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Via The Seattle Times : When leadership and management work together, change happens

Understanding why we make decisions, who they impact and the effects on ourselves and others are all facets of leadership.

Is leadership different from management? Decades ago, these terms were interchangeable, but not so anymore. They do often share similar skill sets, says Dr. Joel Domingo, associate professor and academic program director of the Doctor of Education in Leadership program at City University of Seattle.

“Both leadership and management involve influence, people and goals,” Domingo says. “While the old adage, ‘you manage tasks but lead people’ still rings true, there are nuanced differences.”

To clarify the distinctions, Domingo suggests you think about your role when making an important decision that may benefit your organization. Those processes of working with the information you have, and decision-making are management skills. At the same time, those skills don’t exist in a vacuum and organizations are made up of people. Understanding why we make decisions, who they impact and the effects on ourselves and others are all facets of leadership.

“Too often we see that people who call themselves leaders often feel like leadership is a place you get when you are promoted out of management,” says Dr. Pressley Rankin IV, academic program director and associate professor at CityU’s School of Applied Leadership. “Leaders can’t plan for the future if they don’t understand what is happening today. They have to be able to see what the organization is doing and how they are doing it in order to help them plan for change.”

Three types of leadership skills

Trying out different facial expressions when listening thoughtfully, making eye contact to enhance authority, or rehearsing the right body language to go with a speech are all things a budding leader might practice in the mirror. But authentic leadership goes deeper and it tends to be expressed in three key dimensions – intrapersonal, interpersonal and developmental.

Honing intrapersonal, interpersonal and developmental skills is important to developing what is known as authentic leadership, Domingo says. “People long for leaders who demonstrate honesty, dependability, compassion and relatability.”

According to Domingo, the intrapersonal dimension of authentic leadership helps answers questions like, “Who am I as a leader, and do I have purpose?” The interpersonal side examines how a person interacts with others and connects with people in general. Some good questions to ask which address the interpersonal side are, “How do people respond to my leadership, and is there a sense of camaraderie and/or respect present?” Developmental questions are simply, “How can I grow through some of my deficiencies or even, can I admit that I need to learn more?”

Drilling down further, City University’s new Master of Science in Management and Leadership, which launched this fall, lets students choose from three focuses: change leadership, human resource management and nonprofit leadership. Each focus area teaches how to effectively make the best decisions, create high-performing teams, develop assured self-management, lead the execution of strategic plans and stand out when the time for a promotion comes.

“Management focuses on the process and leadership focuses on people,” says Domingo. “We wanted to incorporate both management and leadership into the degree as the two are historically seen as complementary to each other.”

Exploring the different facets of leadership to find the right fit for your own aptitudes and goals can lead to powerful impacts and results. Leadership touches all levels of society. Domingo says he sees students in business, government and even the military exploring many valuable topics including change in the school system, inequity in schools and diversity.

Dr. Heather Henderson examined the gender disparities in women superintendents when working on her dissertation in City University of Seattle’s leadership program. Now she’s leveraged the leadership ability she learned and acquired there to become a group leader in the International Leadership Association, the largest association in the world committed to leadership scholarship, development and practice.

Dr. Mary Bethune, another student who completed the same program, took on the topic of generational change in the workplace. With massive numbers of people retiring, how can their knowledge be saved and used in the future? She’s become a change leader in finding ways to preserve that wisdom.

“It is important to know that anyone can be a leader,” Rankin says. “You don’t need a formal title to lead. Martin Luther King and Gandhi are examples of leaders who accomplished great things with no official leadership title. We call this informal leadership and it is something anyone can practice and learn.”

Via Forbes : How Understanding The Four Workplace Personalities Can Change Your Office For The Better

Tensions in the workplace and conflicting personalities have gotten the best of even the most patient of managers. Conflicting personalities amongst staff members are certainly nothing new, and it’s a problem that usually scales with a company as it grows. As our company went through growing pains and we brought on more staff, we experienced more cases of disagreements, jealousy, and tension. In the best cases, it made the break room mildly unpleasant; in the worst, we experienced turnover.

A study published in the Harvard Business Review last year changed our approach to the problem. The study and subsequent article published in HBR originated at Deloitte, where 190,000 people were surveyed on their workplaces. From those thousands of surveys, a classification system of workplace personalities was born. Now known as Business Chemistry at Deloitte, having an insight into the four main personalities can change how you interact with your team — and how they interact with each other for maximum synergy.

