Khobar, KSA George R. Khayat Senior Management Consultanti-mie.com/wp-content/uploads/2014/04/Leadership-Development-Pro… · Sales Marketing Customer Service ... ORIGINS OF REQUIREMENTS

Leadership Development Program

Meirc Training & Consulting

P.O. Box 5883, Dubai, UAE

Tel: (971 4) 334 5858, Fax (971 4) 334 5440

Email: [email protected], website: www.meirc.com

George R. Khayat

Senior Management Consultant

Zonik, May 14-16, 2011Khobar, KSA

mailto:[email protected]

The Leadership Development Program 2Meirc Training & Consulting

Program Timings

Start @ 9:00 am

Finish @ 3:30 pm

Suggested Coffee Breaks:

- 10:30 am

- 12:15 pm


History

Founded in Beirut in 1958

Moved to Athens in 1975

Split in late 80’s

Meirc OP (Athens), Meirc TC (Dubai)

Merged in 2001

Based in Dubai

Offices in Beirut, Kuwait, KSA, Bahrain, Toronto and

L.A.

Specializes in training, consulting & research.


Client Base

Oil & Petrochemical

Manufacturing

Service Industry

Consumer Goods

Industry (FMCG)

Financial Institutions

Airlines

Government Institutions

Small, Medium and

Large Multinationals.


Main Activities

Public Training

Programs

Leadership

Management

Interpersonal Skills

Human Resources

Communication

Business Writing

Sales

Marketing

Customer Service

Project Management

Quality & Productivity

Information Technology

Logistics

Finance

Safety

Public Relations

Administration

Secretarial


Other Activities

In-house training programs

Strategic Planning Consulting

Human Resources Consulting

Sales & Marketing Consulting

Customer Service Consulting

Individual Training Plans


Outline

Leaders Not Managers

Definitions, Similarities and Differences

Myths about Leadership

Personal Style and Leadership Qualities

The Myers-Briggs Type Indicator or Dimensions of Leadership Profile: A Self-Assessment

Linking Style with Leadership Qualities

Characteristics of Admired Leaders

The Leadership Journey: From McGregor to Goleman

Review of Major Theories

Leadership in the Arab World: The Meirc Research

Situational leadership

Simulation

The Emotionally Intelligent Leader

An Overview of Emotional Intelligence (EI)

Emotional Quotient (EQ) Versus Intelligence Quotient (IQ)

The EI Competency Framework

Relationship between Competencies, Style and Climate

Leadership, Delegation and Empowerment

Guidelines for Delegation and Empowerment.

The Leader as Change Catalyst

The Eight-Step Change Process

Dealing with Resistance to Change

Sustaining Change in the Corporate Culture


Objectives

By the end of the program, participants will be able to:

Distinguish between management and leadership.

Identify their strengths and leadership styles through self-assessment.

Examine various leadership theories with emphasis on situational leadership.

Identify the major competencies underlying emotional intelligence.

Understand the role of the leader as delegator and change agent.

About the Facilitator


George R. Khayat

A Management Consultant with Meirc Training and Consulting

Holds a B.S. degree in Management; an M.Sc. in Marketing & Communication; and an M.Sc in Management .

Holds certifications from the following institutions:

American Society for Quality (ASQ),

QMI (Lead Internal Auditor ISO 9000)

Held Several leadership positions in the Middle East. Among the previous employers were:

Heald Trading Company (exclusive distributors for HOOVER; MAYTAG; DUNLOP tyres in Lebanon) in the capacity of Sales Executive

Brothers Electronics Holding. Managed 2 companies Comfortek and Brothers Electronics (exclusive distributors for AIWA; LG; CANDY; TECNOGAS; MAXELL) ; in the capacity of Sales Manager

Sara For Building Material (exclusive distributors for GROHE and VILLEROY & BOCH); in the capacity of Sales and Marketing Manager

PIGIER BUSINESS SCHOOLS. Managed the partnerships with French Universities and responsible for recruiting the faculty staff and designing the curricula of the different Business Programs

American University Institute (C&E). Campus Director and Director of the Faculty Staff.

Areas of specific competence include :

Sales & Sales Management,

Marketing Management,

Management functions

Worked closely through training and consultingwith many regional and international clients including Pepsi, HP, SABIC, ADMC, WNPOC, FirstGulf Bank, Black & Decker, Unilever, etc.

George can be contacted at [email protected], or at

+971 4 334 5858

Married with one child

Resides in Dubai-UAE

mailto:[email protected]

Module 1:

Leaders not Managers

“…the function of leadership is to produce more leaders, not more followers.”

Ralph Nader


Management & Leadership Exercise:

Leading versus Managing

1. Supervisors, managers and leaders are similar in

some aspects and different in others. In your

opinion, as a team, what are these similarities and

differences?

2. Should organizations focus on developing leaders

or managers? Which is more important for

organizational success and why?

3. Is leadership an acquired skill? Why or why not?


More Myths about Leadership

Effective leadership is getting people to do what you want;

Leaders conjure nearly divine visions;

Effective leaders follow a specific model of ideal leadership;

Leaders stir the souls of followers with their rousing oratory;

Leadership is (pick one) in-born or trainable;

Leaders must seduce the led to follow;

Leadership is the exclusive province of exceptional people.

Leadership is…


Myths About LeadershipFrom: Learning to Lead by Bennis and Goldsmith, 1994.

Always at the top

Obtainable by title

The same everywhere

A rare skill

Requires inborn charisma

The same as management

An inborn trait.

Leadership is…


Management & Leadership Exercise:

Leading versus Managing

1. Supervisors, managers and leaders are similar in

some aspects and different in others. In your

opinion, as a team, what are these similarities and

differences?

