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© Vadim Kotelnikov
SMARTLeader
By Vadim Kotelnikov
Founder, Ten3 Business e-Coach
www.1000ventures.com
www.success360.com
CustomerResults
LEADERSHIPATTRIBUTES
EmployeeResults
InvestorResults
OrganizationResults
SMART Learning
Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered
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SMART Leader
© 2005 Vadim Kotelnikov, Founder, Ten3 Business e-Coach
1. Introduction to Leadership
2. Leadership Lessons
3. Leadership Attributes and People Skills
4. Leadership Styles
5. Delivering Results
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Effective Leadership Attributes x Results = The Roadmap for Improving Leaders
Demonstrate
LEADERSHIP ATTRIBUTES
Emanate personal character
Master competencies
Set directions
Build organizational capability
Mobilize individual commitment
CUSTOMERResults
Achieve
RESULTS
EMPLOYEEResults
INVESTORResults
ORGANIZATIONResults
X
“Management works in the system. Leadership works on the system.”- Stephen R. Covey
More information at 1000ventures.com:“Effective Leadership”
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Leader 360 Leadership Attributes × 360° Achievement
SELFLeadership
LATERALLeadership
BOTTOM-UPLeadership
TOP-DOWNLeadership
© Vadim Kotelnikov
Leadership
ATTRIBUTES
Leading your boss Leading yourself
Leading your subordinates
Leading your peers
More information at 1000ventures.com: “Effective Leadership”
ne Managerial LeadershipDifferences Between What Leaders and Managers Do
MANAGERS LEADERS
Deal with status-quo Deal with change
Work in the system Work on the system
React Create opportunities
Control risks Seek opportunities
Enforce organizational rules Change organizational rules
Seek and then follow direction
Provide a vision to believe in and strategic alignment
Control people by pushing them in the right direction
Motivate people by satisfying basic human needs
Coordinate effort Inspire achievement and energize people
Provide instructionsCoach followers, create self-leaders, and empower them
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SMART Leader
© 2005 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, www.1000ventures.com, June 2005
1. Introduction to Leadership
2. Leadership Lessons
3. Leadership Attributes and People Skills
4. Leadership Styles
5. Delivering Results
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1000ventures.com
Leadership Challenge ModelThe Five Practices of Exemplary Leadership
Modeling the Way
Challenging the Process
Encouraging the Heart
Enabling Others to Act
Forming and Inspiring
a Shared Vision
Source: Study by Jim Kouzes and Barry Posner
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Mastering Effective Leadership Roles
1000ventures.com
• Give direction, set an example, and share risks or hardship
• Win respect without courting popularity
• Lead by example; practice what you preach
• Listen with understanding; be open to ideas
• Be willing to discuss and solve problems
• Support and help; back your people up; remembers their problems
• Use team approach; facilitate cooperation
• Help your team reach better decisions
• Avoid close supervision; do not overboss; do not dictate
• Delegate authority; trust your group; rely on their judgment
• Communicate openly and honestly so people can trust what you say
• Bring out best in your men; have common touch with them
ne Leadership Lessons of Lao TzuThe founder of Taoism (born app.500 BC)
1000ventures.com
• The leader is best when people are hardly aware of
his existence, not so good when people praise his
government, Less good when people stand in fear,
worst, when people are contemptuous.
• Fail to honor people, and they will fail to honor
you.
• But of a good leader, who speaks little when his
work is done, his aim fulfilled, the people say, 'We
did it ourselves.'
ne Leadership Lessons of XenophonAthenian soldier and author (431-350 BC)
1000ventures.com
Leadership is done from in front. Never ask others to do what
you, if challenged, would not be willing to do yourself.
Know your business – authority flows to the one who knows.
Lead by example.
Inspire others by encouraging them in times of difficulty orchallenge
Remind people of why they are working and striving.
Be firm and just in maintaining necessary order.
A leader should show humanity, a basic empathy with people.
Above all, be there – at the right time and place. Neverunderestimate the positive influence that your very presencecan exert in a situation.
