Executives and organizational leaders often face perplexing dilemmas regarding how to implement, lead and manage change. There is little doubt that one of the greatest complexities of modern management is determining how to create and lead the successful enterprises of the future.
The pace of change today is quickening partly as a result of the impending rebound in gobal economies and partly as a result of the rapid speed of technological innovation and implementation sweeping across all industries and all markets today. The forces reshaping the world economy are more numerous, more interwoven, and combine to be more powerful than any other combination of economic and political change since the Industrial Revolution.
Every organizational leader is facing a more volatile, less predictable and more competitive market with each passing month. Change is everywhere and the rate of change is probably faster and broader for a larger portion of the world’s population than at any other time in history.
If you are going to be a successful leader in the future, you will have to understand how to lead change and how to constantly re-create your organization so that it is best prepared to face tomorrow’s challenges. The leadership skills required for the future will be a combination of transformational and transactional leadership.
Most professionals today, trained in traditional schools of managerial thought, will be capable of handling transactional leadership. Transformational leadership, which requires greater intuitive, emotive and opportunistic characteristics, demands a greater a skill and understanding of managing the human and motivational aspects of creating change.
Becoming a leader isn’t easy, but it need not be difficult either. Leaders are made, not born, and everyone has the capacity for becoming a leader. This workshop is designed to help transform your inherent capacity into a growing capability to lead and continuously re-create successful enterprises.
- Understand the importance of change, both external and internal, on creating dynamic and successful enterprises
- Learn the four types of change leaders and how to apply these skill sets to specific types of change
- Realise the importance of self-knowledge and self-awareness in helping to determine your own leadership style and skill set
- How to choose the most appropriate change intervention tools
- Manage resistance to change
Leading Successful Enterprises
Environmental Trends Impacting Business
- Technological trends
- Customer trends
- Market and competitive trends
- Global trends
Taking Charge of Change
- Differences between managers and leaders
- Four types of change leaders: Coaches, Captains, Charismatics, Commanders
- Roles of leaders
- Ingredients of leadership
- Characteristics of the effective change agent
- Conditions required for change leadership
Matching Leadership Style with Strategies and Structures
- Scales of change
- Types of change: transitions, transformations, turnarounds
- Understanding the context for change strategies
- Importance of self knowledge for a leader
Forging the Future
- Structural transformations
- Cultural renewals
- Technological transformations
- Factors affecting individual readiness for change
- Factors affecting organisational readiness for change
Choosing Change Intervention Tools
- Appropriate levels of change intervention
- Which change intervention tools to use?
- Integrating change strategies and change intervention tools
- Change as a way of organisational life
Managing Resistance to Change
- How to involve key people
- Need for educational communication
- Gaining participation and involvement
- Explicit and implicit coercion
Using Corporate Image as a Catalyst for Change
- The corporate image management process
- Leveraging the existing corporate culture
- Creating a rallying cry throughout the organisation
- Corporate Image as a strategic weapon
- Power of the Corporate Brand
Note: all key learning points will be illustrated with real-life examples and case stories from the Asia/Pacific region and from well-known international companies.