Building on existing successful systems helps reduce the sense of mistrust that comes from “initiatives of the month.” There is no doubt that these best practice organizations both endur
Trang 1savings to gaining consensus on a project that led to tangible business results
to customer satisfaction to financial results and even to shareholder value.
SUMMARY
Only those who dare to fail greatly, can ever achieve greatly.
—Robert F Kennedy7 The summary results underscored the critical importance of senior management support These data did not disregard the crucial role of participants in design-ing the program itself, thus supportdesign-ing the need for employees at all levels of the organization to be active and equal partners and players in leadership devel-opment and change All of our data suggest that the more involvement, under-standing, and respect given to the diverse needs and styles of employees at all levels, the lower the resistance to change In addition, there seems to be
450 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE
Table 19.12 Positive Results of Initiatives, in Order of Percentage Frequency
Organizational effectiveness (e.g., communication, 87 consensus building, project planning)
Table 19.11 Evaluation Method Usage
Organization assessments, surveys, tracking 2
Trang 2increased value derived from building on existing systems and involving all levels of employees in the development of new processes, both of which help truly integrate change initiatives into the organization’s culture.
The top-ranking critical success factors included
1 Support and participation of senior management
2 Connecting development and the initiative with the strategic plan
3 Involvement of participants in design
4 Integration with other divisional processes, practices, or systems
5 Pilot program before launch
6 Continuous evaluation
7 Leveraging of internal capacity Having employees become more involved in the development of the initia-tives directly addresses some of the most significant challenges, such as fear of the unknown, aversion to loss of control, and of course aversion to change Building on existing successful systems helps reduce the sense of mistrust that comes from “initiatives of the month.”
There is no doubt that these best practice organizations both endured strug-gles and enjoyed rewards, but what is even more certain is that they will con-tinue to strive toward increasing organizational effectiveness through innovative, results-oriented, and integrated multilayered leadership development and change initiatives Louis Carter, his co-editors David Ulrich and Marshall Goldsmith, and the Best Practices Institute look forward to continuing their work with the world’s best organizations, which are passionate about positive change and leadership development.
NOTES
1 H D Thoreau Civil Disobedience, Solitude: And Life Without Principle.
Minneapolis, Minn.: Prometheus Books, 1998
2 R Carter (b 1928) United States First Lady, wife of Jimmy Carter
3 I Gandhi, quoted by Christian Science Monitor, May 17, 1982.
4 George Eliot was the pseudonym of novelist, translator, and religious writer Mary Ann Evans (1819–1880)
5 R Beckhard and R Harris Organizational Transitions Reading, Mass.:
Addison-Wesley, 1977, p 86
6 W J Rothwell, R Sullivan, and G N McLean Practicing Organization Develop-ment: A Guide for Consultants San Francisco: Jossey-Bass, 1995, p 313.
7 R F Kennedy, “Day of Affirmation Address,” University of Capetown, South Africa, June 6, 1966
CONCLUSION 451
Trang 4ABOUT THE BEST PRACTICES INSTITUTE
T he Best Practices Institute (BPI) and Best Practice Publications were
founded by Louis Carter in New York City just after September 11, 2001, while Carter was a graduate student at Columbia University BPI was formed to bring the best-thought leadership and research in the field of organi-zation and social change to leaders of governments, social systems, nonprofit organizations, and for-profit organizations in an increasingly complex and chaotic world In order to achieve this goal, Carter—with the help of a team of five interns from Columbia University’s MBA and Social/Organizational Psy-chology program—recruited a panel of twenty-three experts in the field of lead-ership and organization development and eighteen best practice organizations to form the basis of the Change Champion’s Model for meaningful change and
to complete the research behind this book.
