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Sustaining change leadership that works

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Sustaining change leadership that works

  1. 1. Sustaining Change Leadership that works Shashikanth Jayaraman Head - HR (South India), Bajaj Allianz Life Insurance Company Founder – HR Sangam
  2. 2. Some thoughts to ponder over <ul><li>Is change changing? </li></ul><ul><li>People support what they create </li></ul><ul><li>Are leaders leading? </li></ul><ul><li>Lead less, change more </li></ul><ul><li>Paradigm shift in change management </li></ul><ul><li>From Unfreeze-Change-Refreeze to Freeze-Adjust-Unfreeze </li></ul><ul><li>The edge of chaos </li></ul><ul><li>State of perpetual motion while balancing rules & creativity </li></ul><ul><li>Approach to change </li></ul><ul><li>How change gets managed vs. How change actually happens </li></ul>
  3. 3. Contexts of Change <ul><li>Low complexity to high complexity </li></ul><ul><li>Low to high scope of impact on people </li></ul><ul><li>Magnitude = Complexity + Scope </li></ul><ul><li>Time frame of process </li></ul><ul><li>External or internal factors? </li></ul><ul><li>Experienced in change vs. first big change </li></ul><ul><li>Driven by one player vs. Team </li></ul>
  4. 4. 1st Approach to Change <ul><li>Directive </li></ul><ul><li>(Straight forward & One-look) </li></ul><ul><li>“ The train is leaving the station and there is only one stop. Get on now or stay off” </li></ul><ul><li>Top down & driven from a single source </li></ul><ul><li>Goals, outcomes, process defined by Initiating source </li></ul><ul><li>Extensive communication usually done </li></ul><ul><li>Resistance to change is not encouraged </li></ul><ul><li>Minimal capability building </li></ul><ul><li>Adopted when there is minimal time </li></ul><ul><li>Dominant Theory: “I can manage change” </li></ul>
  5. 5. 2 nd Approach to Change <ul><li>(II) Self assembly </li></ul><ul><li>(Straight forward & Self organized) </li></ul><ul><li>Change is straight forward and a D.I.Y approach would suffice </li></ul><ul><li>Goals & Outcomes are pre-determined </li></ul><ul><li>Enough focus on HOW you go about the change </li></ul><ul><li>“ Spray and Pray” </li></ul><ul><li>Dominant Theory: “Launch enough initiatives and something will stick” </li></ul>
  6. 6. 3 rd Approach to Change <ul><li>(III) Master </li></ul><ul><li>(Complex and One-look) </li></ul><ul><li>Extensive engagement accompanied by capability building </li></ul><ul><li>Giving up total control over the change process and work deeply on the interconnecting forces of the wider system </li></ul><ul><li>Suits organizations with history of change, volatility & market conditions </li></ul><ul><li>Dominant Theory: ” Trust your people to solve things with you” </li></ul>
  7. 7. 4 th Approach to Change <ul><li>(IV) Emergent </li></ul><ul><li>(Complex & Self organized) </li></ul><ul><li>“ Press play and see what happens” </li></ul><ul><li>Focus on rules that will impact day to day business positively </li></ul><ul><li>Perceived as most risky and scary approach by leaders </li></ul><ul><li>Not the last option approach </li></ul><ul><li>Dominant Theory: ”I can only create the conditions for change to happen” </li></ul>
  8. 8. Are leaders leading? <ul><li>Why the big focus on leadership? </li></ul><ul><li>The purpose of leadership </li></ul><ul><li>From a Heroic leadership perspective to Engaging leadership one </li></ul>
  9. 9. Type I - Shaping Leaders <ul><li>Likes to be the ‘mover and shaker’ </li></ul><ul><li>Sets the pace for others to follow </li></ul><ul><li>Expects others to do what they do </li></ul><ul><li>Is personally persuasive and expressive </li></ul><ul><li>Holds others accountable for delivering tasks </li></ul><ul><li>Personally controls what gets done </li></ul><ul><li>Personal needs drive the behavior </li></ul><ul><li>DOMINANT Theory: “Without me, nothing will happen” </li></ul>
  10. 10. Type II – Framing Leadership <ul><li>Helps others see why things need changing </li></ul><ul><li>Works with others to create a vision and direction </li></ul><ul><li>Shares overall plan of what needs to be done </li></ul><ul><li>Gives people space to do what needs to happen </li></ul><ul><li>Seeks to change how things get done and not just what gets done </li></ul><ul><li>Suited for a shorter term plan </li></ul><ul><li>DOMINANT Theory: “With clear boundaries, people can be free to contribute” </li></ul>