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ExecutionThey are action-oriented, and
are focused on getting results
EdgeThey have a competitive edge
and a will to win
EnergizeThey energize teams, and
don't intimidate them
EnergyThey have tremendous
personal energy
Lessons from Jack WelchThe 4 E’s of Leadership
More information at 1000ventures.com : “25 Lessons from Jack Welch”
ne Powell’s Leadership Principles– General (Ret.) and Former Secretary of State
1000ventures.com
By treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.
Real leaders make themselves accessible and available.
Don't be buffaloed by experts and elites.
If you have a yes-man working for you, one of you is redundant.
Never neglect details.
You don't know what you can get away with until you try.
Keep looking below surface appearances.
Only by attracting the best people will you accomplish great deeds.
Never let your ego get so close to your position that when your position goes, your ego goes with it.
Excerpts from Powell’s 18 Leadership Lessons
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SMART Leader
© 2005 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, www.1000ventures.com, June 2005
1. Introduction to Leadership
2. Leadership Lessons
3. Leadership Attributes and People Skills
4. Leadership Styles
5. Delivering Results
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General Leadership AttributesWhat Effective Leaders Need to Be, Know, and Do
Set DirectionsSet Directions Face reality Focus on the future See change as an opportunity
Mobilize Individual CommitmentMobilize Individual Commitment Direct emotions Manage attention Share power and authority Build collaborative relationships
Build Organizational CapabilityBuild Organizational Capability Build infrastructure Leverage diversity Build teams Make change happen Design human resource systems
Demonstrate Personal Character Live values, lead by example Have and create a positive self-image Display integrity & learning ability
More information at 1000ventures.com: “Leadership Attributes”
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Technology of AchievementIntersection of Capabilities, Attitude & Opportunities
EXTERNALEXTERNALRESOURCESRESOURCES
&&OPPORTUNITIESOPPORTUNITIES
MOTIVATIONMOTIVATION
&&
ATTITUDEATTITUDE
Positioning Vision
Commitment
INTERNALINTERNAL
RESOURCESRESOURCES
&&
CAPABILITIESCAPABILITIES
© Vadim Kotelnikov
ACHIEVEMENT
More information at 1000ventures.com: “Achievement Management”
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Be a Winner!
Winners versus Losers
The Winner is always a part of the solution;The Loser is always a part of the problem. The Winner always has a program;The Loser always has an excuse. The Winner says, "Let me do it for you;"The Loser says, "That's not my job." The Winner sees an answer for every problem;The Loser sees a problem in every answer. The Winner says, "It may be difficult but it's possible;"The Loser says, "It may be possible but it's too difficult."
"He who rules
his spirit has
won a greater
victory than the
taking of a city.“
– Jesus Christ
Winners: a True Formula for Success
False formula: Winners are happy – Losers are miserable
True formula: Happy people are winners – Miserable people are losers
More information at 1000ventures.com: “How To Be a Winner”
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1 Appreciate your goal, pay attention to how attractive that goal is, make it as compelling as possible
2 Set your brain on the path toward achieving your goal so that it's working on it all day long – traveling the actual path will then become much easier
3 Vividly imagine that you have already achieved your goal, then walk back and examine the pathway toward your goal
4 Notice specific steps on the pathway you took to get there, including all those different elements – the resources, the abilities, the actions, and the people – that led, step-by-step, toward your goal
5 Go back to the present with a new appreciation for the steps on the path to your goal
NLP Technology of Achievement Creating Inevitable Success
More information at 1000ventures.com: “Success Secrets”
neNLP Technology of Achievement
Personal Change – Start with Yourself
Start with Yourself
1. Be an example of what is wanted – you are the only thing in the system that you can absolutely change
2. Learn from everyday events, treat every situation as an opportunity to learn and to gain some new choices and flexibility
3. Don't rely just on the feedback you receive, solicit feedback actively
4. Increase flexibility in your thinking and your actions
Personal Change:Your Empowering Beliefs
1. 'I enjoy new ideas'
2. 'I have an open mind‘
3. 'I know I can change‘
4. 'I've learnt so much before, and I use every opportunity to learn more'
More information at 1000ventures.com: “Changing Yourself”
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Taking responsibility Taking risk
Demonstratingentrepreneurial
creativity
1000ventures.com
Taking initiative
Entrepreneurial LeadersSpecific Attributes
Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed.
