Topic of PresentationTopic of Presentation

The work of leadership?The work of leadership?(Adaptive Change)(Adaptive Change)

Inside the ArticleInside the Article

• When adaptive challenges occur?

• What to do when Adaptive Change becomes necessary?

• What are the key headaches of the leader?

• How to tackles with A.C. as a Leader

• What is the behavior of employees towards A.C.?

Theories ImplantationTheories Implantation

• Adaptive Leadership• Authoritative leadership• Formal & Informal Leadership• Organizational Learning Behavior

(Experimental )• Heroic Vs. Post Heroic leadership• Fiedler's Leadership Styles (Relationship

oriented)

Leadership Qualities found in ArticleLeadership Qualities found in Article

Ability to make decisions Leadership personality ReliabilityAbility to work hardAnalytical abilityAbility to understand other peopleAbility to spot opportunities Ability to adapt to changeAbility to take risksAbility to use initiative

Collins’ Level 5 LeadershipCollins’ Level 5 Leadership

Leader HuntLeader Hunt

• Mingle activity• Stand up. Walk around. Talk to people• Speak to at least 5-7 people

What is adaptive Change…???What is adaptive Change…???

Adaptive ChangeAdaptive Change

“””Change that occurs when people and organizations are forced to adjust to a radically altered environment.””

Adaptive Leadership Adaptive Leadership

• Mobilize people to face problems and their painful decisions

• Mobilization implies to motivate, organize, orient and focus attention.

• to confront difficult problems that require the clarification of values and the generation of progress.

• progressing the solution of problems.

when Adaptive challenges for when Adaptive challenges for companies occurscompanies occurs

• Societies• Customers• Market• Competition• TechnologyNeeds:• Clarify values• Develop new strategies• learning new operating ways

Heroic Vs. Post Heroic leadershipHeroic Vs. Post Heroic leadershipTraditional

PhenomenaLeader is responsible

New PhenomenaEveryone is responsible

Direction

Management Group

Leader creates

Tangible vision

Shared responsibility

teamBoth (creates)

Mutual influence

Downward influence

Mehwish shaheenMehwish shaheen

Strategic principles for Strategic principles for Adaptive changeAdaptive change

1-Getting on the balcony1-Getting on the balcony

• Leadership is both active and reflective. One must alternate between participating and observing.

• Develop capacity to distinguish the patterns

• Move back and forth between “Action” and “Balcony”.

2-Identify the Adaptive Change2-Identify the Adaptive Change

• Is it a technical or adaptive problem?• What are the values, beliefs or attitudes that need to

change?

• What sacrifices must be made and by whom?

• Example: Marshal as leader of Airways (adaptive work strategy)

Now it is:• “The world’s favorite Airline from bloody awful”

3-Regulate Distress 3-Regulate Distress

• Create Balance between tension necessary for change and being silent by change

• Holding environment as pressure cooker• Responsible for “Adaptive Work Call

Leadership "Have presence and self-control

• Leader should have capacity to tolerate uncertainty, frustration and pain

Leader’s responsibilities

Technical or Routine Situation

Adaptive Situation

DirectionAuthority defines problems and solutions

Authority identifies the adaptive challenges, frames key questions, issues and solutions.

ProtectionAuthority shields the organization from external threats

Authority lets the organization feel external pressure within a range it can stand

OrientationAuthority clarifies roles and responsibilities

Authority disorients current roles or resists pressure to orient people in new roles prematurely

Managing Conflict Authority restores order Authority exposes conflict or lets it emerge

Shaping NormsAuthority maintains norms Authority challenges unproductive norms or

allows them to be challenged

4-Giving the work back to the people 4-Giving the work back to the people

• Achieve that people assume locus of responsibilities

SAS leader Jan carlzon says:“The key is to let them discover the problem”

• Develop the collective trust and self confidence

• Management needs to support rather than control.

5-Protecting leadership from below 5-Protecting leadership from below

• For organizations to learn, everybody must be able to express their opinion

• Absence of opinions can create disequilibrium

• Protect those who put the internal contradictions of the organization on the table What are they really talking about?

• Is there something we are missing??

