain” Abiding Faith ‘Servant Leadership’ One who leads by example, and who has the holistic well being of each of his charges very much at heart
- 7. Processes Constant Innovation Match Preparation Separate teams for ODI Action plans for every and Tests player in the opposition Bowling first on winning a Psychological profile of toss key members One percent targets Warm up routines Long Term Planning Retirement Australia A Gilchrist Coaching Infrastructure “Why” vs. “Why Not?” Rotation of players Warne
- 8. 8 Steps to Major Change* Establish urgency Create a coalition Develop a vision & strategy Communicate the vision broad- Empower broad-based action Generate short-term wins short- Consolidate gains & produce more change Anchor new approaches *Adapted from Leading Change by John P. Kotter
- 9. 8 Words to Major Change* Establish urgency Create a coalition Develop a vision & strategy Communicate the vision Empower broad-based action broad- short- Generate short - term wins Consolidate gains & produce more change Anchor new approaches *Stolen with pride from Leading Change by John P. Kotter
- 10. Establish Urgency Overcoming Complacency is crucial A compelling need has to be developed and shared Visible Crises catch peoples’ attention and drive up the urgency levels The Fire Engines only leave once an alarm has been sounded!
- 11. Create a Coalition Power & Credibility: to legitimize change (critical mass); Ability to reward/confront Pain &Sacrifice: Personal Stake; Pursue change despite personal price Expertise: Informed & intelligent decision making Public/Private Role: Commitment and ability to support change publicly/ meet privately with agents Pitfalls: Avoid those who create mistrust or put their own immediate interests above the greater goal
- 12. Develop a vision & strategy Develop, articulate and communicate a shared vision of the desired change that is: Imaginable – Creates a Picture Desirable – Appeals to the long-term interest long- Feasible – Realistic & Attainable Focused – Clearly guides decisions Flexible – Allows for changing conditions Communicable – Successfully explained in 5 min.
- 13. Communicate the Vision Keep it Simple; Lose the Jargon Create Verbal Pictures Multiple Forums; Repetition Lead by Example; Your Behavior Speaks Explain the Appearance of Inconsistencies 2- Way: Listen as Well as Share
- 14. broad- Empower broad-based action Sponsors: Senior management leaders - the driving force of change - must walk the walk. Advocates: Allies of leaders, deploy the vision - communicate - involve - sell – MOTIVATE the masses. Agents: Influence sponsors’ commitment, target resistance, measure readiness, assess existing people/structures Targets: Everyone in organization - develop, train, reinforce, support
- 15. short- Generate short-term wins Plan for and create regular “wins” Recognizing and rewarding people who facilitate the “wins” Momentum is building, less resistance You get what you reward There is no such thing as ‘Too Much Recognition’ in a climate of change!
- 16. Consolidate gains & produce more change Use increased credibility to change other systems that don’t fit the vision Hire, promote, and develop people who implement the change vision Reinvigorate the process with new projects, themes, and change agents Don’t let up
- 17. Anchor new Approaches May involve turnover. Maintain clear focus. Cultural change comes last, not first. Embrace resistance. Respect those who resist.
- 18. Heifitz & Laurie – 6 Principles
- 25. Steve’s TIBs TIB = This I Believe “Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on motivation; less on external control of people and more on internal discipline”
- 26. This I Believe Level 10 – The One Thing You Need To Know – The 5 Dysfunctions Of A Team – DLE – How Full Is Your Bucket – The Lucifer Effect – Jack Welch – Broken Windows Theory – Emotional Intelligence – The Truth About You – Dee Hock – Q12 – Marcus Buckingham – Tom Peters – GROW – The Leadership Engine – Remarkable – The Purple Cow – Seth Godin – Socratic Condemnation – Gladwell – 10,000 hour rule
- 27. This I Believe Level 10 – The One Thing You Need To Know – The 5 Dysfunctions Of A Team – DLE – How Full Is Your Bucket –The Lucifer Effect – Jack Welch – Broken Windows Theory – Emotional Intelligence – The Truth About You – Dee Hock – Q12 – Marcus Buckingham – Tom Peters – GROW – The Leadership Engine – Remarkable – The Purple Cow – Seth Godin – Socratic Condemnation – Gladwell – 10,000 hour rule
- 28. This I Believe Level 10 – The One Thing You Need To Know – The 5 Dysfunctions Of A Team – DLE – How Full Is Your Bucket – The Lucifer Effect – Jack Welch – Broken Windows Theory – Emotional Intelligence – The Truth About You – Dee Hock – Q12 – Marcus Buckingham – Tom Peters – GROW – The Leadership Engine – Remarkable – The Purple Cow – Seth Godin – Socratic Condemnation – Gladwell – 10,000 hour rule
- 29. This I Believe Level 10 – The One Thing You Need To Know – The 5 Dysfunctions Of A Team – DLE – How Full Is Your Bucket – The Lucifer Effect – Jack Welch – Broken Windows Theory – Emotional Intelligence – The Truth About You – Dee Hock – Q12 – Marcus Buckingham – Tom Peters – GROW – The Leadership Engine – Remarkable – The Purple Cow – Seth Godin – Socratic Condemnation – Gladwell – 10,000 hour rule
- 30. This I Believe Level 10 – The One Thing You Need To Know – The 5 Dysfunctions Of A Team – DLE – How Full Is Your Bucket – The Lucifer Effect – Jack Welch – Broken Windows Theory – Emotional Intelligence – The Truth About You – Dee Hock – Q12 – Marcus Buckingham – Tom Peters – GROW – The Leadership Engine – Remarkable – The Purple Cow – Seth Godin – Socratic Condemnation – Gladwell – 10,000 hour rule
- 31. In Summary! Broken The Lucifer Windows Establish urgency Effect Create a coalition Develop a vision & strategy Communicate the vision Empower broad-based action broad- short- Generate short - term wins Consolidate gains & produce more change Be Truly Anchor new approaches Truth About Remarkable You!
- 32. The End Steve Remedios “Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on motivation; less on external control of people and more on internal discipline”
- 33. The One Thing You Need To Know “Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on motivation; less on external control of people and more on internal discipline”
- 34. Great Managing Discover what is unique about each person and capitalize on it. “Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on motivation; less on external control of people and more on internal discipline”
- 35. Three Things Strengths & Weaknesses Triggers Styles of learning Analyzing Doing Watching
- 36. Great Leading Discover what is universal and capitalize on it. “Success will depend less on rote and more on reason; less on the authority of the few and more on the judgment of many; less on compulsion and more on motivation; less on external control of people and more on internal discipline”
- 37. Five universals Fear of Death Fear of the Outsider Fear of the future Fear of chaos Fear of insignificance
- 38. Five Universals Fear of Death (need for security) Fear of the Outsider (need for community) Fear of the future (need for clarity) Fear of chaos (need for authority) Fear of insignificance (need for respect)
- 39. The disciplines of Leadership Take time to reflect Select your Heroes with great care Practice