Entrepreneurial leadership involves instilling the confidence to think, behave and act with entrepreneurship in the interests of the intended purpose of the
organization to the beneficial growth of all stakeholders involved.
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Leader as an EntrepreneurTalent & Temperament & Technique Synergy
Source: Adapted from “Entrepreneurs”, Bill Bolton and John Thompson 1000ventures.com
TALENT
Creativity Courage Focus Resourcing
Opportunity spotting Advantage orientation Teambuilding Networking TEMPERAMENT
Ego drive Mission Activator Dedication
Urgency Competition Responsibility Performance
Opportunity taking
TECHNIQUE
Entrepreneur’s skill set
Experience
Techniques to develop talents and manage temperament
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SHAREDVALUES
Teamwork as a Distinctive CapabilityDream Team
Adapted from “The Wisdom of Teams”, John Katzenbach and Douglas Smith
Well-definedworking
approach
Meaningfulpurpose
Clearperformance
goals
Mutualaccountability
Smallnumbers
Complementaryskills
More information at 1000ventures.com: “Team Building and Teamwork”
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The Tao of Influencing People
© Vadim Kotelnikov
• Being interested in people
• Knowing people
• Understanding emotions
• Effective listening
• Observing people
• True compassion
• Managing attitude
• Establishing rapport
• Asking effective questions
• Persuading
• Leading and coaching
• Inspiring and energizing
"Before you can inspire with emotion, you must be swamped with it yourself. To convince them, you must yourself believe." – Winston Churchill
YangActive, Creative
Inside-Out
YinPassive, Receptive
Outside-In
More information at 1000ventures.com: “Influencing People”
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The 10 Essentials of Effective Communication
1 Know your audience and match your message to the audience.
2 Respect your audience and suspend judgments.
3 Know exactly what you want to achieve.
4 Think and organize before you proceed.
5 Think from your audience point of view.
6 Be mindful of what you face and body are conveying nonverbally.
7 Listen carefully to all responses.
8 Be willing to share what you know and hear what you don't know.
9 Stay focused on what you want to achieve and don't get distracted.
10 Find a way to get your audience to explain what they think you said. Discuss differences until you hear a satisfactory version of the message you wanted to convey.
More information at 1000ventures.com: “Effective Communication”
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Effective Listening
Effective Listening Techniques
• Encouraging
• Pretending ignorance
• Noting and reflecting emotions
• Paraphrasing
• Summarizing.
Barriers to Effective Listening
• we "know" what we are going to hear;
• we judge delivery (how they say it), not content (what they say);
• we are seeking confirmation, not information;
• what's being said is getting in the way of what needs be said.
"A good listener is not only popular everywhere, but after a while he knows something." – Wilson Mizner
More information at 1000ventures.com: “Effective Listening”
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Employee EmpowermentThree Levels
Degree of Empowerment & Leadership
Organizational Benefits
Encouraging employees to play a more active role in their work
Involving employees in taking responsibility for improving the way that things are done
Enabling employees to make more and bigger decisions without having to refer to someone more senior
Getting closer to the customer Improving service delivery Innovating continuously Increasing productivity Gaining the competitive edge
Adapted from “Empowering People”, Jane SmithMore information at 1000ventures.com: “Employee Empowerment”
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Equity Competence
Participation
1000ventures.com
Identity
Energizing PeopleFour Principles of Empowering and Energizing Employees
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1000ventures.com
Inspiring PeopleFour Key Strategies to Inspire Employees to Act
Allow experimentation and
the freedom to fail. Makebusiness fun.
