Creative and Innovative

Management

Class 3
 Focus Areas Task 3

• Drivers of Change including leadership

• Stakeholder Analysis

• Effective Communication

• Goal setting
 Review Questions?

 How do I “shift my mind” and look at the world

differently?

 How do I lead in ways that produce ideas and a

culture of innovation ?

 How could I change the ways that I work with my team

that will open up their thinking ?
 Revision Culture vs Climate

• Culture is a long-term, slow to change

characteristic of organisations, while

• Climate includes the temporary attitudes, feelings,

and perspectives of organisational members.
 Revision - Factors of Organizational Climate

1. Flexibility- How free employees feel to innovate.

2. Standards- The level of standards that people set.
3. Feedback - The sense of accuracy about
performance feedback and aptness of rewards.
4. Clarity- The clarity people have about mission
and values and role clarification.
5. Commitment- The level of commitment to
a common purpose
6. Leader’s mood?
 Revision - Key learnings

• Climate (what and how) and Culture (why) have

an influence on the way things happen in an
organisation,

• Which in turn can be the key to organisational

performance/success/competitiveness
(Tesluk et al., 1997; Tang, 1998)
Revision – Key learnings Organisational Performance

• Organisational culture can influence the success

or failure of strategic initiatives and overall
organisational performance
(Kotter, 1996)

• The implication: Organisational leaders

can play an influential role in the
formation and development of
organisational culture.
• The Organizational Leader
 What is Leadership

• The progression of leadership requires a balance

between follower’s motivation and organizational
desires

• Effective leadership is about sustaining an

innovative change to ensure competitiveness in an
ever-changing dynamic environment
(Kotter, 1990)
 Leadership

• Implications:

• Influencing & engaging

• Unleashing human power and potential

(development)

• For the greater good

• Watch out for an over managed
 and under-led
team/organization?
• (Kotter, 1990)
 EI
• Emotional intelligence refers to the capacity
for recognizing our own feelings and those
of others, for
• motivating ourselves, and for
• managing emotions in ourselves and in
our relationships.

(Daniel Goleman, Working with Emotional Intelligence)

 Goleman’s 6 Leadership Styles

• Visionary
• Coach
• Affiliative (Participative)
• Democratic

• Pace Setting
• Commanding
 Research

• Daniel Goleman’s research found that

leaders use combinations of six styles.

• Each springs from different components of

emotional intelligence.
 Leadership Behaviours

• In order to learn new behavioural

approaches, experimentation and constant
practice are required at every opportunity to
“rewire” the brain.

(Metcalfe, Goleman, Mintzberg, Gosling)

 Visionary

• Profile
– Sees the big picture
– Believes in own vision
– Inspires
– Empathetic
– “Come with me”
• Resonance
– Move people towards shared
dreams

• Style is Appropriate
– Change
 Coach

• Profile
– Listens
– Develops
– Encourages
– Delegates
– “Try this”

• Resonance
– Connects what a person wants
with the organization’s goals

• Style is Appropriate
– Improve performance by
building long-term capabilities
 Affiliative (Participative)

• Profile
– Promotes harmony
– empathetic
– Boosts Moral
– Solves Conflicts
– “people comes first”

• Resonance
– Creates harmony and
teamwork

• Style is Appropriate
– To heal rifts in a team,
motivate during
stressful times, or
strengthen connections
 Democratic (Engaging)

• Profile
– Superb listener
– Team worker
– Collaborator
– Influencer
– “What do you think”

• Resonance
– Values people’s input and gets
commitment through
participation

• Style is Appropriate
– To build buy-in or consensus,
or to get valuable input from
employees
 Democratic / Participatice Leadership

• Although a democratic leader will make the final decision, he or she

invites other members of the team to contribute to the decision-
making process.

• This not only increases job satisfaction by involving employees or team

members in what’s going on, but it also helps to develop people’s skills.

• Employees and team members feel in control of their own destiny, such
as the promotion they desire, and so are motivated to work hard by
more than just a financial reward.

• As participation takes time, this approach can lead to things happening

more slowly, but often the end result is better.