2. Should organizations focus on developing leaders

or managers? Which is more important for

organizational success and why?

3. Is leadership an acquired skill? Why or why not?


A Manager Versus a Leader

Managers are persons appointed to positions of

authority who enable others to do their work

effectively, who have responsibility for resource

utilization (people, materials, equipment, and capital

resources), and who are accountable for work

results.

Leadership is one of the roles that a manager needs

to exercise. By executing the leadership role,

managers get things done through people.


Management Versus Leadership

Team Today

Team Goal

Planning

Organizing

Directing

Controlling

Motivation

Team

Building

Recognition

Reward

Coaching

Team Goal

Team Today


Management Versus Leadership

Management and Leadership are related, but

they are not the same.

Organizations need both management and

leadership if they are to be effective.

So what are the differences?


Some Differences…

A Manager…

Planner

Organizer

Coordinator

Performance coach

Day-to-day problem solver

Day-to-day boundary

spanner

Get the work of the

organization done through

others

Says: “Go!”

A Leader…

Visionary

Challenger

Inspirer

Developer of people

Modeler & articulator of company values

Causes people to want to follow

Says: “Let’s go!”


More Differences…

Efficiency

Routine

Systems/People

Specialists

Problem Solving

Training

Left Brain

Management

Effectiveness

Change/Crises

People/Systems

Generalists

Creativity

Development

Right Brain

Leadership


The

Human

Brain

Left HemisphereLogic

Reasoning

Language

Numbers (data)

Analysis

Linearity

L

Right HemisphereRhythm, Music,

Imagination, Images,

Color, Smell, Feelings,

Shape recognition,

Daydreaming

R


Even More Differences…

Managers

Decisive

Busy

Routinized

Disciplined

Low risk-takers

Competitive

“Do things right.”

Leaders

Intuitive

Make time

Spontaneous

Visionary/creative

Risk takers

Encouraging

“Do the right things.”


What do leaders do? What do managers

do?

Leaders:

Influence, Think, Plan, Communicate Vision, Introduce, Produce Positive Results, Goal-Oriented

Managers:

Allocate Resources (people, material, informational), process-driven, customer-driven, employee-driven, day-to-day successes or short-term goals (usually yearly)


Leadership: Definition

As a process, leadership is the use of non

coercive influence to direct and

coordinate the activities of group members

to meet a goal.

As a property, leadership is the set of

characteristics attributed to those who are

perceived to use such influence

successfully.


CHALLENGE

THE

PROCESS

INSPIRE

A

VISION

MODEL

THE

WAYENABLE

OTHERS

TO ACT

ENCOURAGE

THE

HEART

Practices of Exemplary Leaders


Group Exercise

What are the leaders at your [retail] doing or

what can they do to:

1. Challenge the process

2. Inspire a shared vision

3. Enabling others to act

4. Modelling the way

5. Encouraging the heart


ORIGINS OF REQUIREMENTS FOR EFFECTIVE LEADERSHIP

1.MOTIVATON

2.PERSONALVALUES

3.ABILITIES &SKILLS

4.REPUTATION& RECORD

5.RELATIONSHIPS

6.KNOWLEDGE

(a) INBORN

CAPACITY

(b) CHILDHOODBUILDING ON &

SUPPLEMENTING (a)

(c) EDUCATIONSUPPLEMENTING

(a) & (b)

(d) CAREER

EXPERIENCESSUPPLEMENTING

(a) thru (c)

REQUIREMENTS

Group Exercise:

Tips For Effective Leadership

in A Retail Environment


Develop a Performance Culture

Set specific, measurable targets

Get individuals’ agreement

Measure and give feedback

Performance evaluation (as often as

possible)

Provide consequence for good and bad

performance


Staff Motivation

Management Traits for Motivating Staff

Confidence

Talent/Skill Development

Communicating Expectations

Delegation

Pride Over Sub - Ordinate Achievements


Staff Motivation

Understanding Sales Force Attitudes

Sales Style

Work Habits

Sales Training Needs

Compensation and Incentive Needs

Comparison to Competitors

Sales Support Needs


Staff Motivation

Understanding Sales Force Attitudes

Internal Communication Needs

Sources of Satisfaction

Sources of Dissatisfaction

Work Experience

Improvement Suggestions


Staff Motivation

Measuring Feelings (Quality of Work Life)

A Job worth Doing

Safe and Secure Working Conditions

Adequate Pay and Benefits

Job Security

Competent Supervision


Staff Motivation

Measuring Feelings (Quality of Work Life)

Feedback on Job Performance

Opportunities to Learn and Grow in the Job

A Chance to Get Ahead on Merit

Positive Social Climate

Justice and Fair Play


Sales Meeting as an Effective Tool

Why hold a Sales Meeting?

Improve Communications

Introduce New Products or Policies

Motivate the Sales Staff

Solve Problems

Instruct and Train

Module 2:Personal Style and Leadership

Qualities

The Personal Development Profile

DiSC


Marston’s theory

The foundation of what we call DiSC® was first described

by William Moulton Marston in his book Emotions of

Normal People published in 1928.

His theory describes how people respond to their

environment.

Then Now

Dominance Dominance

Inducement Influence

Submission Steadiness

Compliance Conscientiousness

Style titles


DiSC sales action planner

Assessment of your own and customer profile


Group Exercise

This story ends with the police handcuffing

and removing a part time sales associate

from the store.

What are the Leadership lessons learned??


Scores on each DiSC

dimension.


Classical profile pattern


Group activity

Assume you have to assign a project to

different types of staff.

