Leadership & change management, Lecture 3, by Rahat Kazmi

LEADERSHIP AND CHANGE
MANAGEMENT
REFLECT YOUR PERSONAL EFFECTIVENESS
WITHIN AN ORGANISATION

LECTURE 2

BY

RAHAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

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Reflect your Personal

Effectiveness within an

Organisation


Personal Effectiveness in an Organisation


Objectives

After today you all
will know what is
expected of you
in an organisation
towards your
personal effectiveness

Leadership – New Reality

OLD PARADIGM NEW PARADIGM
 Industrial Age  Information Age

 Stability  Change

 Control  Empowerment

 Competition  Collaboration

 Things  People and Relationships

 Uniformity  Diversity

If you do not know where you are , you can’t be in control .


Leadership : Personality -
Hermann’s Whole brain Model

A – UPPER LEFT D- UPPER RIGHT
LOGICAL HOLISTIC
ANALYTICAL INTUITIVE
FACT BASED INTEGRATING
QUANTIATIVE SYNTHESIZING
HERMANN’S
Directive and authoritative Holistic, adventurous, risk taking
WHOLE
BRAIN INTER PERSONAL
ORGANISED
SEQUENTIAL
MODEL FEELING BASED
PLANNED KINESTHETIC
DETAILED EMOTIONAL

Friendly , trusting and empathetic
Conservative and Traditional
B- LOWER LEFT C - LOWER RIGHT
Work will always expand to take the time allowed – Parkinson’s Law
6

High Bureaucratic Organization:
Common Approach to Business Problems
YES NO
DOES THE THING WORK?

DON’T MESS
DID YOU MESS WITH IT?
WITH IT
NO
YES

NO DOES ANYONE YOU DUMB
KNOW? *#@>!!

HIDE IT YES YES
WILL YOU
CATCH HELL?
YOU POOR
$#@! ~*%$

TRASH IT

CAN YOU BLAME SOMEONE ELSE?
NO
YES

NO PROBLEM

Why Good Performers Leave
List of PUSH FACTORS

• They see NO link between their pay and their
performance.
• They don’t perceive Growth or advancement opportunities
• They do not see their Work as important , or their
contributions are not recognized and valued by others.
• They do not get to use their natural talents.
• They have unclear and unrealistic expectations.
• They will no longer tolerate abusive managers or Toxic
environments.

A New Reality

“Time in America and most of Modern World
is shrinking. Companies have down-sized
their staffs and up-sized the workloads of
all the survivors. These people need
shortcuts every waking minute of their
lives.”


Our Solution

 1. Systematically identifying and isolating the core
negatives driving an individual’s performance.

 2. Intentionally eliminating those negatives — indeed,
transforming them into powerful positives.


Some Tips to improve personal
effectiveness at workplace

 Developing the ability to think clearly and
logically
 Presenting the ideas effectively and in a
way that other person understands the
point



 Being confident in conducting oneself and
in presenting the ideas
 Time management

 Dissolving Conflict



 Good planning
 Not showing sentimental emotions and
putting off your face
 Understanding the priorities



 Being a good listener
 Understanding

 Reducing stress



 Being proactive
 Motivate your team

 Being optimistic



 Be a continuous learner



 Be a professional
 Avoid egoism

 Building good relationships



 Be flexible
 Be matured

 Good dressing



 Being updated


Individual-Level Performance

Inputs Design Components Outputs

Organization Skill
Variety
Design

Group Design Task Task Individual
Identity Significance
Effectiveness
Personal
Characteristics
(skill, knowledge Autonomy Feedback
attitude)


The Performance measurement cycle –
Four critical Linkages

21
WHAT COUNTS GETS MEASURED

WHAT GETS REWARDED COUNTS
WHAT GETS MEASURED GETS DONE

When a valuable employee leaves , it is a signal
that something in the system may need fixing

WHAT GETS DONE GETS REWARDED

• Organization design is concerned with
Organization the larger organization within which the
Design individual job is the smallest unit.

• Group design concerns the larger group
Group or department containing the individual
Design job.
• Like organization design, group design is
an essential part of the job context.


• Personal characteristics of
individuals occupying jobs include
their age, education, experience,
Personal
Characteristics
and skills and abilities.
• Personal characteristics can affect
job performance as well as how
people react to job designs.


Individual- Job Performance
Skill Variety
The degree to which the job
requires a variety of different
activities

Task Identity Autonomy
The degree to which the job The degree to which a job provides
requires completion of a whole freedom and discretion in
and identifiable piece of work scheduling the work and
determining work methods.

Task Significance Feedback About Results
The degree to which a job has a The degree to which a job provides
significant impact on other employee with direct and clear
people’s lives information about the effectiveness of
task performance

Job Characteristics Model - Hackman/Oldham
Core Job Psychological States Personal and Work
Dimension Outcomes

Skill Variety Experienced
Task Identity meaningfulness of the
Task Significance wok • High internal work
motivation
Experienced • High-quality work
Autonomy responsibility for performance
outcomes of the work • High satisfaction
with the work
• Low turnover
Knowledge of the
Feedback actual results of the
work activities

Individual- Level Performance

• What is the design of the larger organization within which
the individual jobs are embedded?

• What is the design of the group containing the individual
job?

• What are the personal characteristics of jobholders?


Individual- Level Performance

• How much skill variety is included in the jobs?

• How much task identity do the jobs contain?

• How much task significance is involved in the jobs?

• How much autonomy is included in the jobs?

• How much feedback about results do the jobs contain?


Personal Effectiveness At Work

Personal effectiveness means making the most at all
personal resources at our disposal - our personal talents,
energy and time relative to what's most important to us.