  11. 11. Type III – Creating capacity leadership <ul><li>Develops people’s skills in implementing change </li></ul><ul><li>Lets people know how they are doing & coaches them to improve </li></ul><ul><li>Gets people to work across organizational boundaries </li></ul><ul><li>Makes sure the organization’s processes support the change </li></ul><ul><li>Suited for a long term plan </li></ul><ul><li>DOMINANT Theory: “We cannot change unless we learn and grow” </li></ul>
  12. 12. The Four NECESSARY practices “Needed to play”
  13. 13. The four DISTINGUISHING practices in leadership “Needed to WIN” <ul><li>Attractor </li></ul><ul><li>Embodies & helps to create a vision </li></ul><ul><li>Gives meaning to the daily reality that people experience in the organization </li></ul><ul><li>Acts in service of the organization rather than as traditional ‘bosses’ </li></ul><ul><li>Creates a magnetic pull in the organization </li></ul><ul><li>They contextualize the challenges </li></ul><ul><li>(I) Edge & Tension </li></ul><ul><li>Tests & challenges the organization </li></ul><ul><li>Helps people see the repeating unhelpful patterns in culture/behavior </li></ul><ul><li>Stays firm to keep the change process on course </li></ul><ul><li>Acts as a mirror promoting feedback; appreciation </li></ul><ul><li>If skillfully done, it creates ambition, not stress </li></ul><ul><li>Build transparency sparking a desire to improve </li></ul>05/07/11
  14. 14. The four DISTINGUISHING practices in Leadership “Needed to WIN” <ul><li>(III) Container </li></ul><ul><li>To channel the edge & tension into a positive force </li></ul><ul><li>Manages the anxiety & turbulence that change brings </li></ul><ul><li>Articulates a few hard rules within which people can channel their energy </li></ul><ul><li>Is accessible to others and provides an affirming presence </li></ul><ul><li>Stronger the container, greater is the leader’s ability. </li></ul><ul><li>Greater their calmness, less is the anxiety in the team </li></ul><ul><li>(IV) Transforming Space </li></ul><ul><li>Can slow down the ‘busyness’ of the organization and promote learning & enquiry </li></ul><ul><li>Provides a foundation for self awareness, growth & improvement </li></ul><ul><li>Supports networks of change and facilitates energy & commitment </li></ul><ul><li>Acute paying of attention to the present moment </li></ul><ul><li>Noticing the dynamics in front of them </li></ul>05/07/11
  15. 15. Emerging beliefs that assume significance <ul><li>Right things will happen if we relinquish power to the situation, not holding to oneself </li></ul><ul><li>The leader is still a responsible agent & will make choices that will impact the flow of events </li></ul><ul><li>Need to exude supreme confidence that all is well in oneself and the organization despite any anxiety or turbulence </li></ul><ul><li>Perfectly okay to take risks/courage to disrupt & disturb since organization will find its way through to improvement </li></ul>
  16. 16. A leader must avoid these temptations <ul><li>Over engineering the change process </li></ul><ul><li>Harness the intelligence, wisdom & energy of the organization </li></ul><ul><li>Issue prescribed directives </li></ul><ul><li>Set the overall framework </li></ul><ul><li>Pre determine the entire change process </li></ul><ul><li>Work more step by step, sensing and adjusting as it goes </li></ul><ul><li>Cascade change programmes down </li></ul><ul><li>Bring together diverse & informal networks of people to collaborate </li></ul><ul><li>Overly structured formal engagement </li></ul><ul><li>Create the space for open & free flowing dialogue & exchange of information </li></ul>
  17. 17. Some more thoughts as we close <ul><li>We fail to see the change within us </li></ul><ul><li>The task is not trying to change a behavior but the attachment to one </li></ul><ul><li>So much comes out of little </li></ul><ul><li>Create power and draw purpose from it </li></ul><ul><li>What a leader does makes the biggest difference to successful change, not what is said or planned </li></ul><ul><li>Order follows chaos – Change and risk are two sides of the same coin </li></ul>
  18. 18. “ Change is ever present – if we so wish to see it” <ul><li>Thank you! </li></ul><ul><li>[email_address] </li></ul><ul><li>+91 9841188114 </li></ul>