What approach would you use in dealing

with different personality types of DiSC.


The D culture


The I culture


The S culture


The C culture


Group Exercise

How can your psychological preferences if

used moderately be an asset for effective

Leadership in a retail setting?

How can your psychological preferences if

used excessively backfire on your sales

results?

Module 3:

The Leadership Journey and

Situational Leadership“...leaders are people who are able to express themselves fully...they know who they are, what their strengths and weaknesses are, and how to fully deploy their strengths and compensate for their weaknesses. They also know what they want, why they want it, and how to communicate what they want to others, in order to gain compensation and support. Finally, they know how to achieve their goals. The key to full self-expression is understanding one's self and the world, and the key to understanding is learning--from one's own life and experience.”

Warren Bennis


The Story of Leadership

3 theories + Many Models

Trait theories

Behavioral theories &

Situational theories


Trait Theories

1940’s but as recent as 1989

Leadership requires

presence of traits and

absence of flaws


Traits and Flaws

Traits (must be present)

Drive (achievement, ambition, energy, tenacity, initiative)

Leadership motivation (the desire to lead)

Honesty & integrity

Self-confidence

Cognitive ability

Knowledge of the business

Flaws (must be lacking)

Insensitive to others

Cold, aloof, arrogant

Untrustworthy

Overly ambitious

Inability to delegate


Weaknesses of Trait Approach

Lack of consensus

every study produces a different set of traits

Relative significance of traits is unclear

Confounds cause and effect

e.g., self-confidence makes one a leader vs. being a

leader makes one self-confident

Ambiguous meanings

e.g., what does 'assertive' really mean?

Ignores situational factors

Ignores the needs of the "followers"


Behavioral Theories

Ohio State (1940’s)

University of Michigan (1960’s)

Blake & Mouton (1964)

Structure Consideration

Production Orientation Employee Orientation


The Leadership Grid (‘64)

Created primarily as a consulting tool to apply

the Ohio State findings, the Leadership Grid

evaluates leader behavior along two

dimensions: concern for production and

concern for people.

This approach suggests that effective

leadership styles include high levels of

both behaviors.


The Managerial Grid

9 1:9 9:9

8

7

6

5 5:5

4

3

2

1 1:1 9:1

1 2 3 4 5 6 7 8 9

Concern for Production

9:9 Team

Management

1:9 Country Club

Management

5:5 Middle of the

Road

Management

9:1 Task

Management

1:1 Impoverished

Management


Situational Leadership (’69 & ‘93)

“…there is no single all-purpose leadership style.

Successful leaders are those who can adapt their

behavior to meet the demands of their own unique

situation.”Paul Hersey and Ken Blanchard


The Hersey and Blanchard Model

The Hersey and Blanchard model of

leadership identifies different combinations of

leadership presumed to work best with

different levels of individual development and

organizational maturity on the part of

followers.

Situational Leadership


Situation’s Maturity Level

Task

Knowledge

Skills

Competence

Motivation

Confidence

Commitment

Maturity


Levels Of Development

M1: low competence, high commitment

“enthusiastic beginner”

M2: some competence, low commitment

“disillusioned learner”

M3: moderate to high competence, variable

commitment

“reluctant contributor”

M4: high competence, high commitment

“peak performer”

Maturity Level is Task Specific


Maturity Levels and Leadership Styles

DIRECTIVELow High

High

COACHING

Low Commitment

Some Competence

M2

Show them what

you want them to do

DIRECTING

High Commitment

Low Competence

M1

Tell them what you

want them to do

SUPPORTING

Variable Commitment

High Competence

M3

Let them try. There

is some risk

DELEGATING

High Commitment

High Competence

M4

Observe performance.

Focus on the positive


Leader Behavior

Directive

One-way

communication

Task oriented

Supportive

Two-way

communication

Relationship-

orientedDIRECTIVE

Low High

High

COACHING

Low Commitment

Some Competence

M2

Show them what you

want them to do

DIRECTING

High Commitment

Low Competence

M1

Tell them what you

want them to do

SUPPORTING

Variable Commitment

High Competence

M3

Let them try. There is

some risk

DELEGATING

High Commitment

High Competence

M4




Situational Leadership

A leader must analyze each situation and

choose the appropriate action to accomplish

the mission.

“What must I do in this situation to best lead

my people?”


What Is a Leadership Style?

It’s a pattern of behaviors you use when you

are trying to influence the behaviors of others

as perceived by them;

It involves problem-solving and decision

making processes.


Leadership Variables

Leader

Follower

Boss

Associates/Peers

Organization

Job Demands

Time


S1 Directing

High directive, low supportive

Leader defines roles of followers

Problem-solving and decision-making initiated by the leader

One-way communication

DIRECTIVELow High

High

COACHING

Low Commitment

Some Competence

M2

Show them what you

want them to do

DIRECTING

High Commitment

Low Competence

M1

Tell them what you

want them to do

SUPPORTING

Variable Commitment

High Competence

M3


some risk

DELEGATING

High Commitment

High Competence

M4




S2 Coaching

High directive, high supportive

Leader now attempts to hear followers suggestions, ideas, and opinions

Two-way communication

Control over decision-making remains with the leader DIRECTIVE

Low High

High

COACHING

Low Commitment

Some Competence

M2

Show them what you

want them to do

DIRECTING

High Commitment

Low Competence

M1

Tell them what you

want them to do

SUPPORTING

Variable Commitment

High Competence

M3


some risk

DELEGATING

High Commitment

High Competence

M4




S3 Supporting

High supportive, low

directive

Focus of control shifts

to follower

Leader actively listens

Follower has ability

and knowledge to do

the task

DIRECTIVELow High

High

COACHING

Low Commitment

Some Competence

M2

Show them what you

want them to do

DIRECTING

High Commitment

Low Competence

M1

Tell them what you

want them to do

SUPPORTING

Variable Commitment

High Competence

M3


some risk

DELEGATING

High Commitment

High Competence

M4




S4 Delegating

Low supportive, low directive

Leader discusses problems with followers

Seeks joint agreement on problem definitions

Decision-making is handled by the subordinates

They “run their own show”