Encourage challenges to
the assumptions and the status quo
Createan inspiring vision
andset stretch goals
Create freedomfrom bureaucracy and
celebrate diversity
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Effective CoachingDefinition and the Keys to Success
What the Coach Does
• acts as an external expert observer making sure that the player's aim is true and their actions are congruent
• helps players identify and define their specific goals, and then organize themselves to attain these goals
• provides help in motivating and keeping the players motivated to reach their goals
Coaching is the art and practice of inspiring, energizing, and facilitating the performance, learning and development of the player.
THREE KEYSto Effective Coaching
1. Listening2. Observing3. Questioning
More information at 1000ventures.com: “Effective Coaching”
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Coach 360 Coaching Arts × 360° Achievement
SELFCoaching
LATERALCoaching
BOTTOM-UPCoaching
TOP-DOWNCoaching
© Vadim Kotelnikov
Coaching
ARTS• Listening
• Questioning• Inspiring
• Energizing
Coaching your boss Coaching yourself
Coaching your subordinates and kids
Coaching your peers and customers
More information at 1000ventures.com: “Effective Coaching”
ne Coaching YourselfSet and Achieve Your Personal and Business Goals
Think StrategicallyBuild a TeamEnergize & Coach
Learn & Cross-pollinateBoost Your CreativityDiscover Opportunities
Understand PerceptionsListen & Ask QuestionsTalk, Write & Present
Know PeopleBuild RelationshipsConnect & Influence
© Vadim Kotelnikov
BUILD PEOPLE SKILLS
LEAD
COMMUNICATE
INNOVATE
MANAGE YOURACHIEVEMENTS
Define Your Vision & GoalsUnlock Your CapabilitiesManage Your Attitude
More information at 1000ventures.com: “Coaching Yourself”
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Structuring the Coaching SessionThe GROW Model
Adapted from: “The Tao of Coaching”, by Max Landsberg
RealityReality• ASSESSMENT Invite self-assessment
• EXAMPLES Offer specific examples of feedback
• ASSUMPTIONS Avoid or check assumptions. Discard irrelevant history
OptionsOptions• RANGE
Cover the full range of options
• SUGGESTIONS Invite suggestions from the player. Offer suggestions carefully
• CHOICES Ensure choices are made
• AIM Set long-term aim if appropriate
• OBJECTIVE Agree specific objective of session
• TOPIC Agree topic for discussion
GoalGoal Wrap-upWrap-up• ACTION
Commit to action
• OBSTACLES Identify possible obstacles and how to overcome them. Agree support
• MILESTONES Make steps specific and define timing
More information at 1000ventures.com: “Effective Coaching”
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The Tao of Cultural IntelligenceHarmony Between Receiving and Giving Side
© Vadim Kotelnikov
Your capability to grow personally through continuous learning and good understanding of diverse cultural heritage, wisdom, and values.
Your capability to deal effectively with people from different cultural background and understanding.
