【正文】 ing input on the need for, and direction of, change in leadership team dynamics Executive Leadership and Teaming Competencies The true power of anizations lies within its people. Effective leadership involves invoking and providing the right reaction for the situation. Enlightened leaders can move up and down the leadership continuum effectively and fortably. Effective leaders do more responding, and less reacting. Organizations undergoing transformational change need a shift in leadership style far different from the style needed to manage a stable anization in a mature market. The success Met Technologies Organization Design 8 Confidential – Met Technologies Corporation of transformational anizations is also far more dependent on the ability of the highest executive leadership to share a mon vision, collaborate, and to drive to anizational goals. The following is a table listing typical behaviors of leaders in more stable, mature environments versus leadership qualities desirable in changing and creative anizations: LEADERSHIP STYLES LEADERSHIP BEHAVIOURS IDEAL IN SETTLED ORGANIZATION LEADERSHIP BEHAVIOURS IDEAL IN CHANGING ORGANIZATION Feels the need to have all his or her own answers. Has no ego driven need to have all his or her own answers. Is tell oriented. Is listen oriented. Makes all the decisions personally Empowers the people to make decisions. Pushes the anization for results. Pulls the anization toward a vision. Analyses, analyses, analyses Listens to intuition. Creates sporadic motivation. Generates lasting mitment. Is highly opinionated. Is openminded. Teaches subordinates to expect direction. Teaches importance of selfresponsibility. Is in a selfprotect mode. Models selfresponsibility. Is afraid of losing control. Knows relaxing control yields results. Focuses on finding and fixing problems. Focuses on building on strengths. Quick to fire those who fail. Teaches how to learn from mistakes。 Asset Optimization – Considers the current and potential value of the anization’s tangible and intangibles assets when setting strategy ? Culture – Sets and lives values to foster a learning environment and sense of munity ? Organizational Alignment – Shapes the anizational design (including structure, processes, measures, and petencies) to align with the strategic intent ? Performance Management – Establishes anizational goals to achieve strategic objectives and aligns performance objectives and measures with rewards and recognition accordingly ? Vision amp。 COMMUNICATION The Organizational Design Project Report covers high level transition from an anizational perspective. This elaboration is focused on the areas of critical risk from the CEO’s perspective. Transition Infrastructure It is essential that credible executives bee personally involved and sponsor the various change initiatives. It is equally essential that a fulltime resource be charged with driving the transition. That individual also must be high enough in the anization to move about and effect change effectively with strong credibility. The individual must not be uncertain about his or her own place and reward in the anization after project success. The assignment would not be shortterm, probably spanning 18 to 24 months. It is not unmon for an anization undergoing deep fundamental change, such as Met Technologies, to have a batton pass at about 18 months to a second responsible program leader. The program leader should be assigned a team of petent individuals to help drive and imbed change throughout the anization. We would also remend that you continue to engage outside support throughout the change process to act as a sounding board and to provide independent perspective. You should also expect innovative interventions, implementation and change management process, and encouragement and advice throughout difficult times. Change and Communications Resistance is a natural, human reactive to change that should be anticipated. As people go through change, they typically pass through four phases. The first phase is awareness. They bee aware that things are changing, but they are not sure to what. Questions arise and discovery takes place. Some people openly express anger and frustration because they overpersonalize the changes due to a lack of understanding of the ultimate impact on them. This expression is to be expected and some tolerance should be shown to allow people to get past their anger and frustration. The second phase is understanding. People begin to understand the impending changes and the potential implications. During this phase more questions arise, both resistance and excitement develop. People are creative and begin to see the possibilities. People also begin to test the validity and the inevitableness of the change itself. The third phase is buyin. People begin to accept the change, first conceptually, secondly for others, and last for themselves. Much testing, excitement, anxiety, and apprehension occur during this phase. Commitment begins to develop. The last phase, ownership, occurs when people fully embrace the change for themselves, internalize the change into their lives, and ultimately begin to drive the change process for others. Met Technologies Organization Design 4 Confidential – Met Technologies Corporation Often when deep change initiatives are launched in anizations, the CEO is in the early stages of buyin, moving him or her self to mitment and ownership. Once the leadership team is fully mitted and driving the change throughout the anization, it can be difficult to keep in mind that they are on the leading edge of the change process. The rest of the anization is just beginning, and t