DIRECTIVELow High

High

COACHING

Low Commitment

Some Competence

M2

Show them what you

want them to do

DIRECTING

High Commitment

Low Competence

M1

Tell them what you

want them to do

SUPPORTING

Variable Commitment

High Competence

M3


some risk

DELEGATING

High Commitment

High Competence

M4




What Does It All Mean?

Leaders need to provide their people with

what they can’t do for themselves at the

present moment

The effectiveness of a leader is based on the

accuracy of the match between style and

development level

What happens if we have a mismatch of

style with development level?

…in the Gulf

He who knows not and knows not he knows not: he is a fool – shun him.

He who knows not and knows he knows not: he is simple – teach him.

He who knows and knows not he knows: he is asleep – wake him.

He who knows and knows he knows: he is wise – follow him

Arabian proverb

Leadership


The Pre-requisites

A good educational start

Exposure to role models

Early responsibility

Ethics & values

Self development

Highly

influenced by

the

environment

Required

before joining


The Post-requisites

Training opportunities

Standards and feedback

Knowledge base

Career development

Problem solving culture

Highly

influenced by

the

organization

Required after

joining

Module 4:

The Emotionally Intelligent

Leader


Positive impacton others

Self Others

Aw

are

ne

ss

Acti

on

s

The Conceptual Model

Self-Awareness

SocialAwareness

Self-Management

RelationshipManagement


The Impact of Self-Awareness

Research supports that

Self-Awareness is a necessary

underpinning of both

Self-Management and

Social Awareness.



on Self-Management With Self-Awareness, a person has a 50-50 chance

of demonstrating Self-Management.

49%

4%

51%

96%

Yes No

Yes

No

N = 427, p < .001 (Burckle and Boyatzis, 1999)

Self-Management

Self-Awareness

Without Self-Awareness, a person has virtually no chance of demonstrating Self-Management.

49%

96%


83%

38%


on Social Awareness With Self-Awareness, a person has a 38%

chance of having Social Awareness.

83%

Without Self-Awareness, a person has an 83% chance of lacking Social Awareness.

38%

17%

62%

Yes No

Yes

No

Social Awareness

Self-Awareness

N = 427, p < .001 (Burckle and Boyatzis, 1999)


The Competency Framework

Self-Awareness

SocialAwareness

Self-Management

Relationship Management

• Emotional Self-Awareness

• Accurate Self-Assessment

• Self-Confidence

• Empathy• Organizational

Awareness• Service Orientation

• Emotional Self-Control• Transparency• Optimism• Adaptability• Achievement

Orientation• Initiative

• Developing Others• Inspirational

Leadership• Influence• Change Catalyst• Conflict Management• Teamwork &

Collaboration


Social Role, Values

Self-Image

Trait

Motive

Skills

Knowledge

Necessary fortop performancebut not sufficient

Characteristicsthat lead to longer-termsuccess

What Is a Competency?

Any measurable characteristic of a person that

differentiates level of performance in a given job, role,

organization, or culture


I. Self-Awareness

n The Core of Emotional Intelligence

Emotional Self-Awareness: recognizing

how our emotions affect our performance

Accurate Self-Assessment: knowing

one’s own inner resources, abilities, and

limits

Self-Confidence: a strong sense of one’s

self-worth and capabilities


II. Self-Management

Self-Regulation

Emotional Self-Control: keeping disruptive emotions and

impulses in check

Transparency: maintaining integrity, acting congruently

with one’s values

Adaptability: flexibility in handling change

Motivation

Achievement Orientation: striving to improve or meeting a

standard of excellence

Initiative: readiness to act on opportunities

Optimism: persistence in pursuing goals despite obstacles

and setbacks


III. Social Awareness

Empathy: sensing others’ feelings and

perspectives, and taking an active interest in

their concerns

Organizational Awareness: reading a group’s

emotional currents and power relationships

Service Orientation: anticipating, recognizing,

and meeting customers’ or clients’ needs


IV. Relationship Management

Leading Others

Developing Others: sensing others’ development needs

and bolstering their abilities

Inspirational Leadership: inspiring and guiding individuals

and groups

Change Catalyst: initiating or managing change

Working with Others

Influence: having impact on others

Conflict Management: negotiating and resolving conflict

Teamwork and Collaboration: working with others toward

a shared goal


The Power of Emotions


The Amygdala (Almond)


The Neo-Cortex

We feel before we

think


Fight, Flight or Freeze Response

Heart rate and blood pressure increase

Large muscles prepare for quick action

The Hijack – Temporary InsanityAmygdala Hijack

Heightens sensory acuity

Stops complex thought

Triggers knee-jerk automatic responses


What is Emotional Intelligence?

Daniel Goleman

“The capacity for

recognizing our own feelings

and those of others, for motivating

ourselves, for managing emotions

well in ourselves and in our

relationships.”