YangActive, Creative
Inside-Out
YinPassive, Receptive
Outside-In
More information at 1000ventures.com: “Cultural Intelligence”
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SMART Leader
© 2005 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, www.1000ventures.com, June 2005
1. Introduction to Leadership
2. Leadership Lessons
3. Leadership Attributes and People Skills
4. Leadership Styles
5. Delivering Results
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Effective LeadershipCorrelation Between Major Leadership Schools
Focus onLEADERSHIP ATTRIBUTES
&STYLE
Principle-Centered Super-leadership
Inclusive Values-Based Strategic
Focus on RESULTS
Results-Based Entrepreneurial Transformational Volatility Creative Horizontal
Situational Functional
Anarchistic
© Vadim Kotelnikov 1000ventures.com
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Values-based LeadershipSynergy of Effectiveness, Morality, and Time
1000ventures.comConcept by James O’Toole
Morality– measuring how change affects concerned parties
Effectiveness– measuring the achievement
of the objectives
Time– measuring the desirability
of any goal over the long term
"The only thing that works is management by values. Find people who are competent and really bright, but more importantly, people who care exactly about the same things you care about.“
– Steve Jobs, Co-founder, Apple Computer
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Principle-Centered LeadershipAlternate Life and Organizational Centers
Source: “Principle-Centered Leadership”, Stephen R. Covey, 1991
PrinciplesPrinciples
Enemy
Friend
Pleasure
Work
Possess-ions
Money
Family
Spouse
Self
Religion
Power
Guidance
Wisdom
Security
PrinciplesPrinciples
Policy
Program
Customer
Owner
Employee
Supplier
Profit
Techno-logy
Image
Compe-tition
Power
Guidance
Wisdom
Security
ALTERNATE LIFE CENTERS ALTERNATE ORGANIZATIONAL
CENTERS
1000ventures.com
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Situational LeadershipManagerial Leadership Styles
Adapted from “Leadership and the One Minute Manager”, Kenneth Blanchard 1000ventures.com
DIRECTIVE BEHAVIOR
SU
PP
OR
TIV
E B
EH
AV
IOR
Low High
High
EMPOWERINGEMPOWERINGTurning over responsibility for
day-to-day decision-making
For people who have High Competence High Commitment
SUPPORTINGSUPPORTINGPraise, listen, and facilitate
For people who have High Competence Variable Commitment
DIRECTINGDIRECTINGStructure, control, and
supervise
For people who have Low Competence High Commitment
COACHINGCOACHINGDirect and support
For people who have Some Competence Some Commitment
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1000ventures.com
1 Managers makes decision and announces it
2 Manager “sells” decision
3 Manager presents ideas and invites questions
4 Manager presents tentative decision subject to change
5 Manager presents problem, gets suggestions, makes decision
6 Manager defines limits; asks group to make decision
7 Manager permits subordinates to function within limits defined by superior
Adapted from: “The Tannenbum and Schmidt Leadership Continuum”
Managing bydirecting
Leading by empowering
Situational LeadershipContinuum of Leadership Behavior that Emphasizes Decision Making
Team
maturity
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Entrepreneurial LeadershipBuilding Attributes and Delivering Results
CUSTOMERResults
INVESTORResults
ORGANIZATIONResults
EMPLOYEEResults
© Vadim Kotelnikov
Leadership Attributes Entrepreneurial Creativity Strategic Thinking Business Systems Thinking Results-based Leadership Volatility Leadership Energizing & Coaching Opportunity-driven Management Change Management Venture Management
Leadership Arts, Skills, & Tasks
More information at 1000ventures.com: “Entrepreneurial Leadership (MBS course)”
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SMART Leader
© 2005 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, www.1000ventures.com, June 2005
1. Introduction to Leadership
2. Leadership Lessons
3. Leadership Attributes and People Skills
4. Leadership Styles
5. Delivering Results
ne Results-Based LeadershipEffective Leadership = Attributes X Results
BALANCED LEADERSHIP WHEEL
CUSTOMERResults
Results-Based
Leadership
EMPLOYEEResults
INVESTORResults
ORGANIZATIONResults
Leaders do much more than demonstrate
leadership attributes – character and
competencies.
Effective leaders get RESULTS.
Desired results must serve multiple constituents –
customers, investors, employees, and
organization – in a BALANCED way.
