c . Intellectual Stimulation is where a leader encourages examining new ways of solving problems ; and
d . Individualized Considerationis demonstrated by a focus on mentoring followers and attending to their development and needs .
3 . SET CLEARLY DEFINED AND MEASURABLE OBJECTIVES
Goal Setting done well engages stakeholders and commits them to the program . Other benefits include focusing effort to where it is important and providing a yardstick for measuring program success . Are your goals vague and hard to put a finger on , or are they SMART goals ? Do they link to the strategic objectives of the organization and do they have widespread and genuine support across the organization ?
4 . DEFINE TRANSFORMATION ROLES
People , and only people , can make your organizational transformation happen . Programs fail where roles and tasks are not agreed and clarified . In organizations with a low performance culture , many employees and managers will expend considerable effort in hiding from responsibility .
What are the key roles and responsibilities for bringing about the change in your area ?
For any transformation initiative , we have identified four ( 4 ) key Change Roles : Transformation Leader , Transformation Implementer , Transformation Enabler and Transformation Recipient . Who are the people that occupy each role in your transformation program ? Have the right people been selected for the right roles ?
Whatever your transformation initiative , most likely the above-mentioned roles will not be working in isolation . More and more , results can only be achieved through people working in collaboration – in teams . Are your teams of the optimal size – not too small and not too big ? Have you got the right team leader ? Do they have the necessary technical and interpersonal skills ?
One reason why teams are much more productive than individuals working in isolation is that members may leverage off each other ’ s strengths and compensate for each other ’ s weaknesses . Do your teams have the right balance of natural working styles ? At times , teams get stuck . What is your strategy in moving stuck teams forward ?
5 . ADVOCATE IN HR LEARNING AND DEVELOPMENT PROGRAMS THE PRINCIPLES OF TRANSFORMATIONAL AND EFFECTIVE LEADERSHIP
Training is an indispensable tool for skilling teams and embedding in transformation . HR learning and development programs need to focus on the principles of transformational and effective leadership . It could be argued that management is about ‘ doing things right ’ and leadership is about ‘ doing the right things ’.
Covey ( 2006 ) supported this view , asserting that yesterday ’ s methods do not work in the real world , where managers traditionally manage within the system and focus on doing things according to the rules . It should be stressed that leadership should come first to make managing more effective .
6 . NAVIGATE THE TRANSFORMATION SAFELY
Bringing about transformation in organizations today is fraught with uncertainty . However , when done well , it can be extremely rewarding journey . To help individuals , teams and organizations to navigate the transformation safely , there are three constants that provide stability in times of great uncertainty : a . CHANGE - Covey ( 2006 ) argued that , in a constantly changing environment , when times are difficult and uncertain , there is a need to develop a solid , unwavering core . He asserted that , when we adopt changeless and timeless principles – such as trust , fairness , service , courage , humility , integrity , human dignity , contribution , growth and empowerment – as core values , we anchor and enable ourselves to adapt and respond to forces of change .
b . CHOICE - A unique ability that sets us apart as human beings is that of self-awareness and the ability to choose how we respond to any given stimulus . While conditioning can have a strong impact on our lives , we are not ultimately determined by it . Covey ( 2004 ) suggested that between what happens to us and our response is a space , and within this space is the ability to choose our response – ‘ response-ability ’.
c . PRINCIPLES - Covey ( 2009 ) also subscribes to the view of connecting with our internal compass and discovering and following our ‘ true north ’. He asserts boldly that principles govern growth and prosperity in both people and organizations , claiming that principles draw the highest and best from people because they reflect the whole person : body , mind , heart and spirit . Equally significant , these people then choose to influence and inspire others to find their voice through these principles .
7 . IDENTIFICATION AND MANAGEMENT OF TRANSFORMATION COHORTS
Whatever your transformation program , one key area requiring your attention is the identification and management of transformation cohorts . A cohort is any person with an interest in the change process or the outcome of the proposed change . Cohorts bring with them an amalgam of competing interests and often act to further their own power , influence and survival .
The added difficulty for transformation cohorts rests in the fact that such political maneuvering is often in the guise of impartial and rational argument . Who are your major stakeholders ? How will you get them on board and retain their support throughout the life of your transformation program ?
Think about how well each of these steps can be implemented effectively , and work towards developing them . Then you will be ready to transform your organization for the 21st century . �
January I PEOPLE MANAGER 17