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GROWTH CATALYST
LEADERSHIP DEVELOPMENT
CHANGE MANAGEMENT
GROWTH CATALYST
Growth Catalyst offers solutions for leadership development and change management. We deliver proven
ideas and solutions for organizations of different scales
and we offer effective and customized tools to improve
workplace performance.
Leadership Development
Change Management
We provide interventions at different
levels.
Key elements of leading successful and results-driven change and
leadership development.
Tools, models, instruments, and strategies for leading change and
development.
Practical “how-to” approaches to diagnosing, assessing, designing,
implementing, coaching, following up on, and evaluating change
and development.
Critical success factors and critical failure factors, among others.
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THE PROCESS
Analyze the need for the specific leadership development or organization change initiative
Build a business case for leadership development and organization change
Identify the audience for the initiative
Design the initiative
Implement the design for the initiative
Evaluate the effectiveness of the initiative
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What is our context today? What do we (I) want to accomplish? Why? In what context am I most passionate about leading change and development?
Why? What are the issue(s) and concerns we are challenged with? Are we asking the right questions? Who are the right stakeholders? What approaches have worked in the past? Why? What approaches have failed in the past? Why? Before we start any intervention,
we help organization to define
sense of urgency.
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STEP BY STEP SYSTEM TO LEADERSHIP AND CHANGE MANAGEMENT
1. Business diagnosis
2. Assessment
3. Program design
4. Implementation
5. On-the-job support
6. Evaluation
Implementation and design with a full understanding of the uniqueness of the
organizational culture and organizational system within the context of its social
system Whole-scale organizational excitement and belief in the programs and practices
that are provided Continual assessment of hard and soft measurements resulting from the
program evaluated against costs The creation of a profit model for development that is tied to business objectives 5
LEADERSHIP
DEVELOPMENT
The best ideas and approaches in leadership development are often developed by people who are too busy
to write about them. That’s because they are so involved in designing, teaching, researching, and working with other leaders.
FEW INITIAL THOUGHTS ON LEADERSHIP
1. Leadership development ‘model’ should be outcome driven.
2. The primary developer of the people is the work they need to do.
3. Successful leadership development requires assessment and feedback to the organization.
4. Leadership occurs at all levels of the organization.
5. The future requires leadership skills that make people effective in lateral relationship.
6. Successful organizations of the future will use all available leadership resource.
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EIGHT STRATEGIES FOR LEADERSHIP DEVELOPMENT
1. Make Leadership Development a Priority from Day One.
2. Expand the Leadership Talent Pipeline to Include More People.
3. Expand Career Options.
4. Turn More Managers into Feedback Machines.
5. Get More Personal.
6. Extend the Boundaries of the Organization.
7. Invest in Self-Development Technology.
8. Create More Realistic Expectations.
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LEADER OF SUBSTANCE
Ambition: A great leader needs a healthy dose of ambition—that desire to achieve something visible and noteworthy—to push themselves
and others to reach their potential.
Drive and Tenacity: Some leaders will drill for specific answers and push to get to the heart of an issue to find solutions. They have a highly
infectious energy and an “inner motor” that drive their priorities throughout the organization.
Self-Confidence: These leaders have that tough inner core or emotional fortitude that helps them endure the lonely moments when important decisions fall on their shoulders. They speak their minds and act decisively, knowing they can withstand the consequences.
Psychological Openness: Leaders who are psychologically open welcome diverse opinions so that they can see and hear more and factor
more information into their decisions. Such openness enhances candor and communication within a social system.
Realism: Realism is the mid-point between optimism and pessimism. A realist wants to obtain unfiltered information that can be weighed,
measured, evaluated, and tested to determine what step to take next.
Appetite for Learning: A leader with an insatiable appetite for learning will build know-how faster than one who prefers not to be exposed to
new challenges or situations.
Courtesy: Developing leaders of Substance by Ram Charan
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Eight Know How’s for Business Leadership
Positioning and repositioning the business: A
leader of substance can find a central idea for the
business that meets customer demands and delivers the fundamentals of moneymaking. In today’s
tumultuous world, leaders may have to reposition a
business four or five times in their careers.
Molding a team of leaders: It takes true skill to get
high-powered, high-ego people to work as a team.
Setting goals: Finding the right balance between
realism and reach in setting the organization’s destination is more important than you think. Many leaders set goals by looking in the rearview mirror.
Detecting the patterns of external change: Leaders of substance can make sense out of the complexity of the world and put their businesses on the
offensive.
Determining priorities: You need to define a clear,
specific pathway to an organization’s goals, aligning resources, actions, and energy to accomplish
goals.
Managing the social system of your business:
Designing the mechanisms that link actions and
energy to business results, while enforcing the right
behaviors, is a crucial capability for a leader of substance.