Adapted from "Results-Based Leadership", Dave Ulrich, Jack Zenger, and Norm Smallwood, 1999 More information at 1000ventures.com: “Results-based Leadership”
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Twelve Major Causes of Failure in Leadership
1000ventures.comAdapted from: "Motivate to Win", Richard Denny
1 Inability to organize detail
2 Unwillingness to do what they would ask another to do
3 Expectation of pay for what they know instead of what they do
4 Fear of competition from others
5 Lack of creative thinking in setting goals and creating plans
6 The "I" syndrome
7 Over-indulgence, destroying endurance and vitality
8 Disloyalty to colleagues
9 Leading by instilling fear instead of encouraging
10 Emphasis of title instead of knowledge and expertise
11 Failure to face the negative reality
12 Being ultra-positive
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Strategic LeadershipGeneric Role and Main Functions
Three Broad Functions
Achieving the common TASKTASK
Building and Maintaining the
TEAMTEAM
Motivating and Developing the
INDIVIDUALINDIVIDUAL
Seven Role Functions
1. Purpose / Vision
2. Strategic Thinking and Planning
3. Operational / Administration
4. Organization Fitness to Situational Requirement
5. Energy, Morale, Confidence, Spirit
6. Allies and Partners, Stakeholders, Political
7. Teaching and Leading the Learning by Example
Adapted from “Effective Strategic Management”, John Adair, 2002 More information at 1000ventures.com: “Strategic Leadership”
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Strategic
THINKING
Strategic
LEARNING
Adapted from “Changing Strategic Direction”, Peter Skat-Rørdam, 2003
Strategic AchievementThinking × Action × Learning → Synergy
Strategic
ACTION
STRATEGIC THINKING
1. Look behind the symptoms2. Combine intuition and data3. Recognize the value of synergy4. Live the life of the customer5. Balance the short and long term
STRATEGIC LEARNING
1. Undertake strategic control2. Experiment3. Constantly refine the strategy4. Learn from mistakes
STRATEGIC ACTION
1. Make a choice2. Take risks3. Sell the new strategy4. Calculate the reactions5. Get the timing right6. Acquire the appropriate resources
More information at 1000ventures.com: “Strategic Achievement”
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1000ventures.com
Setting Effective Goals
SMART Goals
1. Specific
2. Measurable - that can quantify the results
3. Achievable
4. Relevant
5. Time bounded – are governed by deadlines
Effective Goals are:
• Stretching, but
• Achievable
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80/20 Strategic ThinkingHow To Achieve More with Less
80%
80%
20%
INPUT OUTPUT
20% 80% of outputs result from 20% of inputs
80% of consequences flow from 20% of causes
80% of results come from 20% of effort
Source: “The 80/20 Principle”, Richard Koch
Progress means moving resources from low-value to high-value uses:• 80% of value is produced with 20% of resources
• 80% of growth and profitability comes from 20% of clients• 80% of defects can be eliminated by correcting 20% of causes• 80% of cost reduction can be achieved by focusing on 20% of the whole business
More information at 1000ventures.com: “80/20 Principle”
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The Tao of Managerial LeadershipEfficiency & Effectiveness: Finding the Delicate Balance
1000ventures.com
YinPassive, accepting side
YangActive, aggressive side
OBJECTIVE EFFICIENCY EFFECTIVENESS
STYLE Management Leadership
MOTTO Doing things right Doing right things
MEASUREMENT Benchmarking Strategic achievement
FOCUS ON Individual elements The total result
APPROACH Analytical; looking at the parts Holistic; looks at the whole
DIRECTION Looking internally Looking externally
GROWTH Eliminating problems Pursuing opportunities
KNOWLEDGE Know how Know why
© Vadim Kotelnikov
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1. is a person who makes a significant difference
2. is creative and innovative
3. spots and exploits opportunities
4. finds resources and competencies required to exploit opportunities
5. is a good team-builder and networker
6. is determined in the face of adversity and competition
7. manages change and risk
8. has control of the business
9. puts the customer first
10. creates capital
Entrepreneur is a person who habitually creates and innovates to build something of recognized value around perceived opportunities.