Need for this Approach

Personal effectiveness Creates Success.
So be a star performer we don’t need only degrees &
medals but also self improvement


Benefits

 Develop ability to think clearly and logically
 Structure thoughts and present ideas cohesively and
effectively
 Increase levels of confidence in conducting oneself with
internal and external customers


Topics

- Positive Impact - Communication

- Setting Goals - Time Management

- The trust Factor – Creating Win- - Stress Management
Win Relationship

- Self mastery – A Plan for - Conflict resolution
Personal Success

- Workplace Etiquettes
- Addressing Emotions at work


Positive Impact

• Set of behaviors • How to be the
that are beneficial type of employee
at all levels of the successful
organization companies fight to
keep, by applying
seven high-
performance
behaviors to their
professional life.

Set of Behaviors

7 habits of Highly effective People by Steven Covey
:-

1)Be Proactive
2)Begin with the end in mind
3)Put first thing first
4)Think win – win
5)Seek first to understand, than to be understood
6)Synergize
7)Sharpen the saw

Stand Out At Work

Career development is not
always about moving up in
the organization.

It's more about constantly
improving yourself and
getting the most out of your
job and work life.

To stand out in a good way,
you need to be aware of the
consequences of what you
think, say, and do

What To think, or Not

 Think You can (and will)
succeed

 People have confidence
in us when we have
confidence in ourselves,


We gain confidence when Skill & knowledge grow


Make self development plans Try New Things


Think about your work as more than a Job

 Energy
 Enthusiasm
 Attitude


Think Excellence

 Doesn't it feel great to get through the day without challenging
ourselves to learn something new or do something great?

 Go beyond the minimum effort, easy way and the safe path.
 Work hard


What to say or not

Don’t use inappropriate language (like swearing)

Don’t complain & Argue too much


What to Do, or Not to Do

Don't talk about personal problems

Don’t talk Politics & Religion


What to Do, or Not to Do

Be professional by meeting commitments & respecting
your responsibilities to others & yourself

Look and act professional


Have fun at work, and at the same time, let
people know you can handle difficult situations
with a level head


• Watch your appearance by being well groomed
(bathed, trimmed, combed, etc.) and well dressed
(accepted clothing for the position you want, tucked in
shirt, clean shoes, matching socks, etc.).

• Be mature by behaving like a reliable grownup.

Create growth opportunities for yourself

 Build Relationships
 Learn From your mistakes
 Be flexible - "That's not my job." "I don't want to do that


Setting Goals

• S = Specific

• M = Measurable

• A = Attainable

• R = Realistic

• T = Timely

Specific – What, Why and How?

Measurable – If you can’t measure it , you can’t manage it

Attainable – Goals you set which are too far out of your
reach, you probably won't commit to doing.

Realistic - Realistic does not mean Easy, in this case, means
"do-able."

Timely :- Set a timeframe for the goal: for next week, in three
months, by fifth grade. Putting an end point on your goal
gives you a clear target to work towards.

Creating Win–Win Relationship

 Develop your communication and behavior skills to
create a climate of trust, collaboration and goodwill
with coworkers


Self mastery – A Plan for Personal Success

 Learn a set of principles and personal management skills that
will change how you view your life and enable you to grow in
personal confidence and effectiveness


Etiquettes at work

Say Hello, how are you

Your Physical and Verbal behavior


Etiquettes at work

Sit up straight Your appearance


Some more Tips

 Be Self aware – Self-awareness is a critical component to
etiquette in any situation.(How many people are Self Aware?)
 Taking particular note of coworker annoyance is good place to
start . Use them as rules of thumb for behavior that you find
particularly obtrusive and make a concerted effort not to do
the same.
 Use common sense, try not to be too loud and unpleasant
 Avoid Strong Cologne & Perfume – Use light and Soft ones
 Mind your own business –


Keep Your noise to yourself

Use speakerphone only for conference calls

Don’t talk loudly across partitions

Answers phone promptly, don’t let it ring several times Keep cell phone ringers low


Keep your germs to yourself

 This is basic; but many
overlook it
 Cover your mouth when you
sneeze & Cough
 Don’t pick your nose
 Failure to do so is rude,
inconsiderate and stupid


Communication

Speak with more confidence and listen carefully to build rapport
Analyze and utilize body language to your advantage


Time Management

Realize that time management is a myth – We have only 24
hours in a day. Time doesn’t change. All we can actually manage
is ourselves and what we do with the time that we have

Find out where you’re wasting time - Many of us are prey to
time-wasters that steal time we could be using much more
productively. Do you spend too much time 'Net surfing,
reading emails, or making personal calls?


Time Management

Prioritize ruthlessly -
Learn to delegate and/or outsource.


Stress Management

• Avoid people who stress you out
• Avoid hot-button topics
• Pare down your to-do list


Conflict Resolution

Listen first; talk second
Keep people and problems separate


Make sure that good Use active listening skills to ensure that
relationships are the you hear and understand other’s positions
first priority and perceptions.

When you talk use an adult, assertive approach
rather than a submissive or
aggressive style

Addressing Emotions At Work

Kick habits that hurt you. Habits such as procrastinating, overeating, being
disorganized, avoiding conflict…etc
Learn how to stay calm and clearheaded when you start to lose your temper
Eliminate over-reactive behaviors and replace them with reasonable behaviors
Learn behavior modification skills that people will notice—and will likely
want to copy themselves

Take ownership of your emotions and your reactions


Attitude

 Always keep a positive attitude
 Talk nicely and be nice


Recommended Further Readings

1. Thomas Cummings and Christopher Worler, Organization
Development and Change, South Western College
Publishing

2. Stephen Robbins, Organizational Behavior, Prentice Hall

3. Marvin Ross Weisbor, Organizational Diagnosis : A
Workbook of Theory and Practice, Perseus Books Group


Leadership & change management, Lecture 3, by Rahat Kazmi

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