The behaviour of change leaders has an enormous impact on what value employees place on making or breaking the proposed change. Research has shown that the root causes of failures of many organisational change programmes were a lack of change leadership and poor management of employee resistance to change. Thus leadership plays a very important role in making the change happen. The most important thing which the change leader can bring to a changing organisation is the passion, conviction and confidence in others. Leaders can use several techniques to take charge of change rather than simply reacting to it. The following classic skills should be endured by the CEOs and Managers for successful change management:
− turning in to the environment;
− challenging the prevailing organisational wisdom;
− communicating a compelling aspiration;
− building coalitions;
− transferring ownership to a working team;
− learning to preserve; and
− making everyone a hero.Research has shown that those who most effectively help people and organisations to manage change share a number of common characteristics(Box).
Box : Characteristics of Change Leaders
Change leaders
• frame the change in terms of results for the organisation as a whole as well as the effect on the individual. They challenge others to align themselves with the new organisational change and provide the necessary resources.
• foster and create an atmosphere that enables people to test the new change, generate recommendations, experiment with new ways of operating, and exhibit some dysfunctional behaviour while the change is taking root in the culture.
• lead the change effort with every word and action. They are the role models for the organisation. Change leaders have the responsibility to establish compelling and legitimate business reasons for change, and at the same time to identify and overcome potential sources of resistance.Niccolo A Machiavelli observed long ago that "whosoever desires constant success must change his conduct with the times.''
• display a constant dedication to making change a reality. They focus on results and on success. They analyze failure to determine why it occurred,and constantly encourage others to try again.
• interact with individuals and groups in the organisation to explain the who,what, when, where, why, and how of the change.
− turning in to the environment;
− challenging the prevailing organisational wisdom;
− communicating a compelling aspiration;
− building coalitions;
− transferring ownership to a working team;
− learning to preserve; and
− making everyone a hero.Research has shown that those who most effectively help people and organisations to manage change share a number of common characteristics(Box).
Box : Characteristics of Change Leaders
Change leaders
• frame the change in terms of results for the organisation as a whole as well as the effect on the individual. They challenge others to align themselves with the new organisational change and provide the necessary resources.
• foster and create an atmosphere that enables people to test the new change, generate recommendations, experiment with new ways of operating, and exhibit some dysfunctional behaviour while the change is taking root in the culture.
• lead the change effort with every word and action. They are the role models for the organisation. Change leaders have the responsibility to establish compelling and legitimate business reasons for change, and at the same time to identify and overcome potential sources of resistance.Niccolo A Machiavelli observed long ago that "whosoever desires constant success must change his conduct with the times.''
• display a constant dedication to making change a reality. They focus on results and on success. They analyze failure to determine why it occurred,and constantly encourage others to try again.
• interact with individuals and groups in the organisation to explain the who,what, when, where, why, and how of the change.
Effective change leaders have to endeavour to orchestrate their organisation with the current environment, ensuring stability to give employees a feeling of security and at the same time promote change to prepare for tomorrow's environment. This is a leadership paradox (Fig).
 |
| The Leadership Paradox |
Key Competencies for Change Leaders
We have to keep in mind that there is no ‘ideal’ change leader. Particular requirements normally relate to the actual state of affairs in the organisation (e.g., corporate culture, strategic relevance of the project, acceptance of the project among management and staff, time-frame, resources, etc). However,an effective leader is one who is able to envision the future, develop plans, and mobilize support for organisational change. Change leaders must demonstrate the ability to
• communicate clearly ,concisely, and effectively;
• motivate team members and sustain pursuit of goals and objectives;
• coordinate, integrate, and synthesize;
• plan and prepare for implementation; and
• implement strategies and tactics.
According to some experts seven critical skills are necessary to become a great leader. LEADERS is an acronym for these seven critical skills (Fig.).Change leadership is the ability to energize groups responsible for implementing change projects that they may or may not buy into. Change leadership also involves
We have to keep in mind that there is no ‘ideal’ change leader. Particular requirements normally relate to the actual state of affairs in the organisation (e.g., corporate culture, strategic relevance of the project, acceptance of the project among management and staff, time-frame, resources, etc). However,an effective leader is one who is able to envision the future, develop plans, and mobilize support for organisational change. Change leaders must demonstrate the ability to
• communicate clearly ,concisely, and effectively;
• motivate team members and sustain pursuit of goals and objectives;
• coordinate, integrate, and synthesize;
• plan and prepare for implementation; and
• implement strategies and tactics.
According to some experts seven critical skills are necessary to become a great leader. LEADERS is an acronym for these seven critical skills (Fig.).Change leadership is the ability to energize groups responsible for implementing change projects that they may or may not buy into. Change leadership also involves
 |
| Skills Necessary for Great Leaders |
• defining areas for change;
• managing change initiatives smoothly by anticipating, preparing and responding effectively to roadblocks;
• creating an open, receptive work environment; and
• involving people at all levels in the change initiative.The levels of change leadership competency on a behavioural scale start with the most basic level of skill and move to the most complex level (Box).
Box : Levels of Change Leadership
Level I – Accepts Need for Change
At this level, the change leader can openly describe a change and convincingly preserve the need for the change within the organisation. The individual is able to put up with vagueness and create an open and receptive environment.
Level I change leaders can be successful working on small change initiatives when given clear direction and access to more experienced change leaders for advice and confirmation.
Level II – Defines/Initiates Change
This change leader can define a specific area where change is needed and can identify the leverage points for change in processes and work habits.Level II change leaders can identify the need for and initiate change at the local level.
Level III – Manages Change
This change leader is able to define an explicit vision for change based on broad organisational visions. S/he will make the effort to deliver the message or convey a vision for change to everyone affected. This change leader is able to redirect individual or team approaches in the face of new opportunities and involve people in the change. At this level the change leader ensures the success of change through implementation of a communication strategy, the refinement of work and organisational design models, and the facilitation of staff development.
Level III change leaders are able to translate the vision of the organisation in the context of a specific change initiative and bring this message to the entire organisation.
Level IV – Manages Complex Change
This change leader understands the cultural dynamics of the current state of an organisation, including the hidden assumptions and the differences between the stated values and the values in practice. At this level the change leader is able to create a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality.
Level IV change leaders are able to generate change in a productive way.
Level V – Champions Change
At this most strategic level, the change leader publicly challenges the status quo by comparing it to an ideal or a vision of change. This may cause a sense of crisis or imbalance. They support dramatic actions to implement the change effort. This change leader is responsive to and responsible for planning evolution, causing change, and transforming the organisation.
Level V change leaders are asked to revolutionize organisations.
WHERE DO YOU STAND IN THE VARIOUS LEVELS DESCRIBED IN THIS SECTION?
REMEMBER: The change leader skill sets − planning, project time management, coalition building, decision making, active listening,meeting management, and communications − come into play at all levels of change leadership. You can increase your competency in these skill sets. You may have to work harder to access the learning tools, but if you continue to develop these skill sets you will be able to move up the spectrum of change leadership to become a unique
Level V change leader.
In Box, we present some guidelines for change leaders.
Box: Guidelines for Leaders Involved in Change
1. Have and communicate a good reason for making the change.
2. Involve people in the change.
3. Select a Change Leader who is respected by the organisation.
4. Create a team to coordinate the change.
5. Provide training in the new approach and why it is desirable.
6. Bring in outside help.
7. Establish symbols of change to help celebrate and reflect change.
8. Acknowledge and reward people who help to make it happen.
No comments:
Post a Comment