IQ Versus EQ

IQ EQ

Gets you hired

Accounts for 20% success

Relatively fixed

Important for individual work

Gets you promoted

Accounts for the rest

Able to be developed

Important for individual & teamwork


The Power of Leaders

Leaders Create the Climate for Success

50-70% of variance in

Organizational Climate

can be explained by

differences in

Leadership

Styles

28% of variance in

Financial Results

(profits and

revenue) can be

explained by

differences

in Organizational

Climate

Individual

CompetenciesLeadership

Styles

Organizational

ClimateResults


Individual


Styles

Organizational

ClimateResults

Leadership Stylesn Patterns of behavior

n Your ability to match your behavior to the situation

n Use of the full array of styles

Leadership Styles


Individual


Styles

Organizational

ClimateResults



n “The feel of the place”

n Your opportunity to create “star” performers


The Six Leadership Styles(HBR, Apr. ’00)

Positive

+

Highly

Negative

-

Positive

+

Positive

+

Most strongly

positive

+ + +

Highly

Negative

-

Overall impact

on climate

To help an

employee

improve

performance or

develop long-

term strengths

To get quick

results from a

highly motivated

and competent

team

To build buy-in

or consensus,

or to get input

from valuable

employees

To heal rifts in

a team or to

motivate people

during stressful

circumstances

When changes

require a new

vision, or when

a clear direction

is needed

In a crisis, to

kick start a

turnaround, or

with problem

employees

When the style

works best

Developing

others, empathy,

self awareness

Conscientious,

drive to achieve,

initiative

Collaboration,

team leadership,

communication

Empathy,

building

relationships,

communication

Self-confidence,

empathy, change

catalyst

Drive to achieve,

initiative, self-

control

Underlying

emotional

intelligence

competencies

“Try this.”“Do as I do,

now.”

“What do you

think?”

“People come

first.”

“Come with

me.”

“Do what I tell

you.”

The style in a

phrase

Develops

people for the

future

Sets high

standards for

performance

Forges

consensus

through

participation

Creates

harmony and

builds emotional

bonds

Mobilizes

people towards

a vision

Demands

immediate

compliance

The leader’s

modus operandi

CoachingPacesettingDemocraticAffiliativeVisionaryCommanding

Module 5:

Leadership, Delegation and

Empowerment“The best executive is the one who has sense enough to

pick good men to do what he wants done, and self-

restraint enough to keep from meddling with them while

they do it.”

Theodore Roosevelt


Why Managers Don’t Delegate?

Reluctance by subordinates to assume more responsibility. What else?


Delegation: A Definition

The word "delegate" comes from the Latin

"deligo" meaning "I let go".

Delegation is a process by which one or

more of your subordinates is asked to

achieve a goal which you would have to

achieve under normal circumstances!


Objective

The objective of delegation is to get

the job done by someone else.

With delegation, staff has the authority to

react to situations without referring back

to.

To enable someone else to do the job

for you, you must ensure that:

they know what you want;

they have the authority to achieve it;

they know how to do it.


Delegation Rules

1. Express confidence in the ability of the person to do the work

2. Explain reasons for delegation

3. Provide background information and material indicate to whom he/she can go for help

4. Define clearly the limits within which the work must be carried out when the work must be completed

whether extra labor can be employed

whether there are limits to the equipment and material that can be used

how much money can be spent (if applicable)

5. Encourage questions and check understanding;

6. Offer help but not dependability.


Delegation Levels

Get the facts, I’ll decide.

Suggest alternatives, I’ll

decide.

Recommend an alternative,

I’ll decide.

Decide, wait for my

approval.

Decide. Act unless I say no.

Act, report results.

Act, report if unsuccessful.

Act, report not needed.

Delegation


Common Delegation Mistakes

Believe too much in the old saying that "if you want a job done well – do it yourself". Obsession with control!

Are afraid that the work will not be carried out properly and that they will be held responsible. Obsession with perfection!

Are afraid that their subordinates will carry out the delegated work so successfully that their own position will be threatened. Obsession with job security!


Delegation Musts

Rapid access to relevant

information;

Regular exchanges

between both of you;

Briefings

Delegation fails when

information is restricted.

Constrained availability Formalize meetings and

conversations;

Allow fixed regular encounters;

Refuse to make decisions unless delegatee provides you with: Alternatives;

Pros and cons;

His recommendation! If you agree, his/her

confidence increases;

If you disagree, he/she learns that there exists a better decision!


What to Delegate & Want Not To

What to delegate:

Activities you used to do

before you were

promoted;

Activities in which staff is

more experienced;

Goals not assignments!

What not to delegate:

Personal and personnel

matters;

Motivation, training, team

building, organization,

praising, reprimanding,

performance reviews and

promotions.

Managing in the Gulf

Decision Making Styles


The Arab Executive

10010135522All Countries

1001727110

10012274417

1002284723

100421669

100765532

100--105535

TotalStyle 4

Delegation

Style 3

Supporting

Style 2

Coaching

Style 1

Directing

U.A.E.

Saudi Arabia

Kuwait

Lebanon

Jordan

Egypt

Country

Distribution of decision styles by executives from each of the six Arab

countries (N=52) (for all decisions) (expressed as percentages)


60%

50%

40%

30%

20%

10%

0%

22%

55 %

13 %

10 %

Style 1

Own Decision

Style 2

Consultation

Style 3

Joint Decision

Style 4

Delegation

Decision Making Styles


60%

50%

40%

30%

20%

10%

0%

I: Own Decision II: Consultation III: Joint Decision IV: Delegation

A Drift Towards Power Sharing?

1980 1989 2002

22 %

24 %

55 %

49 %

13 %14 %

10 %13 %

23 % 23 %

10 %

44 %

../Leading%20for%20success/Mod03%20-%20Delegation%20as%20an%20Empowerment%20Tool.ppt

Empowerment


From Autocracy to Empowerment

AutocraticParticipative

Involved Empowering

L

L

L

L


What Empowerment Is

It is a state both parties reach – not

an activity one does to another!!!