Managing non-market forces: There are many
forces you don’t control but that significantly impact your business. Leaders of substance can deal
with those forces in creative, positive ways.
Judging people: The ability to get to the truth of a
person and unleash that person’s natural talents is
a vital skill for leaders who would expand an
organization’s capacity.
Courtesy: Developing leaders of Substance by Ram Charan
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There must be a ‘curriculum’ for leadership
development for each organization.
LEADERSHIP PIPELINE
Passage 1
Managing yourself
Passage 2
Managing others
Passage 3
Manager of managers
Passage 4
Functional manager
Passage 5
Business manager
Passage 6
Group manager
Passage 7
Enterprise manager
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There is no ‘standard’ leadership
competencies!
LEADERSHIP COMPETENCIES
1. Competencies must speak the language of the company.
2. Competencies must use the relevant, everyday language that people within the company use.
3. Competencies must be integrated with the values of the company.
4. Competencies must be aligned with the business strategy.
5. Competency models must emphasize business results as well as leadership competencies.
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THREE MAJOR PERSPECTIVES FOR
LEADERSHIP DEVELOPMENT
1. Leader-centric perspective
2. Follower-centric perspective
3. Situation-centric perspective
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Each leadership development initiative
is unique.
FIVE ELEMENTS OF LEADERSHIP LEARNING
1. Leadership situation
2. Leadership experiences
3. Knowledge of leadership
4. Participation in leading
5. Reflections on leading
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Leadership development is a process,
not an event.
LEADERSHIP DEVELOPMENT MODEL
1. Assessment: clarity about needed changes; clues about how to bridge the gaps; desire to close the gap between current self and ideal
self.
2. Challenge: opportunity for experimentation and practice; exposure to different perspectives; need to master the challenge.
3. Developmental experiences:
a. ability to learn
b. variety of developmental experiences
c. leader development
4. Support: confirmation and clarification of lessons learnt; confidence in ability to learn and grow; positive value placed on change.
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CHANGE
MANAGEMENT
Change is the only constant in this world. Organization
needs to update before its external marketplace outpaced internal change.
To keep pace and challenge organization inertia, its important for any management team to implement effective change management practices.
LEADING CHANGE
Eight steps to transforming your organization
1. Establish sense of urgency
2. Forming a powerful guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short-term wins
7. Consolidating improvements and producing still more change
8. Institutionalize more approaches
Most major change initiatives— whether intended to boost
quality, improve culture, or reverse a corporate death spiral— generate only lukewarm results.
Many fail miserably. Why?
John Kotter maintains that too many managers don’t realize
transformation is a process, not an event.
It advances through stages that build on each other. And it
takes years. Pressured to accelerate the process, managers
skip stages. But shortcuts never work.
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DIFFERENT PHASES OF INSTITUTIONALIZE CHANGE
Phase 1
Convince employees that radical change is imperative
Demonstrate why the new direction is the right one
Phase 2
Position and frame preliminary plan, gather feedback
Then, announce the final plan
Phase 3
Manage employee moral and mood through constant and
effective communication
Phase 4
Reinforce behavioral guidelines to avoid backsliding
How do you rock your corporate boat—without falling out?
You know your firm needs constructive change.
But here’s your dilemma:
If you push your agenda too hard, resentment builds against you.
If you remain silent, resentment builds inside you.
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70% of all change initiatives fail. Why? Managers flounder in an alphabet soup of
change methods, drowning in conflicting advice. Change efforts exact a heavy toll:
human and economic: as companies flail from one change method to another.
CRACKING CODE OF CHANGE
There are two basic theories of change:
Theory E
Theory O
Theory E change emphasizes economic value—as measured only
by shareholder returns.
Theory O change—a “softer” approach—focuses on developing
corporate culture and human capability, patiently building trust and
emotional commitment to the company through teamwork and
communication.
This “hard” approach boosts returns through economic incentives,
drastic layoffs, and restructuring.
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COMBINE THEORIES E AND O FOR DESIRABLE RESULTS
Change Dimension!
How to combine theories E and O
Goals
Embrace the paradox between economic value and organizational capability
Leadership
Set direction from the top and engage people from below
Focus
Focus on both hard and soft sides of the organization
Process
Plan for spontaneity
Reward system
Use incentives to reinforce rather than drive change
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CONTACT DETAILS:
Growth Catalyst
211, Dev Prime, Nr. Vodafone House,
Dr. Shital Badshah | BE, PGDBM, PHD
94284 19021
Prahladnagar-Corporate Road,
Ahmedabad - 380 051, Gujarat.
[email protected]
079 6617 1120
www.GrowthCatalystIndia.Com
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