Four Workplace Personalities

As you read the descriptions of these four main workplace personalities, chances are someone in your office will come to mind. We were easily able to pick out who on our team resembled each, and the descriptions and suggestions for interactions helped our team immensely. We stopped butting heads and started creating new ways to work within everyone’s comfort zone.

Here are the four types:

The Pioneer: Pioneers are described as abstract thinkers, risk-takers and entrepreneurial. Their high level of energy, imagination, and trust of instinct can drive more methodical personality types up the wall. In our company, I’m a pioneer. I don’t necessarily like paying attention to the small details, nitty-gritty tasks, and paper pushing. This drives my VP of operations crazy.

The Guardian: Guardians are the steady rocks in each company. They thrive on order, organization and endless streams of data. They are risk-averse and take guidance from what has been done, not what could be done. My VP is a guardian to a tee, and before becoming familiar with workplace personalities it would irritate me that he seemed to lack the vision that I had. Now our working relationship has become seamless, with him providing a valuable check to my sometimes harebrained ideas, and me opening his eyes to new processes or details.

The Driver: Drivers are — just like their names — unstoppable. These personalities thrive on results, recognition and overcoming challenges. They are often competitive and focused on goals. The need for logic and data integrate them with guardians, as long as guardians have a thick skin. Drivers can be so focused on goals that they steamroll softer personalities.

The Integrator: The integrator glues the whole team together. This person is not all about the goals, deadlines, and data. Instead, they value emotional intelligence and connection. Integrators are incredibly loyal to their teams and like to build relationships. These people are born diplomats, and their need for connection can stump goal-oriented people like drivers.

Creating Synergy With The Four Personalities

Now you know what these four personalities are. So, now what do you do? The short answer is, it depends on your goals.

If you want to truly build the skill and resilience of your team, go against your gut and pair opposites. We led several brainstorming and breakout sessions at a team retreat and purposely paired integrators and drivers, as well as guardians and pioneers. Once these pairs figured out a dose of patience coupled with recognition of each personalities value in a large team, tasks got done.

This is because respecting differences and working through them leads to a team that is incredibly well-rounded. Try it, and you are sure to surprise yourself with just how much your team can do with personality intelligence.

Via Public Technology : The Driving Forces Behind the Modern Workplace Revolution

How can you ensure you get the best from your workplace transformation? Bear in mind these two key drivers, and you’ll see the benefits of new technologies.

There has been a rapid change in the workplace throughout the decades, and now modern technology and office culture are combining to cement higher levels of productivity. As the framework of the traditional workplace shifts rapidly, business leaders are beginning to notice, and take advantage. Whether small or larger changes overall, there are two core factors to incorporate in your business strategy, to ensure you get the best from your workplace transformation:

Flexible Working Policies

When true flexible or agile working policies are introduced, business leaders report an increase in productivity levels within their teams. Being able to provide your workforce with the right environment and flexible choices is now considered paramount to success.

According to a study by YouGov, only 6% of workers in the UK work the standard and traditional 9-5 role. With the rise of agile and flexible working, this is hardly a surprise.

Globally, there has been a rapid rise in agile working, with employees demanding a better work/life balance. This is at the top of the agenda for organisations who are making talent attraction and retention a priority.

“Companies are continually looking at how they can use technology to create more flexibility. This is increasingly important when we consider the different generations in the workplace and how they like to connect with work when not physically in the office.” – D&I Expert and Judge Charlotte Sweeney.

According to a study by PowWoNow, 70% of workers strongly believing that flexible working would make a job more attractive to them. This is reflected in the 2018 Global Talent Trends study by Mercer, which found 51% of those surveyed wish their employer offered more flexible work options.

Back in 2016, a study by FlexJobs found that “working parents ranked workplace flexibility ahead of salary. A whopping 84% of working parents said work flexibility is the number one most important factor in a job”. However, we’re increasingly seeing that flexible working isn’t just about being a working parent – flexibility is beneficial for everyone, and with advances in technology, it’s now easier than ever to achieve.

Keeping up with the wants and needs of your workforce can be a challenge, but there are small changes you can make to ensure a productive and happy workforce.

