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