mfcoa 032811
DESCRIPTION
This third session of the Metro Fire Chief Officers Association's Ethical Leadership program focused on core values and techniques for leading through change.TRANSCRIPT
Leading Through Change
Ethical Leadership Series
Metro Fire Chief Officers Association
Session 3
March 28, 2011
Agenda
• Quick Review
• More about Core Values
• Leading Through Change
• Focus on Culture
• What’s Next?
Ethical Leaders in ActionVirtues of Ethical Leadership
Clarity Creativity
Competence Courage
Service
Ethical Discussion Framework
• Articulate position (or competing positions).
• Define disagreements or points of contention.
• Clarify terms and concepts
• Seek and clarify situation facts and objective data
• Analyze positions
Outcomes
Motives
Agent
Rights
• Clear expectations for
performance
• Adequate materials
and equipment
• Ability to succeed
in assigned roles
• A supervisor who cares about subordinates
• Co-workers committed to quality work
• Opportunities to learn and grow
Source: Gallup G12 Summary
Employee Engagement Drivers
• Engagement– Stakeholders invited to participate
– Participants have an opportunity to be heard
• Explanation– Process and rationale are clearly explained, along with
decisions and outcomes.
– Explanation is respectful – it is also often educational.
• Expectation Clarity– When decisions are made, implications for all
stakeholders are clearly articulated.
– Everyone knows what to expect, and what is expected
of them.
Fair
Process is
working
WITH
others
The Three Elements of Fair Process
ELA’s Foundation for Standards in Public Safety Agencies
• Excellent Public Service
• Sound Stewardship of Resources
• Fairness to Employees
ELA Work in Progress:
Excellent Public Service
• Competent, timely responses
• Attentive to community needs and
priorities
• Pervasive professionalism
– External: Follow-up, appearance, etc.
– Internal: Ongoing improvement
• Leadership: guiding the community
• Service, through to “the extra mile”
ELA Work in Progress:
Sound Stewardship of Resources
• Thoughtful expenditures aimed at
sufficiency.
• Linkage between resource allocation
and mission, community priorities.
• Maintenance and conservation.
• Vigilance for opportunities to conserve.
ELA Work in Progress:
Fairness to Employees
• Clear expectations
• Honest and open information sharing
• Safety
• Appreciation for time and effort
• (Fair processes)
John Kotter’s Perspective on Change
Primary concern:
Overcoming Resistance to Change
Four Primary reasons people resist:
1. Parochial self-interest
2. Misunderstanding/confusion
3. Low tolerance of change in general
4. Different assessments of situation
or projected outcomes
Kotter’s
work is
classic…
Kotter and Schlesinger prescribe 6 ways to lead change:
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
And if needed and time is precious…
5. Manipulation and co-option (win over)
6. Explicit and implicit coercion
Critical Drivers That Promote the Change Effort
Critical BarriersThat Prevent the
Change Effort
Direction of Intended Change
Organizational Culture provides another lens for seeing change
The “Primary embedding mechanisms” of culture are largely
driven by the leadership of the organization:
1. What leaders regularly pay attention to, measure, control
2. How leaders react to critical incidents & crises
3. Criteria by which leaders allocate scarce resources
4. Deliberate role modeling, teaching and coaching
5. Criteria by which leaders allocate rewards and status
6. Criteria by which leaders recruit, promote/demote
employees
Source: Edgar Schein, 1990
Edgar Schein on Culture…
Too often, indirect, “secondary embedding mechanisms” are
over-stressed in change efforts.
1. Organization design and structure
2. Organizational systems and procedures
3. Organizational rites and rituals
4. Design of physical space, facades, and buildings
5. Stories, legends, and myths about people and events
6. Formal statements of organizational
philosophy/values
Source: Edgar Schein, 1990
Edgar Schein on Culture
What’s Next?
April: Mentoring, Managing, and Evaluating
Performance
• Adding Focus on Leadership Motivation
• Let me know of other
examples or
topics of interest
Feel free to share your thoughts with me!
Thank you for your attention!
Chad Weinstein
Ethical Leaders in Action, LLC
651-646-1512
“We enable ethical leaders to achieve
extraordinary results”