变革--领导能力培训VIP

1、变革-领导能力培训知否世事常变当然有幸有不幸始终波浪起跌变幻原是永恒变幻才是永恒不必怨世事变必将恶运变好运经得风浪起跌通过此次会议，您将能够：界定变革领导能力了解变革过程及其对人们的影响体现对变革方法了解如何管理和支持公司内部的变革第一部分人们对变革的反应第二部分何谓“领导组织变革”第三部分如何“领导组织变革”第四部分 hr作为变革的倡导者第五部分总结总计：2.5小时积极聆听、开放接纳不作假设畅所欲言积极参与“是的，而且”与“是的，但是”对事不对人第一部分人们对变革的反应请在纸上签上您的名字变革是一件好事！你先动吧。dilbert的“变革”观点男孩还是女孩？我要成为哥哥啦！我需要共享我的玩具、

2、巧克力妈妈最喜欢谁？好极了，我有一个玩伴儿了?妈妈，不要说了！我不需要持续的抵抗力及领导支持不够是变革计划无法达致预定目标的最常见原因资料来源： deloitte cio survey领导变革问题标为红色 在企业中所占的比例36%41%43%44%44%46%54%65%72%82%0%10%20%30%40%50%60%70%80%7。 协助人们观察栩栩如生的情景旨在为他人生动展示八个步骤中的问题、解决方案、或在应对自满、策略、授权或其他关键问题方面的进展the heart of change ， kotter，john p. 与 cohen, dan s.著 波士顿：哈佛商学院出版社 观察

3、感觉变革分析逻辑有助于创造栩栩如生的情景 感性想法会改变行为或强化已改变的行为！ 逻辑 看到新鲜事物会影响人们的情感形象化可为人们提供有益的想法，以在更深层次而非表面思想上对人们产生影响。该等想法会引起发自内心的反应，以减少阻碍变革的情绪，并增加支持变革的情绪。 借助变动核心确定成功变革的8个步骤2. 2. 建立指导团队3. 3. 确立变革愿景4. 4.有效沟通愿景-5. 5. 授权行动6. 6. 创造短期成效-7. 7. 不要放松8. 8. 巩固变革成果1. 增强紧迫感营造变革氛围参与和推动整个组织发展执行并维持转变kotter, john p. cohen, dan s. .boston:

4、 harvard business school press绩效差距 状况报告事宜客户称赞信函 股东肯定信给予令人信服的做事原因确定适宜人选明确目标和成功要素界定评估方法和进度与其它团队和组织相互整合树立目标和衡量描绘未来发展的清晰蓝图聚焦长远利益排除超越变革范围的可能性指定需要变革的特定领域多重信息将所有信息与愿景相连接借助暗喻和类比描述战略方向整合有效沟通的领导行动消除不利于人们行事的障碍定界和培训需要新技术的利益相关人员改变违背新愿景的体系应对个人阻力寻求稳固业绩解决人们关心的小问题计划和沟通可见胜利解决其它较大变革构建支援架构转变资源维持领导介入快速实现有形业绩凭借新行为与结果挂钩支持

5、持续不变的绩效体系、基础架构和非正式程序促进项目角色更新第一部分人们对变革的反应第二部分何谓“领导组织变革”第三部分如何“领导组织变革”第四部分 hr作为变革的倡导者第五部分总结第三部分如何“领导组织变革”持久的转变没有行动相应的组织架构和工作流程转变的 需要清晰的愿景共识管理层的支持和行动员工参与业绩评估没有方向没有归属感没有系统的解决方案没有结果持久的转变没有带头人德勤融合变革促动的六大要素，了解变革过程会遇到的阻力与助力，有效拟定完善的变革策略与计划组织设计与 绩效管理架构变革促动结构与计划领导团队的领导力与承诺组织沟通策略个人与团队能力组织文化与变革流程变革促动结构与计划 指组织具有明

6、确的策略与结构，并计划促成变革所需指特定活动及资源 组织设计与绩效管理架构 指组织机构与职位设计、人力资源相关议题、人员训练及奖酬系统均能依循方案目标与组织愿景进行校准 组织沟通策略 指组织具备良好的沟通与讯息传达管道，可促进人员共识及随时保持对方案的理解与参与，有效促成变革的发生组织文化与变革流程 指针对达成变革目标所需之文化及组织价值进行评估，并确保目前的组织文化得以针对愿景进行必要之校准 领导团队的能力与承诺 指领导层的价值观与行为模式与组织愿景是一致的，且领导层具有驱动变革之行的能力、权责、承诺及参与 个人及团队能力 指组织是否采取行动增进个人或团队的能力或专业技术，以有效的面对未来的

