MANAGING CHANGE

Key Leadership Initiatives 182 STRATEGY (priorities) OTHERS (employees) ORGANI- ZATION (design) LEADER Developing (traits) (^) S ...

What’s your “take charge” map? 183 Customers Finances Operations HC + SC + OC Technology TEAM © James G. Clawson ...

Leadership’s Indirect Effect on Results 184 Back- ground Factors Leader- ship VABEs RESULTS Finances Cust Sat Capabilities HC+SC ...

Indirect Influence on Outcomes CULTURE Design + People Back- ground Factors Leader- ship VABEs DESIGN DECISIONS Results Finances ...

The Language of Leadership Your job is to clarify Replace your “buts” with “ands.” Speak in the first, not second, person. Don’ ...

Session 10 Leading Large-Scale Organizational Change Chicago Park District B © James G. Clawson (^187) ...

CULTURE EATS STRATEGY FOR BREAKFAST! © James G. Clawson (^188) ...

Importance of Learning 189 The only real source of competitive advantage may be the capacity to learn. Arie de Geus, The Living ...

Investment Opportunity? Commodity Business Competition everywhere Low tech 12 - 14 hour days High School dropouts On your feet ...

Another kind of design... 191 ...

Organizing for Energy FISH! Principles Play Make Their Day Be There Choose Your Attitude © James G. Clawson (^192) ...

Examples of High Energy Companies Pike’s Place Fish Market, 12 emps, fish sales. BAES Aberdeen plant, 120 emps, missile cannis ...

Session 11. Level Three Change 194 ...

Time Cone FUTURE PAST TODAY BIRTH DEATH 195 ...

Looking ahead: What organizations will you be called on to lead? FUTURE TODAY 196 ...

Looking back: What are your core leadership principles? FUTURE PAST TODAY 197 ...

Covey’s Seven (+1) Habits Be Proactive Begin with the End in Mind Put First Things First Think Win/Win Seek First to Understand ...

Jack Welch’s Operating Principles Control Your Destiny or Someone Else Will Face Reality as it is, not as it was or as you wish ...

Thomas Jefferson's Ten Commandments Never put off until tomorrow what you can do today. Never trouble another for what you can ...

An Exercise 201 ...