Providing employees the power,

the skills, the supervision, the

organization structure, the

confidence, and the motivation to

function at their optimal potential.


What Empowerment Is Not

Turning the company over to the employees

Less supervision of employees

Doing away with all organization structures

Tricking employees into working harder

A rehash of: quality circles

participative management

job enrichment

flattening organizational structures


Empowering Workers Will Not

Result in less work

Make anyone's job easier

Solve all of the problems at work

Eliminate the need for managers and

supervisors

End all conflicts

Make everyone happy.


Empowering Workers Might

Increase employee satisfaction

Raise productivity (30% average)

Strengthen commitment to the job & the

organization

Increase individual effort toward

organizational goals

Heighten employee motivation

Improve quality.


Some Important Assumptions

Workers are not lazy, they really want to make a contribution;

Workers want more than money;

Workers have many talents, skills, and ideas that go unused by employers;

In today's highly competitive global economy, companies can no longer afford to waste their valuable human resources;

A major challenge is to find ways of better utilizing all of our human resources;

A better use of human resources (empowerment) requires making major changes in how companies go about their business.


Ten Ways To Empower Workers

1. Increase responsibility

The only way people ever grow is to take on new and more

challenging projects.

2. Delegate authority

Workers must be given sufficient authority to fulfill the

responsibilities assigned them.

3. Set standards of excellence

Workers want to do well and will strive to meet expectations.

4. Provide training and development

Workers must acquire the requisite skills to perform.

5. Supply information

Information is power to act and perform.


Ten Ways To Empower Workers

6. Furnish feedback

No person can correct her/his errors or profit from mistakes without specific and frequent feedback.

7. Bestow recognition

Recognition is a motivator to do more and better work.

8. Instill trust

Trust is an essential element of all healthy human relationships, including colleagues in the workplace.

9. Grant permission to fail

It is only when people have permission to fail that they are willing to try new things and take appropriate risks.

10. Respect

To be respected, a manager must give respect.


Empowerment Requires Changes

Changes in the organization’s culture

how they do things around here!

Changes in mindsets (workers take on a self-

managing, accountable approach to their work).

Changes in the way groups of individuals work

together focusing on how tasks are completed as

well as the tasks themselves.


Empowerment Shifts Structures

From To

Pyramids Circles

Dependency Autonomy

Departments Project Teams

Work standards superimposed Self-imposed Work standards

Individual Performance AppraisedIndividual & Group Performance

Appraised

Individual Performance RewardedIndividual & Group Performance

Rewarded

Information Hoarded Information Shared

Responsibility DelegatedResponsibility, Authority &

Accountability Delegated


Chiefs & Indians Valued Employees

Decision Makers & Doers Co-problem Solvers

Brains & Brawns Needed Contributors

They & Us Team Members

Experts & Learners Learners

VIPs & UIPs VIPs

Empowerment Shifts Relationships

From To


Implementing Empowerment

Begin with a vision;

Make systemic changes;

Experiment on a small scale;

Link to current organization needs, problems,

or opportunities;

Become thoroughly informed regarding

similar changes enacted during the past 5

years.


Implementing Empowerment

Have a plan, collect baseline and end results

data, establish criteria for judging success;

Be prepared for objections;

Develop supportive coalitions;

Get top management's support;

Keep top management and other key

individuals informed throughout the project.


Is Your Organization Ready for

Empowerment?

Do Managers

Help employees get the job done?

Initiate inquiry about common ways of thinking?

Challenge assumptions?

Encourage risk and experimentation?

Delegate authority and responsibility?

Inspire a shared vision by enlisting values, hopes, and

dreams?

Foster a learning environment?



Empowerment?

Do Managers

Promote shared information and collaborative problem

solving?

Model behavior “walk the talk”?

Appreciate diversity of style and behavior?

Focus on developing people?

Give “care-frontive,” not confrontive, feedback and help

people learn and grow?

Encourage self-expression and open discussion of

conflict?



Empowerment?

Do Employees

Take responsibility for their actions?

Speak out about problems and ways to work better?

Seek to solve problems, not to place blame?

See networks of “customer” relationships, internal and

external?

Engage in inquiry about assumptions?



Empowerment?

Are Relationships Characterized By

Commitment to collaboration?

Mutual trust and respect?

Engagement of others in decisions?

Shared accountability, rewards, and penalties?

Helpfulness to each other?

Communication of all relevant information?

Cross-departmental learning?

Focus on process and learning?



Empowerment?

Does the Organization Culture Reflect

Rewards consistent with organizational values?

Commonly accepted values which are well articulated and

widely understood?

Focus on individual high performance (physical, emotional,

and spiritual)?

Work autonomy and job flexibility

is the organization responsive to individual life-cycle

demands, provides lateral and vertical expansion of

skills and contributions, and is committed to mastery of

multiple skills?



Empowerment?

Does the Organization Culture Reflect

Commitment to high quality and customer service?

Commitment to communication?

Information about vision, strategy, and direction is shared

within the organization, and employee input is elicited and

responded to.

Creation of a community?

People feel good about working together.

Effective stress management and career development?

People are allowed to practice self-care to avoid burnout and

are supported to find resources to grow at work.

Module 6:

The Leader as Change Catalyst


“ Change is part of life.”

“There is a change in the arrangements.”

“Please count your change.”

“Please change this wheel.”

“I will not change.”

“Where do I change trains?”

“She is a clever change agent.”


