Producing change is about 80 percent leadership -- establishing direction, aligning, motivating, and inspiring people -- and about 20 percent management -- planning, budgeting, organizing, and problem solving. Unfortunately, in most of the change efforts the percentages are reversed. Our business schools and work organizations continue to produce great managers; we need to do as well at developing great leaders.

1. SUJEET
21st
Century

2. The following is inscribed on the tomb of an Anglican Bishop in Westminster Abby (1100 A.D.) …
When I was young and free and my imagination had no limits, I dreamed of changing the world. As I
grew older and wiser, I discovered the world would not change, so I shortened my sights somewhat
and decided to change only my country. But it, too, seemed immovable. As I grew into my twilight
years, in one last desperate attempt, I settled for changing only my family, those closest to me, but
alas, they would have none of it. And now, as I lie on my deathbed, I suddenly realize: If I had only
changed myself first, then by example I would have changed my family. From their inspiration and
encouragement, I would then have been able to better my country, and who knows, I may have
even changed the world.
Learning and Development Centre
for Excellence SPCL SJ Sarwan

3. Producing change is about 80 percent leadership -- establishing direction, aligning,
motivating, and inspiring people -- and about 20 percent management -- planning,
budgeting, organizing, and problem solving. Unfortunately, in most of the change
efforts the percentages are reversed. Our business schools and work organizations
continue to produce great managers; but what we need is at developing great
leaders.
Leaders who successfully transform businesses do eight things right. No organization
today – large or small, local or global -- is immune to change.
To cope with new technological, competitive, and demographic forces, leaders in
every sector have sought to fundamentally alter the way their organizations do
business. These change efforts have paraded under many banners -- total quality
management, reengineering, restructuring, mergers and acquisitions, turnarounds.
Yet, despite all of this change, most organizations fail at managing change.
According to change management guru John Kotter, fewer than 15 of the 100 or more
companies studied have successfully transformed themselves.
Want to be the Change ..
Learning and Development Centre
for Excellence SPCL SJ Sarwan

4. These identified eight change paths can be addressed as in order are :
1.Est ablish a Sense of Urgency - Examine market and compet it ive realit ies,
I dent if y and discuss crises, pot ent ial crises, or maj or opport unit ies.
2.Form a Powerf ul Guiding Coalit ion - Assemble a group wit h enough power
t o lead t he change ef f ort , Encourage t he group t o work as a t eam.
3.Creat e a Vision - Creat e a vision t o help direct t he change ef f ort , Develop
st rat egies f or achieving t hat vision.
4.Communicat e t he Vision - Use every vehicle possible t o communicat e t he
new vision and st rat egies, Teach new behaviors by t he example of t he
guiding coalit ion.
5.Empower Ot hers t o Act on t he Vision - Get rid of obst acles t o change,
Change syst ems or st ruct ures t hat seriously undermine t he vision,
Encourage risk-t aking and nont radit ional ideas, act ivit ies, and act ions.
While the particulars of every case vary, John Kotter has identified eight critical
stages of successful change management. Mismanaging any one of these steps
can undermine an otherwise well-conceived vision.
Learning and Development Centre
for Excellence SPCL SJ Sarwan

5. These identified eight change paths can be addressed as in order are :
6.Plan f or and Creat e Short -Term Wins - Plan f or visible perf ormance
improvement s, Creat e t hose improvement s, Recognize and reward
employees involved in t he improvement s.
7.Consolidat e I mprovement s and Produce St ill More Change - Use increased
credibilit y t o change syst ems, st ruct ures, and policies t hat don' t f it t he
vision, Hire, promot e, and develop employees who can implement t he vision,
Reinvigorat e t he process wit h new proj ect s, t hemes, and change agent s.
8.I nst it ut ionalize New Approaches - Art iculat e t he connect ions bet ween
t he new behaviors and organizat ional success, Develop t he means t o ensure
leadership development and succession.
Learning and Development Centre
for Excellence SPCL SJ Sarwan

6. “Leaders establish the vision for the future and set the strategy
for getting there; they cause change. They motivate and inspire
others to go in the right direction and they, along with
everyone else, sacrifice to get there.”
– John Kotter
In all .. Constructive Transformation is the
key word.
Learning and Development Centre
for Excellence SPCL SJ Sarwan

7. “Leaders establish the vision for the future and set the strategy
for getting there; they cause change. They motivate and inspire
others to go in the right direction and they, along with
everyone else, sacrifice to get there.”
– John Kotter
In all .. Constructive Transformation is the
key word.
Learning and Development Centre
for Excellence SPCL SJ Sarwan