Carter’s Change Champion’s Model is based on the assumption that only through a deep and profound exploration and understanding of one’s own and others’ life experiences and perspectives is true positive social, personal, and organizational change accomplished Carter’s book with Best Practice
Pub-lications and the Best Practices Institute, entitled The Change Champion’s
Field-guide, received praise from sources in the People’s Republic of China, India,
and America Vijay Govindarajan, professor of international business and direc-tor of the Center for Global Leadership at the Tuck School of Business at
Dartmouth College, endorsed the book by saying, “The Change Champion’s
Fieldguide will become one of the most quoted, referenced, and used business
books in the first decade of the 2000s.” Professor Li Jianfeng, Ph.D., of the
453
Trang 5454 ABOUT THE BEST PRACTICES INSTITUTE
Renmin University School of Business and Cisun Academy of Management in Beijing translated the book into Mandarin and Cantonese and published the book through Huaxia Publishing House (Beijing) for distribution throughout all provinces of China Dr Debi Saini, professor of leadership at the Manage-ment DevelopManage-ment Institute in Gurgaon, India, is currently bringing the book and its teachings to the Indian market.
Louis Carter’s Best Practices Institute and Change Champion thought leaders include David Cooperrider, Jerry Sternin, David Ulrich, Mary Eggers, Marshall Goldsmith, Dr John Sullivan, Ryan Matthews, Stu Noble, William Rothwell, and Larry Susskind The Change Champion’s Model and several BPI work-shops have been presented by Louis Carter in Singapore, Bangkok, Beijing, and
at American universities and corporations.
For more information on the Best Practices Institute and Best Practice Publications, visit http://www.bpinstitute.net or contact Louis Carter directly
at lcarter@bpinstitute.net.
Louis Carter, CEO Best Practices Institute, LLC
25 Crescent Street Suite 531
Waltham, Massachusetts 02453 http://www.bpinstitute.net http://www.bestpracticepublications.com customer support: lcarter@bpinstitute.net 888-895-8949
For international calls, please see our Website for details.
L O U I S C A R T E R ’ S
Trang 6S S
ABOUT THE EDITORS
L ouis Carter is founder and president of the Best Practices Institute, an
organization that provides best practices to organizations and individuals throughout the world Carter also serves as vice president of research at Linkage, Inc.
Carter has written, edited, or directed more than six books, numerous leading research projects, and learning or development programs on leadership and
change, including The Change Champion’s Fieldguide His three new books, Best
Practices in Leadership Development and Organization Change: How the Best Com-panies Ensure Meaningful Change and Sustainable Leadership, America’s Best Led Hospitals, and Best Practices in Leading the Global Workforce will be released
in 2005.
Carter has lectured domestically and abroad for organizations ranging from Tsinghua University School of Economics and Management in Beijing to Texas A&M University to the American Society for Training and Development to Uni-versal Network Intelligence in Singapore and Bangkok A passionate advocate for values-based leadership, Carter’s articles, books, and work have been
fea-tured in Investors Business Daily, Business Watch magazine, SGQE, ASTD, and
several other trade and professional journals He has been described as “a real futurist in the human resources arena continuing to challenge and educate prac-titioners on new methodologies—on the cutting-edged leadership” by Lou Manzi, vice president of global recruitment at GlaxoSmithKline.
Carter is a graduate of Columbia University’s Graduate Program in Social and Organizational Psychology His work has been featured in business and
455
Trang 7professional texts and publications as well as at leadership conferences and courses around the world.
David Ulrich is currently president of the Canada Montreal Mission for the
Church of Jesus Christ of Latter-day Saints while on a three-year sabbatical (until July 2005) as a professor of business from the University of Michigan He studies how organizations build capabilities and intangibles of speed, learning, account-ability, talent, and leadership through leveraging human resources He has pub-lished over one hundred articles and book chapters and twelve books He was
the editor of Human Resource Management Journal from 1990 to 1999 He is
on the board of directors for Herman Miller, a Fellow in the National Academy
of Human Resources, and cofounder of the Michigan Human Resource Partner-ship He has received numerous honors for his professional contributions He has consulted and done research with over half of the Fortune 200.