The corporations that will succeed and flourish in

the times ahead will be those that have mastered the

art of change:

Creating a climate encouraging the introduction of

new procedures and new possibilities, encouraging

anticipation of and response to external pressures,

encouraging and listening to new ideas from inside

the organization.

From: The Change Masters

By Rosabeth Moss Kanter, 1983


A good rule of thumb in a major change

effort is:

Never underestimate the magnitude of the

forces that reinforce complacency and that

help maintain the status quo.

From: Leading Change

By John P. Kotter, 1997


To get the bad customs of a country changed

and new ones, though better, introduced, it is

necessary first to remove the prejudices of the

people, enlighten their ignorance, and convince

them that their interests will be promoted by the

proposed changes, and this is not the work of a

day.

Benjamin Franklin (1781)


The Frog

If you put a frog in water and slowly boil it,

the frog will gradually be boiled alive!

The frog is too comfortable with the

gradually boiling water to realize that, at

some point, the situation demands a

change in behavior…. Leaving your

comfort zone.


The Necessary Conditions for

Comfortable Change

A proper selfishness

Clear vision of the future

Responsibility for the vision

Persistence & belief that they can get there

Re-framing the situation (lateral thinking)

Side-ways, upside down, different perspective, different context.

Negative Capability

Tolerance for uncertainties, doubts & ambiguities without being dismayed.


Characteristics of the Ready-for-Change

Organization1. Vision – directed 7. Flexible / Adaptive

2. Cross - functional 8. Global

3. Flatter & Empowered 9. Customer - driven

4. Networked 10. TQ - focused

5. IT-based 11. Time-based

6. Stake-holder focused 12. Innovative


CHANGEBELIEFS VISION MISSION INCENTIVES RESOURCES SKILLS+ ++++ =

INDIFFERENCEVISION MISSION INCENTIVES RESOURCES SKILLS++++ =

ANXIETYBELIEFS VISION MISSION INCENTIVES RESOURCES+ +++ =

FRUSTRATIONBELIEFS VISION MISSION INCENTIVES+ ++ SKILLS+ =

RESISTANCEBELIEFS VISION MISSION+ + RESOURCES SKILLS++ =

CONFUSIONBELIEFS VISION+ INCENTIVES RESOURCES SKILLS+++ =

MISTRUSTBELIEFS MISSION INCENTIVES RESOURCES SKILLS++++ =

Leading Cultural Change


33%Management

behaviors not

supportive of

change

14%Inadequate

resources

or budget14%

All other

obstacles

39%Employee

resistance

to change

The Greatest Management Obstacles


3 Best Aspects of Being a Leader

Creating the Right Vision1

Surrounding Yourself

With the Right People2

Managing Change3

Source : Management Review, December 1998


Types of People and Change

10% Innovators

20% Early Adapters

30% Early Majority

30% Late Majority

10% Laggers


Establishing A Sense of Urgency

Creating The Guiding Coalition

Developing A Vision and Strategy

Communicating The Change Vision

Empowering Broad-Based Action

Generating Short-Term Wins

Consolidating Gains & Producing More Change

Anchoring New Approaches In the Culture

The Eight-Stage Process of Creating

Major Change


Establish a sense of urgency

Once they become aware of the need to change most leaders

start by creating a sense of urgency. When he took over

electronics giant Philips, CEO Jan Timmer knew that to rouse

his top managers out of their status quo thinking, he had to

create a sense of urgency; de did this by presenting his top

managers with a (fictitious) press announcement describing

Phillip’s bankruptcy.

Create a guiding coalition

Major transformations – such as what Bill Gates accomplished

in the mid-1990’s by transforming Microsoft into an Internet-

oriented company – are sometimes associated with just one

highly visible leader, but no leader can really implement any

such change alone. Many therefore create a guiding coalition of

influential people, who act as missionaries and implementers.

Such a coalition should include people who individually have

the influence to lead such a change. And, its essential the

group works together as a team.


Develop a shared vision

To transform an organization, a new vision is usually required,

“a general statement of the organization’s intended direction

that evokes emotional feelings in organization members.” For

example, when Barry Gibbons became CEO of a drifting Spec’s

Music, its employees, owners, and bankers – all it stakeholders

– required a vision of a renewed Spec’s around which they

could rally. Gibbon’s vision of a leaner Spec’s offering a

diversified blend of concerts and retain music helped to provide

the sense of direction they all required.


Communicate the vision

Change expert John Kotter says that “the real power of a vision is

unleased only when most of those involved in an enterprise or

activity have a common understanding of its goals and directions."

In fact, fostering support for the new vision is virtually impossible

unless the vision has been effectively communicated. The key

elements in effectively communicating a vision include:

Keep it simple. Eliminate all jargon and wasted words, Here is

an example of a good statement of vision: “We are going to

become faster than anyone else in our industry at satisfying

customer needs.

“Use multiple forums. Try to use every channel possible – big

meetings and small, memos and newspapers, formal and

informal interaction – to spread the world.

Use repetition. Ideas sink in deeply only after they have been

heard many times.

Lead by example. “Walk your talk”. So that your behaviors and

decisions are consistent with the vision you espouse.


Enable (Empower) employees to facilitate the change

By now employees understand the vision and want to make it a

reality, but may feel inadequate. Perhaps a lack of skills stands in

the way; or policies, procedures and the organization chart make it

difficult to act; or some bosses may actual discourage those actions

aimed at implementing the company’s new vision. It’s the

company’s job to see to ti that such barriers are removed.

Doing so requires considerable HR assistance. When he took

over as CEO of Sony and its loss-making movie studios.