7、任务需求下图简单描绘了转变促成的关键因素如何成功运用以达成转变促成的主要工作目标。持续发展业绩时间开始推行企业文化和领导承诺将贯穿整个变革的推行过程ab 通过有效的交流沟通使a最小化设计完善的转变架构和流程，建立项目绩效考核体系使8c/d最大化通过深入的培训提高个人及团队能力使b最小化cd组织战略管治原则整合领导负责变革的高层领导授权作出决策和采取行动的雇员理解战略目标和达致目标所必须采取行动的个人简化流程消除不必要的流程积极有效的工作规划授权团队执行有效的跨部门流程变动界定并达到具突破性的目标组织设计、相关要素和流程整合清晰的沟通主线清晰的角色、职责和应付责任经验证和可行的政策积极劳动力在工

8、作场所中需要适当的基础建设虚拟团队行政管理报告界定并整合领导能力、团队和个人衡量标准绩效管理与整体奖酬妥为连接 业务个案以绩效改进为基准评估”平衡计分卡”整合流程知识管理组织设计文化和行为绩效管理组织战略推动组织愿景和业务目标得以实现的战略管治原则给予行政领导和组织决策制定以导向的基础和原理第一部分人们对变革的反应第二部分何谓“领导组织变革”第三部分如何“领导组织变革”第四部分 hr作为变革的倡导第五部分总结第四部分 hr作为变革的倡导者战略合伙人连接人力资源至公司业务战略变革倡导者帮助管理日常人力和变革，以提高业务业绩服务供应商传递管理服务雇员拥护者确保雇员得到公平待遇，有能力为德勤成功作出

9、贡献协助雇员通过组织网络执行、实施并管理变革，以提高企业绩效协助雇员走出“舒适地带”(comfort zone)，以促动组织变革持续评估组织事宜，并致力于确定改善机遇全面营造鼓励与支持参与、尝试并谨慎冒险的氛围支持组织上下制定并共享最佳实务寻求并鼓励新的观点与意见，以激励创新和变革确定并应对变革阻力11 - change agent material adapted from “the manager as change agent,” jerry w. gilley你我都是变革领导者。 你是否适应该角色？按以下8个步骤设计并实施针对不同与会小组所开展的活动“efforts that driv

10、e and make change happen”!领导力整合组织转变团队绩效学习和发展沟通领导能力整合活动侧重于构建和维持变革的领导支持关键活动进行“领导访谈”以发现领导的疑虑和观点，并确立个别领导的整合计划界定并构建新的领导风格和领导行为进行利益相关者分析为领导提供定期的汇报沟通活动旨在确保我们的员工与业务伙伴了解并支持变革关键活动进行一致的双向沟通开发沟通材料 某项目管理层启动会某项目员工开放日关键活动进行有关变革管理的经理培训课程进行组织影响分析建议新组织架构包括原则和指导方针识别并支持组织和劳动力过渡活动组织转变活动将确保组织设计活动将确保组织架构、角色和绩效指标支持变革关键活动开发

11、员工的变革能力（策略性和战略性）提供技能培训和辅助工具已发展新的能力学习和开发活动确保员工拥有在新组织达至成功的技术和能力团队绩效活动旨在建立具核心价值和行为规范的高绩效团队。关键活动开发并沟通团队奖励制度以推动和挽留团队人才定期进行检讨会（开始/停止/继续）进行团队效率调研团队活动和群体活动概要回答：变革领导能力可做到以下几点：降低项目总成本减少生产力亏损提高组织总绩效和生产力加速决策制定和高效适宜的作出回应避免利益变现延误积极提高承诺和参与第六部分 总结您学到哪些内容？如何在工作中使用变革领导能力？通过此次会议，您将能够：界定变革领导能力了解变革过程及其对人们的影响体现对变革方法和工具的了