Marshall Goldsmith (Marshall@A4SL.com) is a world authority in helping suc-cessful leaders achieve positive, measurable change in behavior The American Management Association has named Marshall as one of fifty great thinkers and leaders who have influenced the field of management over the past eighty years.
His work has been featured in a Harvard Business Review interview, Business
Strategy Review cover story (from the London Business School), and New Yorker
profile His work has received national recognition from almost every profes-sional organization in his field Marshall has been asked to work with over sev-enty major CEOs and their management teams He conducts workshops for executives, high-potential leaders, and HR professionals His Ph.D is from UCLA He is on the faculty of executive education programs at Dartmouth, Michigan, and Cambridge (U.K.) Universities Marshall is a founding director
of A4SL—The Alliance for Strategic Leadership, a founder of the Russell Reynolds executive advisors network, and a partner with Hewitt Associates in providing global executive coaching, and he has served as a member of the board of the Peter Drucker Foundation Aside from his corporate work, Marshall donates substantial time to nonprofit organizations, such as the International and American Red Cross, where he was a “National Volunteer of the Year.”
Marshall’s eighteen books include The Leader of the Future (a Business Week best-seller), Coaching for Leadership (Choice award winner, Outstanding Academic Business Book), Global Leadership: The Next Generation, and Human
Resources in the 21st Century.
456 ABOUT THE EDITORS
Trang 8A Accelerated Performance for Executives
(APEX) program, 1–19 See also Agilent
Technologies, Inc
Accountability: of Agilent’s coaching program,
4, 6–7; at Delnor Hospital, 52–53, 61, 64; at Emmis Communications, 87, 94–97; at Hewlett-Packard, 184, 185; in Intel’s Leader-ship Development Forum, 219; at Lockheed Martin, 241, 245; at St Luke’s Hospital, 376,
382, 393; at StorageTek, 415, 417 Accountability grids, 69, 376, 382, 383 Ackerman, R., 29, 40
Acquisition growth: culture and change management for, 80–83, 86–87; exercise for managing, 157; negative effects of, 86–87 ACT (apologize, correct, and take action), 52
Action learning, xxiii; in First Consulting
Group’s leadership development program, 130; in GE Capital’s leadership development program, 167; in Hewlett-Packard’s leader-ship development program, 184; in Mattel’s Project Platypus process, 262–281; at McDonald’s, 285, 289–290, 292–295;
tools for, 290 Action planning, 217, 220, 221, 232 Active matrix liquid crystal display (AMLCD), 31–32
Adoption curve, 254–255 Adult learners, employees as, 444–445
Aerospace industry case studies See
Honeywell Aerospace; Lockheed Martin After-action review, 40, 319
Agilent Technologies, Inc.: Accelerated
Perfor-mance for Executives (APEX) program, xxvi, 1–19; assessment at, xxii, 3–4, 8, 15;
back-ground on, 2; Business Leader Inventory of, 3,
15; case study, 1–19; coaching at, xxiii, xxvi,
1–19; early coaching efforts at, 2–3; evaluation
at, xxvii–xxviii, 10–13, 16–17; Global Leader
Profile of, 3–4, 5, 8, 15; implementation at, 8–10; Leadership Development Showcase of, 7; lessons learned at, 13–14; on-the-job support
at, xxvi; overview of, xvii, 2; program design
of, 4–7; Semiconductor Products Group (SPG)
of, 3; top leadership support at, xx, 14
Agility, 30 Agruso, V., 88, 89, 95 Air Research, 196
Akron Beacon Journal, 279
Alignment scene, 271–276 All-sports radio, 81 Alliance for Strategic Leadership Coaching & Consulting (A4SL C&C), 3, 6–7, 8–9, 10, 18 AlliedSignal, 196, 198; Honeywell merger with, 198, 199