Nobuyuki Idei proceeded, “in a most un-Japanese way,” to

sweep the old studio executives out of office and to install a

newly recruited team lead by industry veterans, with a mandate

to fix Sony’s movie business. At allied Signal, CEO Lawrence

Bossidy put every one of his 80,000 people through quality

training, He also created geographic “councils” (for instance, for

Asia) so that employees from Allied divisions who were

undertaking initiatives in those areas could get together, share

market intelligence, and compare notes.


Generate short-term wins

Transforming a company can take time, but employees need

reinforcement periodically. That’s why building in “short term wins”

is important. For example, the guiding coalition in one company

intentionally set its sights on producing one highly visible and

successful new product about 20 months after the start of the

organizational change effort. The new product was selected in part

because they knew its introduction was doable.

Consolidate gains and produce more change

The company can then use the credibility from such short-term

wins to change all the systems, structures, and policies that don’t fit

well with the company’s new vision. And, managers can continue to

produce more change by hiring and promoting new people; by

identifying certain employees to champion the continuing change;

and by providing additional opportunities for short-term wins by

employees.


Anchor the new ways of doing things in the company’s

culture.

Most organizational changes require a corresponding change in

employees’ shared values. For example, a “team-based,

quality-oriented, adaptable organization” is not going to happen

if the values employees share still emphasize selfishness,

mediocrity, and bureaucratic behavior. We’ve already noted

now to lead a change in organizational culture. In brief, it

means crystallizing values that are consistent with your vision

for the company and then modeling teaching, and

communicating the values you want your employees to share.


1. Establish a Sense of Urgency

Create a Crisis

Allow financial loss; expose managers to weakness

vis-à-vis competitors.

Eliminate examples of excess

Luxury cars; First-class travel.

Set targets high enough so that they can’t be

reached through business as usual

Talk to unsatisfied customers, unhappy suppliers


2. Guidelines to Create a Guiding

Coalition Enough Key players are on board.

Different levels of expertise and points of view

are represented.

Enough people with reputation/credibility are on

board.

The group includes proven leaders to drive the

process.


3. Characteristics of an Effective Vision

Imaginable: conveys a picture of the future.

Desirable: appeals to interests of employers,

customers and other stakeholders.

Feasible: realistic goals.

Focused: clear.

Flexible: adaptable to changing conditions.

Communicable: can be explained within five minutes.


4. Key Elements in the Effective

Communication of Vision

Simplicity

Metaphor, analogy, and example

Multiple forums

Repetition

Leadership by example


5. Empower & Enable Employees

Increase responsibility

Delegate authority

Set standards of excellence

Provide training and development

Supply information

Furnish feedback

Bestow recognition

Instill trust

Grant permission to fail

Respect.


6. Generate Short-Term Wins

Set realistic timeframes.

Ensure “doability” of goal.

Celebrate success.


7. Consolidate Gains

Tackle bigger changes

Bring in more champions

Provide leadership


8. Anchoring Change In a Culture

Comes last, not first

Depends on results

Requires a lot of talk

May involve turnover

Dealing with Resistance to

Change


The S.A.R.A.H. Model

S

A

R

A

H

Shock: “I can’t believe this is happening!”

Anger: “So this is what I get after all these years!”

Rejection: “This must be a mistake!”

Acceptance: “Maybe this WILL affect me!”

Help: “What should I do now?”


Danger and OpportunityDANGER

Denial

and

Resistance

OPPORTUNITY

Exploration

and

Commitment

The Transition Stages


Denial Commitment

Past Future

Internal Self

External Environment

ExplorationResistance

Transition Grid


How People Change

DENIAL

COMMITMENT

It will soon be over

Apathy

Numbness

Clear Focus

Satisfaction

Team Work

RESISTANCE

Can’t sleep at night

Anger/Fights

Have too much to do

Too many new ideas;

Can’t concentrate

Withdrawal from

the Team

Frustration

EXPLORATION


Communication Strategies During the

four stages of the change process

Exploration

Manager’s Role: Help people

reframe the situation.

Facilitate

Stimulate

Brainstorm

Resistance


get in touch with how they feel:

Listen

Acknowledge feelings

Solicit responses

Commitment


focus their energy:

Recognize others

Acknowledge

Celebrate

Denial


notice the change:

Present information openly

Data/fact-based

Initiate discussions

Confront

Key Factors in Making Change

Happen


How to Ensure SuccessFactor Key Question

Leading change

Creating a need

Shaping a vision

Mobilizing Commitment

Who is responsible?

Why do it?

What will it look

like when we are

done?

Who needs to be

involved?

A leader to champion the

process through commitment

and making resources

available.

Employees should understand

the reason for change and the

benefits for the business.

Employees should see the

outcomes of change in

behavioral terms (what they will

do differently).

Change champions should

build a coalition of support.

Seven Key Factors For Success In

Making Change Happen


Modifying systems

and structures

Monitoring

progress

Making it last

How will change

be implemented?

How will change

be measured?

How will it start

and last?

Change champions need to

link change to other HR

systems.

Change champions need to

benchmark progress.

Champions need to have a

short and long-term strategy.

How to Ensure SuccessFactor Key Question

Seven Key Factors For Success In

Making Change Happen


10 Most Common Mistakes in Managing Change

1. Starting too late.

2. Moving too slowly.

3. Lack of a coherent, well-designed change strategy.

4. Failure to apply project management techniques.

5. Using the wrong indicators to measure progress.

6. Not giving people the know-how they need.

7. Failure to take care of the “me” issues.

8. Not altering the reward system to support change.

9. Flawed communications.

10. Lack of leadership.

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