12、解了解如何管理和支持公司内部的变革推广德勤的人力与变革服务谢谢*notes:the following session ground rules are our expectations of how the group should be operating as a team over the next 3 hours.*we often hear about change “change is good” or “we have to keep changing to be successful”the truth is that most people see change as go

13、od only when it impacts someone elsepersonal change is difficult and many people feel like victims of the change process*2 min individual reflectionreport your reaction to changewrite down a few words.sad, unbalanced, silent,*people have two general reactions to change:a rational reactionand an emot

14、ional reactionas we provide knowledge we address the rational reaction to change.as we discuss and act on feelings and attitudes, we address the emotional reaction people have to change.by responding to both reactions to change, we can address most employees acceptance concerns and provide for a smo

15、other transition to the end state for the business and employees.*jungle ask participants the question.*change management is to support you to overcome the gap in the curve.*resistance should be expected during an erp implementation, so its better to be prepared for it than surprised by it.the best

16、things you can do to prepare yourself for dealing with resistance are to: recognize resistance around you, and get smart to different ways people “resist”understand the reasons people resistidentify potential tactics that you may use to address someones resistancediscuss the tactics with the project

17、 team; keep others informed* people discount new information that is inconsistent with their assumptions - people stay with what they know; there is comfort in certainty and discomfort with the unknownpeople conceal individual resistance by raising organization issues - this can send us down the wro

18、ng path, working to resolve an issue that isnt really the problemif resistance is not addressed early on - it tends to spread. there is nothing worse that inaccurate rumors spreading or poor attitudes spreading among employees.hidden resistance can be very damaging, so encourage visible resistance.

19、its much better to be told what the issue is that to assume we know. encourage people to be open about their concerns. overt resistance (which usually takes the form of boycott -i.e. absenteeism, gossiping, etc.) could be very damaging to the company.*one challenge we all face, is how we react to pe

20、ople who are resisting change.we can choose to react any number of ways, but many people choose to react in ways that dont help the situation. for example:control - (read bullets)manipulation - (read bullets)ignore it - (read bullets)give up - (read bullets)i know how i respond to resisters . how do

21、 you typically respond to resisters?being aware of our typical reaction allows us the opportunity to change our reaction to help others get more comfortable not more resistant.*you wont be able to help others deal with their anxiety until you understand and deal with your own anxiety and concerns.st

22、op from time to time and ask yourself how you feel about this change. being aware of how you are feeling is a huge step toward managing your emotionsattitude focus.*pair of *facilitators instructionsa: give directions. id like you to stand up and face a partner. for one minute, there is to be no tal

23、king. the task is to observe your partners physical characteristics: body, face, clothes. allow 1 minute.b: continue. now turn around so you and your partner are back to back. you are to change five things in your appearance. allow 1-2 minutesc: tell participants. now turn around and face your partn

24、er, and each of you tell the other what things you think were changed.d: say: now, please turn your back to your partner once again. this time you are changing ten more things about the way you look. these changes must be different from the first set of changes. that will make it 15 in all. allow an

25、other 2-3 minutes and have them review the changes.e: to finish the exercise, tell participants:how many of you are ready for another 10 changes ?how many of you could not even do 10 changes ?*in a business context, change is best understood as an alteration within the business, properly originating

26、 in business strategy, which will be felt as an impact on the organizations people, process and/or technology.*change management is to support you to overcome the gap in the curve.*do & donottable discussioneach table discuss each stage.how to do*presenters to add personal stories for each step

27、and id passages in book would like attendees to readincrease urgencyhighlight performance gapsobtain customer and shareholder testimoniesset stretch goalsbombard with future opportunities and rewards2. build the guiding teamfind the right people clarify program goals and critical success factorsdefi

28、ne measurements for key milestones and progress integrate with other teams and initiatives3. get the right visionpaint a clear picture of the future stateappeal to long-term interests of all stakeholderseliminate out of scope possibilities for the organizationpoint to specific areas that need to cha

29、ngeheart of change: actions for engaging & enabling the whole organization4. communicate for buy-incascade messages link all messages to the visionuse metaphors & analogies to describe strategic directionalign leadership actions to communications5. empower actionremove barriers that make it

30、difficult for people to actdefine & train stakeholders for new skillschange systems that contradict new visionconfront individual resistance6. create short-term winsplan for visible performance improvementssolve small problems dear to the heart of people to boost moraleseek consistent results (e