457
Trang 9458 INDEX
Alternative health therapies, 426, 429
“America’s Best Hospitals,” 391 Andersen Consulting, 165, 179 Anderson, B., 248, 249, 250 Anderson, D., 3, 18 Anderson, R A., 367, 368, 375 Anecdotal evaluation, 251–252 Annual business conferences, 355 Annual Emmis Managers Meeting, 84, 85, 93 Annual excellence awards, 56
Archetypes, 269
Archetypes and Strange Attractors
(Van Eenwyk), 274 Argyris, C., 162, 167, 179 Assessment: in Agilent’s APEX coaching program, 3–4, 8, 15; in Corning’s innovation change initiative, 24; in Emmis Communica-tions’ culture change process, 85–86; in First Consulting Group’s leadership development program, 126–128, 133, 135; in GE Capital’s leadership development program, 168–170;
at Hewlett-Packard, 182–183; at Honeywell,
203–204; implementation and, xxvi; in Intel’s
Leadership Development Forum, 220, 225, 226; in McDonald’s leadership development program, 285–288, 294; methods and instruments of, 127–128, 133, 169–170, 351, 441–442; at MIT, 310–312; in Motorola’s lead-ership supply system, 340–341; organization
effectiveness models and, xix–xx; phase of, xxii, xxvi, 440–442; at Praxair, 350–353; in
St Luke’s Hospital leadership development program, 373, 374–375; at StorageTek, 412–413; trends and themes in, 440–442; at
Windber Medical Center, 428–431 See also
Evaluation; Measurement Assessment Plus, 4, 18–19 Atkins Kacher LIFO, 127, 133
Atkinson, J., xxix
Attitudinal change, in MIT’s organizational learning initiative, 318
Autobiography, leadership, 216, 220, 221, 233–236
Awards: at Delnor Hospital, for excellence, 56, 61; at Emmis Communications, 84, 93–94; of Intel’s Leadership Development Forum, 220,
225, 227; at St Luke’s Hospital, 381 Aweida, J., 405
B Baby Boom generation, 336, 425 Baby Bust generation, 336–337 Bagian, J., 373
Balanced Budget Amendment Act, 427, 430
Balanced Scorecard, xxvi, 314; at Emmis
Communications, 94–95, 97, 108; at MIT, 314
Balancing Act, The (Patterson et al.), 260–261
Baldrige (Malcolm) model, integration of Six Sigma with, 198–199
Baptist Hospital, Pensacola, 46 Barker, J., 216
Barker, K., 54 Barnholt, N., 2 Barrier analysis: for Delnor Hospital’s customer service improvement, 49–50; for First Consulting Group’s leadership development program, 125–126 Baseball team, 82
Bass, B M., 162, 179 Bauer, J., 400 Becker, C., 377, 378 Beckhard, R., 443, 448, 451 Behavior standards, for patient service, 49, 59–60, 376
Behavioral change, xix, xxii; accountability for,
245; alignment of, with business model, 197, 201–202; alignment of, with values, 166–167,
173, 354–355; coaching for, 5, 10–13; corre-lation of, to business performance improve-ment, 252–253, 259; critical behaviors for,
244, 254, 256; demonstration of, 187, 188; evaluation of, 449; key factors for, 447; leadership forums for, 371, 393; at Lockheed Martin, 239–261; making the case for, 240–241, 242; in MIT’s organizational learn-ing initiative, 318; opinion leaders for, 246, 247–252, 254, 257; senior leaders’ modeling
of, 358; at St Luke’s Hospital, 376, 393; top-down approach to, 245–246 Behavioral event focused interview, 287
Behavioral measurements, xxvii, 449
Behavioral needs profile, 127
Benchmarking See External benchmarking
Benchmarks for Success, 391 BenchStrength Development, LLC, 364 Bennis, W., 121, 123, 126, 128, 129, 138, 216,
218, 237 Berwind White Coal Company, 424 Best of the Best (BoB) award, 56, 71
“Best Places to Work Foundation for Pennsylvania,” 382, 391
Best Practice forums, 172 Best Practices Institute (BPI), research study,