6-Maintain Disciplined Attention6-Maintain Disciplined Attention

• Encourage managers to grape the issues• Debate to unlock superficial conflicts and

issues.• Revert employees attention to issues• Try to eliminate work avoidence

Nabila LiaqatNabila Liaqat

Implementation of Adaptive Implementation of Adaptive Change on KPMGChange on KPMG

(KPMG) Overview(KPMG) Overview

Established : 1870 Chairman: Ruud Koedijk recognized Strategic Challenge

(1994). High Profit margins Opportunities Auditing business margins squeezed Competition was increasing Chairman recognized the need to move in profitable

growth areas. Demand perfection Strength: tools to do Analytical strategy work High independence values

Strategic ChallengeStrategic Challenge

How KPMG could succeed at a competence-based strategy that depends on multiple units cooperation………..???????????

Identification of Adaptive ChangeIdentification of Adaptive Change• In history partnership had resisted change• Personal interest• Independence business units likeness • Growth was collective not unified• Need to kill “yes, no, do”• Less learning • Conflict avoidance• Partners attitude and organizational culture• “Behavioral Change”

Put work back to the PartnersPut work back to the Partners• Meeting of 300 partners• To indicate expected impending business issues• He started questioning• Put work back to partners to find strategic challenges

(strategic integration team)• Set out target (time limited )• Distributed authority• Gave value to Below ranked partners in majors Strategic

initiatives.• Asked individual adaptive challenge

Regulating DistressRegulating Distress

• Board took questions from 100 • Group devised sanctions to discourage

unwanted behavior• Compared KPMG with Hippopotamus • Desired KPMG as Dolphin• Scheduled playtime ( laser gun games, bicycle

rides)• Attended 2-3 off-site meetings

Issues to implement strategyIssues to implement strategy• KPMG culture• Unit loyalties in cross functional problems

solving• Members conflict avoidance and unable to

discuss them

Usman QureshiUsman Qureshi

Result of Strategy used by KPMG’s Result of Strategy used by KPMG’s Chairman Chairman

• Partners found adaptive challenges• Task force team supportive feedbacks to one

another • Learned to uncover conflicts• To listen• To cares

KPMG after Adaptive ChangeKPMG after Adaptive Change

• Got $50 to $60 million new business • Spotted opportunity to KPMG services to

virtual organizations and strategic alliances• 28 years old lady auditor guide a group for

implementing firms new strategies.

Cont.…Cont.…

• Developing views opposing• Demand perfection (creativeness)• Avoid ConflictsDesired Culture:• Opportunity to self-fulfillment• Caring environment• Maintain and keep trusting relations

Cont..Cont..

• Change in behavior• Curiosity became more valued than

obedience of rules• Less dependence on senior authority• Confidence developed to work collectively• Increased Creativity • Raised level of trust• Self assessment• Improved Collective intelligence of groups

•stresses of adaptive work can be severe for leader.•People exercising authority are always failing somebody.•The exercise of leadership is a voluntary activity.

•it’s a time bound intervention: its episodic.•Manager is not Leader always but can be

•It implies asking questions more than providing answers.

• Adaptive Change is base for growth• Team work is Important • Find internal weaknesses to compete with

external threats and weaknesses• Leader should be “Post Heroic”• Change is most critical Challenge to compete in

the market• Stress Management is key in employee

productivity• Good leader should best situation handler and

“Analytical”

Cont.…Cont.…

• Encourage and value the employee to talk • Don’t kill voices• Be a good listener and Observer as a leader• Empowerment helps managers

Mehwish shaheenMehwish shaheen

ActivityActivityQuestionnaireQuestionnaire

(How we found our (How we found our Leader ..???Leader ..???

What type of leadership do your leader have?

Which attribute do your leader have from Collins’ Level 5 Leadership?

Is your Leader supportive, Stress Is your Leader supportive, Stress manager and encourage to give manager and encourage to give

work back to you?work back to you?

Is your leader a good Listener, Is your leader a good Listener, communicative, conservative Team communicative, conservative Team work supporter? work supporter?

Assume if you all are working in same organization and you get same leader, do you think he/she has

adaptive leadership?