• The approach can be most suitable where team working is essential,

and quality is more important than speed to market or productivity.
 Pace-Setting

• Profile
– Strong drive to achieve,
– High own standards
– İnitiative
– Low on empathy and
collaboration
– Impatient
– “Do as I do now”

• Resonance
– Meets challenging and exciting
goals

• Style is Appropriate
– To get high-quality results from
a motivated and competent
team
 Commanding

• Profile
– Commanding
– Threating
– Tight control
– Creating dissonance, contaminates
everyone’s mood
– “Do what I tell you”

• Resonance
– Soothes fear by giving clear direction
in an emergency

• Style is Appropriate
– In a crisis, to kick-start an urgent
turnaround, or with problem
employees
Levels of Leadership
 The Leadership Styles

• All styles are valuable and necessary (fit the context)

• No one style outperforms the other; however a

people orientation approach is more often
associated with performance improvements

• (Northouse, Bass, Metcalfe)

Drivers of Change Analysis (always show)
Negative
Positive
(Threats-Pain-Fear)
( Growth-Opportunity)
 • New technology • New competition
available in marketplace • Loss of major customer(s)

• Customer satisfaction • Customer dissatisfaction

External
and/or needs pull you into • Aging product or service-
new products/services declining technology

• New marketplace • Marketplace or market

share changing or shrinking
opportunities identified
• New customer
• Strategic relationships/ requirements cannot be met
alliances formed with current systems
Drivers of Change
Forces
•Loss of key personnel
• Desire to "raise the bar”— achieve
new performance levels •Aging systems

Internal
• Merger/acquisition/expansion •Hit "glass ceiling" of growth
• New product or service or profitability
•Eroding margins
• New capabilities—people or
systems •Increased internal bureaucracy
• Local innovations and •Internal conflict
best practices
•Loss of customer focus
• Reorganization/restructuring
•Loss of flexibility & innovation
Conditions
Enlist Stakeholders to Develop a
Vision and Strategy
 Stakeholder Analysis

• Stakeholder name

• Role in change effort

• Vested interest in change effort

• Action steps to get on board

• Who is responsible
Stakeholders’
Analysis
 SAMPLE: Stakeholder Commitment Analysis
Stakeholder Level of Oppose to Level of Attitude to End in Action to be taken
interest change commitment engage mind/
proposal execution

CEO H H Y OX Drive direction

Strategic
Communication
HR Manager L y L ? X Involve in change
team selection
Operations H H Y X Include in process
development
meetings
Logistics L y L ? X Involve in analysis,
Manager feasibility studies

IT H H Y X Involve in
communications,
 Stakeholder Analysis
 Key Learning Points:
 To execute initiatives and drive change,
support and influence of many people
we need the

 Early on, we need to identify who we can work with

collaboratively

 Then, we need to build a roadmap for the change in order

to help drive it through the organization
 Communicating the Vision and Strategy

How do I communicate the change vision in ways

that involve people and build commitment?
 Big Picture
 Communication Overview:
 What are we striving for
 How will all benefit
 What is required from respective
stakeholders

 Timelines
 Criteria for an Effective Change Message
• Identify Theme i.e. Mission Possible

• Brief (but give the essence)

• Jargon-free

• Communicate often – Internal channels

• Reflects organizational values and goals

• Positive & Constructive

• Action-oriented

• Highlight success stories

 Detail Criteria for an Effective Change Message
 How is this relevant to what I do?
 What, specifically, should I do?
 What does success look like? (What does failure look like?)
– Senior Management to Role-Model

 What tools and support are available?

 What’s in it for me? And for us? Benefits
 Presenting Your Message

 Structure your presentation with a clear beginning, middle

and end.

 Determine which organizing channels/strategies will

be most effective for your specific communication.

 Deliver clear, well-organized

Communication/presentations.
 Headings
 Pictures
 Success stories
 VMV Alignment
 Communication Planning

• Project (Team, Time, Cost, Quality)

• Audiences

• Content

• Media

• Ownership

• Timing
Time Management
 Summary: Clarifying the Message

Departmental: Communicate the 4 P’s

• Explain the Purpose

• Show/co-create the Picture/big picture/significance

• Lay out the Plan

• Allocate the Part

 Sample: Timeline of Communication Process
Identify Approve Monitor
Generate “Package” Content/ Deliver/
Communication Effectiveness/
Content Communication Distribute
Needs “Packaging” Efficiency

Feedback Loop
•Target • Messages/ • Vehicles, •Relevance to •Delivery •Coverage
audience content tone, style, target channels
frequency, audience(s)
length, •Retention
•Timing •Relevance •Follow-up and
“author”
to target •Consistency repetition
audience •Application
with objectives
•Purpose
• Consistency and principles
– Build with •Cost
awareness • Alignment with
objectives and
organizational/ •Consistency
– Influence principles
team with tone/style
behavior
objectives of “author”
– Guide
action
– Celebrate
success
 Communicating the Vision and
Strategy
• Individuals will be more likely to lend their support
for a change vision when they see the leaders as the
strongest and clearest proponents

• Change leaders must take the time to clarify the

“what” and the “why” of change

• Lead from the Top down

• Walk the Talk

• Goals Praise or Redirect

 Samples - Major Change Obstacles

• Employee resistance
• Communication breakdown/unclear
• Insufficient time devoted to training
• Staff turnover during transition
• Costs exceeded budget
• Unclear Direction
• Lack stakeholder commitment
• Lack of role-player emplowerment
 Communication Styles

• Every leader has a distinctive communication style.

