This document summarizes two case studies and provides critical lessons on leadership and change. It analyzes a private sector recruitment company and a police authority that were attempting strategic and cultural changes. The key lessons highlighted are: having a clear rationale for change, building trust between leaders and teams, and tailoring leadership style to organizational culture and type of change. Overall it examines the skills and tools leaders possessed versus what is required for successful change implementation and sustainability.
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IntroductionIntroduction
What is leadership - What is change?
How did we get here? Our collective
discussion led us to the Power of Three
model:
Trust Clear
Rational
One Size
Doesn’t Fit All
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Case Study 1 – Sue HillCase Study 1 – Sue Hill
RecruitmentRecruitment
Private sector, SME, Leader = owner
manager
A change in working practices driven by
the recession – from fulfilment to sales
Objective was to increase job orders and
hence restore revenue
Strategy – what strategy?
Values – quality, ethics in business, care
for candidates as well as clients
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Case Study 2 – PoliceCase Study 2 – Police
AuthorityAuthority
What strategic and/or cultural changes
were being proposed or attempted?
Who were the leaders?
What role were those leaders taking in
changing their organisations’ strategies
and/or cultures?
What was the current and/or potential
impact of these changes on the
organisations?
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Critical Lesson 1: ClearCritical Lesson 1: Clear
RationalRational
Change equation
(success/amount of change depends on
(desirability of new x dissatisfaction with
old x first steps) being > resistance to
change)
Clear, desirable goals
Communicate problems with current
situation
Equates to Kotter’s “create a sense of
urgency”
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Critical Lesson 2: TrustCritical Lesson 2: Trust
Trust is vital
Trust of leaders in the team (that they
will do their best, are committed, are
capable)
Trust of the team in leaders (that they
have scanned the environment, have a
vision, set achievable goals)
In each case, what was the gap between
the desired level of trust and the reality?
What effect did this lack of trust have in
each case?
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Critical Lesson 3: One SizeCritical Lesson 3: One Size
Doesn’t Fit AllDoesn’t Fit All
Leadership style needs to change to suit:
•Culture of organisation
•Type of change being attempted
(revolutionary, incremental, etc)
•Power structure / struggles in the
organisation
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ConclusionsConclusions
What are the major enablers of change
leadership, in terms of the core
leadership and management skills and
tools required for embarking on and
sustaining change?
By contrast, what core leadership and
management skills and tools did these
organisations possess prior to
embarking on their change journeys?
Did the organisations seek to address
any resource shortcomings before
embarking on their change journeys? If
so, what did they do? If not, why not?
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Conclusions, cont.Conclusions, cont.
How successful were the organisations in
effecting and sustaining change?
Does this success – or failure –
corroborate the theories and models
we’ve been taught describing the major
enablers of change, or does it expose
flaws in those theories and models?
We will select and use appropriate theories and
models of major change enablers from the
Leadership and Change module in answering the
above questions.
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Team ReflectionsTeam Reflections
How do we, as learning team
members, think we compare with the
leaders in these two case studies?
What personal stage of leadership
development are we at?
How can we apply the critical lessons
in our roles as change leaders?