Future Technology Enablers

Welcoming innovative technology into your workplace can help take you to the next level of productivity. For over 200 years, as a society, we have been innovating and creating new technology. That’s exactly what we’re continuing to do as we explore the future of the workplace. Just as the early 2000s began paving the way for agile and flexible working, we are now seeing today’s workplaces embracing new technology with a passion and enthusiasm that wasn’t evident before.

Smart buildings are here to stay – connecting our workforce through apps, workplace management systems and the Internet of Things. The big four technologies: augmented reality, machine learning, AI and virtual reality, are already embedded into our daily lives, but the next generation of these technological advancements are taking shape, too.

Augmented Reality

Augmented reality is projected to reach revenue around $120 billion – Digi-capital

It won’t come as a surprise that some of the biggest names in technology are at the forefront of augmented reality development. Pokémon Go, created by Niantic Inc., is a multi-player game where users connect via their smartphones, allowing Pokémon characters to be found. When the optional augmented reality is switched on, characters appear in your reality, giving users the experience of interacting in real time. This may be a game, but the technology available to enhance our workspaces is equally as exciting – think of augmented reality meetings, being able to see architectural designs and plans, models and 3D structures or even customers, suppliers or colleagues right there in the meeting space with you.

Virtual Reality

“Users seem to be embracing VR not to try to escape reality, but rather to make products and environments more real for them, so that they can save time and feel empowered to make well-informed decisions anytime, anywhere.” – Maya Christova, Director, 3DENTITY

Virtual reality is nothing new, but the advancements which have been made in the last few years make this technology a relevant and practical solution for many of today’s workplaces. The gaming, property and tourism industries have welcomed VR with open arms, incorporating it into their everyday working environments. It is predicted that by 2020, the VR market will be worth an estimated $30 billion, and by 2025, 500 million VR headsets will have been sold.

Virtual reality creates a 100% digital world, allowing the user to be fully immersed; the possibilities for the workplace are enormous. Imagine bringing global teams closer together, giving your workforce the ability to be fully immersed in global locations, simply by collaborating with VR.

Artificial Intelligence

Artificial intelligence may seem like science fiction to some: Hollywood portrays human-like robots, or androids rising up against the human population, but in reality, AI has a huge influence on our daily lives. Social media, SIRI, video games, smart cars, fraud detection and purchase predictions are already enhanced by AI functionality.

“Everything we love about civilization is a product of intelligence, so amplifying our human intelligence with artificial intelligence has the potential of helping civilization flourish like never before – as long as we manage to keep the technology beneficial”. – Max Tegmark, President of the Future of Life Institute

Reports have shown there may be mixed feelings on the use of AI in the workplace, however, a recent study by Dell Technologies and Vanson Bourne reported executives believe 82% expect their employees and machines to work as “integrated teams” within the next few years. Business leaders need to ensure AI is accepted into their workplaces, and involve their workforce to help identify those automated processes which can easily be unified with artificial intelligence processes. Just like machine learning, this technology requires human management.

The workplace revolution is undeniable, and it’s bringing the next generation of workplace technology to the forefront. Artificial intelligence, machine learning, augmented reality and virtual reality are all able to ensure our future workspaces become efficient, smart and productive. Businesses who are incorporating smart design with innovative technology into their workplaces will no doubt reap the benefits.

Via CMS Wire : Change Management: The Key to Successful Digital Transformations

Companies of all types and sizes are investing heavily in the digitization of their business models. Driven by the changing consumer expectations that B2C digital juggernauts like Uber, Netflix and Amazon have created, many companies are investing in reimagining their business. To achieve relevance in what is being called the Fourth Industrial Revolution — the convergence of offline and digital, mobile, artificial intelligence, social and cloud — companies must be more customer focused, agile, lean and interactive.

Any digital transformation includes the following core ingredients:

  • Strategy — aligning vision, customer experience, processes and technology.
  • User-Centered Design — mobile first and personalized.
  • Agility in Delivery — iterative and adaptable.
  • Integration of Software, Platforms and Technology — choosing environments and products that harmonize.
  • Data, Analytics and Insights — constant feedback loop.
  • Product Design Mindset in Execution — minimal viable product and fail-fast mentality.

Despite knowledge of the integral elements of a successful digital transformation, a recent survey by Couchbase uncovered a nearly 90 percent failure rate by CIOs and technology leaders who have tried to execute digital transformation initiatives.

Researchers at McKinsey unpacked this trend in another way, ultimately highlighting the critical part change management plays in driving successful outcomes. However, they also found that most change management efforts fail because outdated models and change techniques are fundamentally misaligned with today’s dynamic business environment.