31、very few months)communicate wins visiblyheart of change: actions for implementing and sustaining change7. dont let uptackle additional and bigger changescreate the supporting organizational infrastructuretransition resourcessustain leadership involvement8. make it stickachieve tangible results quick

32、lytie results to new behaviorssupport sustained performance of systems, infrastructures, and informal processesinitiate turnover of program roles*heart of change: actions for creating a climate for changeincrease urgencyhighlight performance gapsobtain customer and shareholder testimoniesset stretch

33、 goalsbombard with future opportunities and rewardsdiscussion: raise issues / problems with the past (mads, sads and glads) - do this with the individual / group - ask rather than tell - this will get them thinking about the past more realisticallyanalyse the current situation - who does what and ho

34、w, linked with the issues - strengths and weaknesses with current situationaddress issue of blame if it arises - “they” - and reframe as what can we do about it?encourage people to take responsibilitystretch thinking by looking at how it is happening elsewhere - competitors, similar industries, etc.

35、share the thinking on goals and objectives - what the possibilities are - inspirational message*david to cover section2. build the guiding teamfind the right people clarify program goals and critical success factorsdefine measurements for key milestones and progress integrate with other teams and in

36、itiativessamplegive people balanced, realistic feedback on how you / your team/ managers have seen things working - acknowledging the past successes as well as areas for improvementestablish with group / individual concrete steps agree review datesput in place formal and informal feedback mechanisms

37、*david to cover section 3. get the right visionpaint a clear picture of the future stateappeal to long-term interests of all stakeholderseliminate out of scope possibilities for the organizationpoint to specific areas that need to changevisionhow does the change / new introduction fit in with and su

38、pportthe companys vision and valuesthe business goals and objectivespersonal goals and career planhelp group / individual see their role in the big picture - this is how you contribute to the company being successful.identify with individuals the change benefits to them at a personal level e.g., per

39、sonal stretch and development, being part of a successful organisation, making work easier, opportunity to learn new skills, etc.establish with groups / individuals how big the change is - what is the scope of the gap, who / what does change impact - and plan together how to bridge gap given busines

40、s-specific context and individual needsmake sure the implementation plan - how change is made - reflects the companys value propositionidentify with groups / individuals what as a result of the change or new introductionwill be lost and gained what will continuewhy what worked in the past is no long

41、er appropriate for the futurewhat the major improvement is and why it will work going forward dont discount what was done before out of hand - this reinforces a sense of futility*communicate for buy-incascade messages link all messages to the visionuse metaphors & analogies to describe strategic

42、 directionalign leadership actions to communicationssamples:you are leadership - you need to live out your role appropriately as your actions will send messages to your staff about what is actually acceptableshare the regional / corporate strategic 6view in business languagelink the vision with some

43、 of the issues people have with the current processsurfacing concerns about the change - particularly relating to the impact it has on “me” and “us”actively encourage and listen to peoples concerns, opinions and frustrationsbased on what you have heard clarify individual sense of loss and expectatio

44、nsexplain change (goals) and match with concerns - be honest and supportive where you cannot give good newshome in on issues of import to the individuals satisfactionrestate process of change, accommodating individual concernsshare or create a vision and implementation plan with groups and individua

45、ls to inspire and enable positive actiondeal with inappropriate behaviour through feedback- (subtle) sabotage, avoidance, vocal negativity, etc. engage with group/individual - dialogue e,g, testing out what they know / dont know and how this matches with realitygive additional information where requ

46、estedelicit and suggest ideas on how to accomplish goalssupport and build energy of the individualinvolve the group/individual directly in change planning and implementationset a plan of action jointly with the group/individualset specific goals and obtain agreementacknowledge skills and knowledge r

47、equired - give training where requiredallow for mistakes that may occur and their impact on performance - make sure learnings are captured in a non-threatening way organise follow-up sessionsseija ozawa was born to japanese parents in china. he is one of the preeminent conductors of the world. he is

48、 a good choice because (1) images of him convey the idea of synchronized communication amongst the team; (2) he is a recognizable, well-know personality; and (3) as a musician, he is less political than most other figures. biography seiji ozawa born in 1935 in shenyang, china, seiji ozawa studied music from an early age and graduated with first prizes in compos