xv; case study organizations in, xv, xvi–xvii, 440; major findings of, xvi–xxi, 439–451
Best Practices Institute (BPI), Step-by-Step System to Organization and Human
Resources Development, xvi, xxi–xxviii
Trang 10Biometric feedback, 54–55, 70 Birthing suites, 434
Black Belts, Six Sigma, 199, 201, 204, 206–207,
208, 210–211, 417 Blaming, 406, 417 Blyme, C., 279 Bob Costas Show, 82 Bongarten, R., 83, 84 Bonsignore, M., 199, 202 Book Club, 374 Booth Company, 215, 237
Bossidy, L., xxi, 196, 197, 199, 202
Brainstorming: in Mattel’s Project Platypus, 272–273; in MIT’s organizational learning initiative, 314
Brand stories, 269–279 Break-out work sessions, 133, 137 Breakthrough invention, 30 Bridge-building, cross-organizational, 38–39 Brookhouse, K., 344
Burke, W W., xx, 315, 320
Burnett, S., 194 Business Improvement Recommendation Process, 306–307
Business Leader Inventory, 3, 15 Business Management System (BMS), 416–417 Business Model Exercise, 152–156
Business services industry case study See First
Consulting Group Business Y model, 107–108 C
Cadence of change, 411, 418 Calibration scores, of leadership performance, 341
Call-backs, 51–52 Campbell, D P., 162, 179 Camping trip, 222–223 Capabilities, organizational, 409, 415–417 Capra, F., 264–265, 276, 280
Career history assessment, 286 Career planning and development, 338 Career Systems International, 223, 237
Carter, L., xv
Carter, R., 442, 451 Case study approach: in First Consulting Group’s leadership development program,
132, 133, 135–136, 137, 139–140, 152–159;
in GE Capital’s leadership development program, 170–171; in Intel’s Leadership Development Forum, 223; Organization Analysis (OA) model of, 170–171 Cashman, K., 217–218, 237, 316, 320
Celebrations, xxvi, 372, 431
Centers for Disease Control, National Nosocomial Infection Surveillance (NNIS) System, 377–378
Centers of Excellence, 37, 39 Centralization: of Corning’s research and development function, 23; of Emmis Communications, 86
Challenge, talent and, 210 Challenging the process, 222 Chamberlain, Colonel, 168 Champion training, 199 Champions, 40, 261; customer focus, 356; in Six Sigma, 199, 200, 208; types of, by organi-zational position, 444; whole systems as, 445 Change agents, 40; leaders-as-teachers as, 241, 246–247, 251–252, 254; opinion leaders as,
246, 247–252, 254, 257; physicians as, 430 Change Champions, 261
Change circle, 433 Change diffusion, 248, 254–255 Change initiatives: evaluation issues in, 251,
252, 448–450; modification of, to fit business model, 201–202; multiple, 406–407, 410; for organizational learning, 309–321;
overzealous implementation of, 200–202, 204; resistance to, 243, 245–251, 433, 442–443, 451; results of, 449, 450; seatback, 196–197; top-down approach to, 245–246;
value creation purpose of, 204–205 Change-management or catalyst programs,
xxv See also Corning; Emmis
Communica-tions; Honeywell; Lockheed Martin; Massa-chusetts Institute of Technology; StorageTek; Windber Medical Center
Chaos theory, 274–276
Check-ins, coaching, xxvi, 5, 6
Checkpoint dialogues, 340 Chemcor, 31
Chemicals industry case study See Praxair
Chung, S Y., 361 Clark, K E., 162, 179 Clark, M B., 162, 179 Clarke, B., 216 Clawson, J., 166, 168, 179 Coaches: in Agilent’s APEX program, 6–7, 8, 9, 14; for cultural change, 46–47; internal
versus external, 169; learning, in Corning’s
innovation process, 39–40, 42
Coaching, xvi; Agilent’s APEX program of, 1–19; assessment and, xxii, 3–4, 15; content, 8;
evaluation of, 10–13, 16–17; fees for, 6; in First Consulting Group’s leadership development program, 130, 140; follow-up to, 10, 12–13, 14, 16–17; in GE Capital’s leadership
INDEX 459