The Work of Leadership in Adaptive Change
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Transcript of The Work of Leadership in Adaptive Change
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?