• Styles affect how we communicate with one another, how
we understand one another, and how we evaluate each
other’s ideas.
• Styles are a source of conflicts – and also opportunities.
• Understanding how others perceive your style can help you
to be more effective, especially when others have differing
styles and corresponding needs/preferences.
• Understanding others’ styles can help you to make a more
powerful case by tailoring how you communicate, and
how you structure communications.
Communication Styles and Abilities
 Open - Reserved

T A Listening
E Optimistic - Skeptical
B
N I
D L
Emotional - Analytical
E I Conveying
N T
C I
I Directive - Receptive
E Tracking
E S
S
Spontaneous - Deliberate
 Tendencies continue
1. Open – Reserved

Open: The tendency to be candid, to disclose personal states and

information, to be curious about the inner states and personal
motives of others, and to find areas in common based on disclosures.

Reserved: The tendency to keep information about one’s inner feelings

and motives to oneself, and get to know others cautiously.

2. Optimistic – Skeptical

Optimistic: The tendency to have a trusting, optimistic demeanor and

to seek to maintain a positive tone to all communications

Skeptical: The tendency to express negative emotions freely,

including doubts, criticisms, and concerns.
 Tendencies Continue

3. Emotional – Analytical
Emotional: The tendency to respond to and express emotions easily and
powerfully with others

Analytical: The tendency to be logical, rational, and unemotional in interactions

with others

4. Directive – Receptive
Directive: The tendency to set the conversational agenda, advance one’s own needs
and ideas, and seek commitments from others
Receptive: The tendency to respond to the needs and ideas of others and to shy away
from advancing one’s own needs and ideas

5. Spontaneous – Deliberate
Spontaneous: The tendency to enjoy unplanned or improvised exchanges of ideas
Deliberate: The tendency to plan carefully for conversations and to move through them
point-by-point
 Summary Communication
Key learnings

• Good communication depends upon three

fundamental abilities:

• Ability to listen to messages from others,

• Ability to convey messages to others,
• Ability to track what is happening in the course of
an interaction with others.
 How To Effect Change
In an Organisation
Persuade, Communicate &
Establish Key Goals and Priorities
(A.C. 3-1, 3-2, 3-3)
3.1 Rationale: The Case for Change
• Why/justify • Identify main
stakeholders

• Background
• Take into consideration
• Current State
• Costs – Views
• Future State – Goals
• Benefits – Interests
• First Steps – What?
Task 3.2 Communication (Structure)
• What are we
committing to?”
• Include how can
• “Why is this important?” you get
feedback from
• “Who is impacted stakeholders
by this?”

• “How and when will this

take place?”
Samples structured Communication
Awareness
• newsletter
• video Senior Leaders
• e-mail
Understanding Divisional
• large group presentations
• video conferencing Management Team
• training seminars
Commitment
 • team meetings
Local Manager • feedback
• one-on-ones

Action
Team Leader • behavior supports words
• updates
• team problem-solving
TASK 3.3 Overview
 Key Stakeholders
B
A____________________________ ______________

Current______________State Action Steps

Future
______________State
______________ to Close the ______________
______________
Gap ______________
______________ ______________
______________ ______________
Criteria for Success/Measures
3.3 Domains to consider in Goal-setting
 Goals Setting - Focus on

Creative and Innovation Value Chain

 Self Reflection Questions?

 Individual thought : what is my role as a leader to enrich

innovation in my team?
 What should I stop / start to do/continue to do?
 Achieve and Innovate: How do I create a culture in MY
unit which encourages innovation and
LEARNING?
 Self Reflection
Proposed competencies to support Creative and
Innovative initiatives

1. Passion/Expertise and technical skill

2. Creating and articulating a vision
3. Setting the direction
4. Power of persuasion
5. Communication and information exchange
6. Intellectual stimulation
7. Involvement
8. Autonomy/empowerment
9. Recognition
 Self Reflection - Trust Builders

Trust Builders
Keeps Promises
Demonstrates high ethical standards
Gives others credit for their ideas and
work
Walk the talk
Transparent clear direction
& communication
Covey (2006) The Speed of Trust
 Self Reflection - Trust Breakers

Trust Breakers
Lies or manipulates the truth/reality/context
Agrees to do something then does the opposite
Breaks promises
Is all talk but no action
Talks behind employee’s back
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