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Define Characteristics of Leadership Driven Change Management Intermediate Cost Analysis and Management... Terminal Learning Objective• Task: Define Characteristics of Leadership Driven

Define Characteristics

of Leadership Driven Change Management

Intermediate Cost Analysis

and Management

Defending Our Turf:

An Organizational Reality

Terminal Learning Objective

• Task: Define Characteristics of Leadership Driven

Environment (COE) variables and actors

• Standard: with at least 80% accuracy

• Define the scope of leadership

• Define the role and qualities required of a leader

So What’s Next?

This week we have:

• Learned the Theory

• Applied Three Methods of Control

What about next week?

• People or “Soft Skills”

• “Managing your boss”

• You may have more skill than your boss, but he/she is still the boss

• To be a change agent you will need

to know how to influence above

your pay grade

Applying the Process

Cost Control Theory

Org Based Control

Role Based Control

Output Based Control

Change Management

Week Three

- Why it benefits the mission

- What do you want the general to do next, in support of your idea/concept

Leadership Driven Management

Leading is not a stand alone activity, but rather part of the overall direction of the organization We need to know “where we need to go” first, and then, make it happen Senior leaders set the course

Often where we need to go means a change in our course of action, resulting in potential resistance Leadership is required to manage the change process.

Destination Strategy Leadership

2011-2015 FORSCOM Campaign Plan

Four Campaign Components of FCP

• Sustain

• Prepare

• RESET

• Transform

FORSCOM Campaign Plan

Overarching Requirement:

• Effectively and Efficiently

• Allocate and Use Resources

Given this:

• How can you help your boss succeed?

Fort Hood Strategic Plan 2010-2015

Vision: To be the Army’s premier Installation that

Prepares, Deploys, and Resets soldiers and

modular units for Global Contingencies;

Sustains soldiers, families and civilians; while transforming to meet demands of persistent

conflict.

Mission: Train soldiers and units for full spectrum

operations and take care of soldiers, families, and civilians at Ft Hood.

Fort Hood Strategic Plan 2010-2015

Imperatives

• Sustain Ft Hood Soldiers, families and

Community Partnerships

• Prepare Units to Deploy, Fight and Win

• Reset Personnel and Equip Units to Rebuild Readiness for Future deployments

• Transform to Meet the Demands of the

• General James D Thurman ****

US Army Forces Command, June 3, 2010

Ft Hood 2010 - 2015 Business Practices

Leadership Driven Management

Transform Ft Hood - Business Practices

- Consolidate Strategic Planning and Assessment

- Strategically synchronize ARFORGEN

- Transmit Strategic Communications

- Inculcate a Cost Structure

- Continually Improve Process

“Interest on the national debt is the greatest threat to national security”

Admiral Mike Mullen

Chairman of the Joint Chiefs of Staff

Top Leads, Bottom Buys In

The transformation at Ft Hood

indicates that there is a want to move from Rule Driven to Leader Driven operations. Leader Driven

Organizational Embrace

Organizational Embrace Individual Buy-In

Leadership and Management

Leadership

• Comes from personal

sources and it promotes

vision, creativity, and

change

Management

• Comes from organizational structure and it promotes stability and problem

solving within the structure

Traditionally, Leaders did not get involved in ‘getting

things done’ Today leaders have moved from an

imperative to be militarily effective towards being

involved in application of cost benefit analyses and cost management.

Leader’s Qualities

MIND Rational Consulting Persistent Problem solving Tough-minded Analytical

Structured Deliberate Authoritative Stabilizing Position power

Work-related characteristics

Achievement drive Drive for responsibility Responsibility in pursuit of goals Task orientation

Leader and Behavior

Leader’s Considerations:

• Is mindful of subordinates

• Establishes mutual trust

• Provides open communication

• Develops teamwork

Leaders Initiate Structure:

• Is task oriented

• Directs subordinate work activities toward goal attainment

• Typically gives instructions, spends time planning, and emphasizes

deadlines

• Provides explicit schedules of work activities

Leaders engage in effective and efficient allocation of resources:

• Can we call this behavior Allocationism ?

316th ESC

-Leadership Driven Management

- Experience in Iraq as a Brigade Commander influenced his desire

to seek improvements

- Believed in de-centralized control; let subordinates track what was necessary

- Leadership Methodology:

“Drove us hard – brutal in his standards Also, provided top cover.”

“Did not accept ‘I don’t know’.”

“Almost a sixth sense to detect problem areas.”

BG Couch

“…kind of the way I’ve done business whenever I’ve been in command

is that I really felt like I owe it to my leadership and to the American public to meet my mission but still be cognizant of the funds that are

given to me to do that job.”

Effective change leadership recognizes the realities of resistance to change and deals with such resistance

proactively!

If one reacts - he/she basically has failed because the leader has not thought through any and all scenarios

The Nature of Organization Change

• Organization Change

– Any substantive modification to any part of the

organization (e.g., work schedules, machinery, employees)

• Forces for Change

– External forces in the organization’s general and task

environments forcing the organization to alter the way in which it competes

– Internal forces inside the organization causing change in

its structure and strategy - some internal forces are

responses to external pressures

External Forces for Change

Fiscal Realities Workforce

Diversity

Changing

Technology National Security

Varied Missions

Internal Forces for Change

Declining

Effectiveness

ChangingEmployeeExpectations

CompanyCrisis

Changing

Reduction

General Management Capability

PEOPLE/LEADERS

Institutionalized Practices

MOTIVATION VISION

MENTALITY ASPIRATIONS AGGRESSIVENESS RISK PROPENSITY

COMPETENCE POWER BASE

PROBLEM SOLVING LEADERSHIP

KNOWLEDGE

Use of ‘software’ (people/leaders) to influence

‘hardware’ (Institutionalized practices)

General Management Capability

INCENTIVES

COMPETENCE SYSTEMS

INFORMATION STRUCTURE TECHNOLOGY

CAPACITY LINE MANAGERS

STAFF MANAGERS

Transformational Change: change in which the

organization moves to a radically different, and

sometimes unknown, future condition

• Such as: Ft Hood (Forced to transform Business Practices by facing unknown future outcome)

Organizational Change

Leaders must be prepared to handle both

Planned Change: Change

that is designed and

implemented in an orderly

and timely fashion resulting

from a deliberate decision

Unplanned Change :

Change that is a piecemeal response to events and

circumstances as they develop at times imposed and often unforeseen

Learning Check

Q What What forces combine to create a

change environment?

Q What would be the most difficult type of

change to prepare for?

© Dale R Geiger 2011 30

Change Agent’s Role

Change Agent: the individual or group who

undertakes the task of introducing and managing

a change in an organization

Effective change agents build relationships:

• Within the leadership team

• Between the team and organizational members

• Between the team and key environmental players

REQUIREMENT: SENIOR LEADER LEVEL SUPPORT

Senior Leader Level Support

• Expect deliverables which include understanding,

demonstrating and improving the change and the

mission

against it and 50% are the ‘fence sitters’

Middle • Support • Support

Bottom • Do • Do

Change Agents - Internal

Advantages

• Knows past history,

political system, and

culture

• Must live with results

of change so will move

carefully

Issues

• May be associated with factions, accused

of favoritism

• May be too close to the situation to be objective

To succeed, they must be perceived as:

• Trustworthy

• Credible (with Expertise)

• Champions of Change (with Proven Track Record)

Seven Steps to Create Change

by Beer & Eisenstat

1 Mobilize energy and

Learning Check

Q What is the primary indicator of change

agent’s potential for effectiveness?

Q Name two of the steps for creating change

© Dale R Geiger 2011 36