I have successfully applied the following change management approach both as a leader at a Fortune 500 company and as a consultant implementing large digital programs within Fortune 1000 companies. After you read this article, let’s talk about what has worked for you and what you’ll try next.

Invest in Change Management, Early and Often

As my definition of change management may differ from yours, for the purposes of this article let’s use the Prosci definition: “the process, tools and techniques to manage the people side of change to achieve a required business outcome.”

Also, as every organization that delivers digital programs has an implementation methodology, I will be using that of my company, “The 7Summits Way” (pictured below), to talk about the application of change management techniques throughout the implementation lifecycle of a digital transformation initiative. The elements can easily be pieced out and applied to whatever methodology your organization prefers.

The Stages of Digital Change Management

1. Prepare

Change management should be at the center of your digital transformation vision and “art of the possible” thinking. To garner the necessary support, leaders are often laser-focused in this phase on business intelligence and securing funding and resources against their grand plan. What is frequently missed is laying the right foundation for driving change from the start. Key change management activities here should include:

  • Developing a digital transformation charter that articulates your business goals and the strategies to achieve these goals.
  • Identifying executive stakeholders and functional change agents. They will be key to removing roadblocks and creating advocacy, if brought in early.
  • Creating or aligning with a center of excellence (COE) to manage all digital transformation efforts and the governance structure.
  • Maintaining a change backlog to start tracking and mitigating risks (e.g. end user adoption, employee resistance, retirement of legacy processes, etc.).

Your change goals during the Prepare phase are to create visibility for your program, activate change advocates, and document your biggest and most immediate risks.

2. Define

The Define phase typically involves selecting desired business outcomes, uncovering audience value through journey mapping, defining requirements, designing the user experience and solution elements, and documenting your execution roadmap. These are all key inputs to your change plan. Additional change management activities during the Define phase should include:

  • Holding regular steering meetings with your COE stakeholders, impacted functional leaders and change agents to refine your vision and plan.
  • Conducting an organizational readiness assessment that covers: team structure and sponsorship, governance, adoption, measurement and communication.
  • Hosting change management workshops that take inputs from your strategy (vision, objectives, KPIs, requirements, research, personas) and uncover insights, strategies and tactics needed to drive your change across your project lifecycle. These typically fall into categories such as: steering, resistance management, training, coaching plans, user feedback and measurement, content strategy and communications.

Your change goal during the Define phase is to identify key tactics that will drive your intended change by your target audiences and in what order (pre-launch, at launch, post-launch) they will be most impactful.

3. Design

Design is the phase in which the digital transformation blueprint is finalized. Wireframes, interactive prototypes, proof of concepts, high fidelity designs, solution architecture charts, integration mapping, and data modeling help bring the vision to life for a broader set of stakeholders. From a change perspective, this phase is when the inputs from the previous phases are formed into a plan that will inform your Build phase. Key activities should include:

  • Solidifying change team role definitions, workstreams and RACI.
  • Resolving business process impacts identified during requirements gathering.
  • Defining a measurement plan, including tangible KPIs.
  • Developing a content strategy and plan.
  • Designing a training plan that includes one to one, one to many and self-based learning.
  • Drafting a communication plan that builds excitement.

Your change goal during the Design phase is to activate your change workstreams to create their tactical work plans and schedules.

4. Build and Verify

While highly differentiated from a development perspective, the Build and Verify stages can be grouped when considering impactful change management approaches. Build and Verify is when your digital transformation becomes real as developers execute against your product backlog. This is also where change management fortitude begins to flounder.

Progress is easy to measure in terms of the development of working code, so the more intangible elements are often de-prioritized. Typically, in digital transformations destined for failure, leaders entering the Verify phase begin to organize a change management workstream. Successful organizations, on the other hand, merge their project management tools, combining requirements and user stories with the previously defined change management plans and tasks. Having one project management environment inclusive of requirements and business tasks forces collaboration and discussion between change leads, project managers, and developers. Change management activities should be included in the same planning sessions, reviews, and daily stand-ups as development items.

Key change activities at this point should include:

  • Sequencing change management tasks and deliverables.
  • Importing sequenced and assigned change management tasks into a shared project management environment.
  • Meeting regularly with product teams and developers to align change efforts with development realities.
  • Performing iterative development and quality assurance of all deliverables.
  • Holding feedback sessions to ensure your plan is relevant and resonating.
  • Monitoring and addressing the change backlog.
  • Executing pre-launch activities.