Adapted from “Entrepreneurs”, Bill Bolton and John Thompson, 2000
Leader as an EntrepreneurTen Key Action Roles
More information at 1000ventures.com: “Entrepreneur”
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Ten Volatility Leadership Best PracticesManaging the Challenges of a Volatile and Chaotic Economy
Adapted from "Leading on the Edge off Chaos," Emmet C. Murphy and Mark A. Murphy, 2003. 1000ventures.com
1 Make haste slowly
2 Partner with customers
3 Build a culture of commitment
4 Put the right person, in the right place, right now
5 Maximize knowledge assets
6 Cut costs, not value
7 Outposition your competitors
8 Manage stress without loosing your competitive edge
9 Communicate your message through the "noise“ of chaotic times
10 Stay focused and on track
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Managing Change Six-Step Process
1. Envisioning
2. Activating
3. Supporting
4. Installing
5. Ensuring
6. Recognizing
Motivational & Leadership TasksMotivational & Leadership Tasks (elements 1 ÷ 3), aimed to: Inspire people Reduce resistance Ensure everyone is participating
Administrative TasksAdministrative Tasks (elements 4 ÷ 6), aimed to: Clarify what has to be done Measure whether or not it
has been achievedSource: “Managing Change”, David Hussey More information at 1000ventures.com: “Change Management”
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Why Change FailsEight Common Errors in Organizational Change Efforts
1000ventures.comSource: “Leading Change,” John P. Kotter, 1996
1 Allowing too much complacency
2 Failing to create a sufficiently powerful guiding coalition
3 Underestimating the power of vision
4 Undercommunicating the vision
5 Permitting obstacles to block the vision
6 Failing to create short term wins
7 Declaring victory too soon
8 Neglecting to anchor changes firmly in the corporate culture
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Leading ChangeThe Eight Stage Change Process
1000ventures.comAdapted from: “Leading Change,” John P. Kotter, 1996
Defrosting the hardened status-quo
1 Establishing a sense of urgency
2 Creating the guiding coalition
3 Developing a vision and strategy
4 Communicating the change vision
Introducing many new practices
5 Empowering a broad base of people to take action
6 Generating short term wins
7 Consolidating gains and producing even more change
Grounding the changes in the culture, and making them stick
8 Institutionalizing new approaches in the corporate culture
ne Making Big ChangesTen Questions to Answer
Adapted from “Making Big Changes,” Ten3 NZ Ltd. 1000ventures.com
1 Are you prepared to take this risk?
2 On whom will your making this change impact?
3 What do you need to have in place to feel OK about this change?
4 What do you need to do before making the change?
5 Who can help you, and how?
6 What will it cost you not to do it?
7 If you are going to do it, how will you make this work for you?
8 How long will the journey take?
9 What will you do when you feel scared? Who can support you in staying on track?
10 How can you celebrate your successes?
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Leading InnovationTips for Making the Vision a Reality
1Empower people at all levels by articulating your vision, agreeing clear goals and objectives and giving them the authority they need to be entrepreneurial in finding ways of achieving their goals.
2 Remove fear of the unknown and fear of the failure in your words and actions.
3 Stay focused on the key strategic goals despite all the day-to-day distractions.
4 Create a working environment that encourages creativity and innovation.
5 Allow people time for exploration and discovery in addition to normal work.
6 Plan for success but prepare for failure too.
7Invest in employee training and coaching. Help them to develop entrepreneurial and creative skills.
Adapted from "Lateral Thinking Skills" by Paul Sloane, 2003 More information at 1000ventures.com: “Leading Innovation”
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Managing Radical Innovation Projects:
Loose-Tight Leadership
1000ventures.com
Loose-tight leadership alternates: the creation of space for idea generation and free exploration with a deliberate tightening that selects and tests specific ideas for
further investment and development
Ideas
ProfitableInnovation
Divergent Thinking(Loose Leadership) Convergent Thinking
(Tight Leadership)
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GE Market Capitalization
US$13 billion
US$500 billion
2000
Jack Welch steps down
as CEO of GE
1981
Jack Welch appointed
as CEO of GE
1. Develop a vision for the business
2. Change the culture to achieve the vision
3. Flatten the organization
4. Eliminate bureaucracy
5. Empower individuals
6. Raise quality and efficiency
7. Eliminate boundaries
Welch’s Seven-Point Program for Management
by Leadership
More information at 1000ventures.com: “Jack Welch – a Corporate Change Leader”
Management by Leadership: Success Story
Jack Welch
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SMART Leader
© 2005 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, www.1000ventures.com, June 2005
THANK YOU!THANK YOU!THANK YOU!THANK YOU!
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