Your change goal during the Build and Verify phases is to collaborate with your development team and end users by adapting and executing the change management plan.

5. Launch

It’s time to Launch — congratulations! But the work is not over. The Launch phase is the most critical moment for any change management team. It’s time to drive the change and adoption of the digital tool. If change management has been properly integrated into the digital transformation initiative, your change team should have already completed most of the work. All of the Pre-Launch activities are completed, key stakeholders are trained, business processes have been created or adapted, and measurement plans are in place and awaiting user data. Key change management activities in the Launch phase include:

  • Executing the At Launch and Post Launch adoption tactics.
  • Shifting from a project management to program management governance model.
  • Listening, measuring and sharing feedback with product owners.
  • Monitoring and addressing the change backlog.

Your change goal in the Launch phase is setting up your organization for sustaining change.

The Key to Successful Digital Transformation

Digital transformation is key to the survival of many companies, yet digital transformations are tough and frequently fail. Without successful change management, digital transformation efforts will fail to deliver results.

Over the course of my career I’ve seen too many transformation efforts fail because there was a lack of resources, attention and awareness of the work required to effectively execute a change management plan. Companies that fail focus their time, attention and budget exclusively on program design and development. I encourage organizations to give an equal amount of effort and resource to change management. At the end of the day, change management is about getting people to use the tools you create for them so you can achieve true business value. Integrating these efforts into your digital transformation initiatives from kickoff through to launch will not guarantee success, but will stack the deck in your favor.

Via El Pais : Seven ways to overcome fear of change in the workplace

Change is an inherent part of life; the trick is to see it as an opportunity to challenge yourself and learn

Our brains are programmed for survival, not for happiness. That’s why change can often startle or overwhelm us. We see it as an attack on our precious “comfort zone” and become defensive. It’s curious because change is a natural part of our lives: the cells of our body renew themselves, nature transforms itself, yet we panic because of a department reshuffle or a new boss. So let’s see what we can do to find the positive side of change in our professional environment.

First of all, collect reliable information. If you want to feel overwhelmed, listen to rumors from the company or on social media. They are like the Ebola virus. Rumors get into our cellphones and work departments and set up shop. What’s more, there are purveyors of bad news who take genuine pleasure in alarming everyone. Listen but be skeptical. Look for other sources and compare information. It is very likely that what you hear on the grapevine is not going to happen at all.

Second, put things into perspective. Get some distance from the consequences that the change could have in your life. When we were younger we tortured ourselves over exams. But looking back now with the benefit of hindsight we see that they weren’t that important. A good way to do this is to follow the 10-10-10 rule: if this happens, what impact will it have in the next 10 minutes, 10 months or 10 years? Another option is to ask yourself a second question: what’s the worst that could happen?

Third, take action. Fear is a product of the mind that doesn’t stop churning over problems. Action subdues fear. When you see that a change is coming, take a step forward. Volunteer to lead the digitization process (if that is the case), to help with the restructuring process, or whatever the change may be. Put yourself in the learner’s seat. And if it looks bleak, at the very least you can update your CV and contact your friends. But don’t sit still. Think and act. This is the best way to reduce fear.

Fourth, surround yourself with people who have an optimistic approach to change. We are social beings and we learn by imitation. If you think you are not good at something, follow people you consider to be good role models. Don’t surround yourself by victim types who like to complain again and again about the same thing. Complaining for a bit is fine, but you should walk away after and look for the right mentors – the people who will inspire you.

Fifth, train the muscles of change. We can’t spend more than three years doing the same thing. We need to renew ourselves to avoid getting bored, to find new challenges and above all, to train our mind. Finding the upside of change is a skill that we can practice during calm moments at work and then introduce into our daily routines – like, for example, taking a different route home, trying a new flavor or listening to a different type of music. Whatever it may be, as long as it is different.

Sixth, find your “for who.” Sometimes seeing change as positive is not just good for us, it is also good for the people around us: colleagues, team, family… So when things get you down, think about someone important to you and take action for them. What would you like your children to say when this office shakeup is over? Or your siblings or friends?

And seventh, never forget that change is an inherent part of life and that we have the option to look at it as an opportunity to challenge ourselves and to learn, if we can follow these guidelines.