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Tenured at Harvard Business School in 1980 at age 33

Recently retired from Harvard Business School

Leadership and Change Guru

Telling stories

...but follow your interests, values, skills and strengths

Why people resist change:

See...feel...change

Now What?

8 steps to transforming your organization:

to put it in the

ring

with Honest Dialogue

afraid

Resistors

confronting

Don't be

Lucky

&

Head

do NOT hope to get

happen

Heart

Obstacles

makes sense to the

hits the

removing

make it

that

to the boardroom

from the 19th hole

empowering others for broad-based action

and

to the budget meeting

communicating the change vision

the watercooler

Broad-based

Direction

Momentum

Action

it's all about

It's all about

and

Take it on!

Credibility

planning for & generating short-term wins

developing a vision and strategy

so

Vision!

it's all about

Change

meets

Change

purpose

where

Everything is

creates a sense of

look like?!

Vision

Own it!

Happens

...but what does it

it

Prove it!

Where

consolidating gains & producing more change

this is

5

4

Values

a common goal

it's not time to dance yet

It's our

and

create trust

6

creating a guiding coalition

Keep movin'

3

...it's a keeper!

It's all about Teamwork

7

made it happen...

saw it working...

started doin' it...

watch out for egos and snakes!

Find the right people

heard about it...

anchoring new approaches in the culture

wanted it...

(not 1)

2

8

establishing a sense of urgency

Organia

1

John P. Kotter

Battle Complacency

never underestimate the status quo

and

be bold!!

different assesments

low tolerance for change

on leadership

parochial self-interest

misunderstanding and lack of trust

and

leading Change

A competitive drive

spurs one to

be a

Lifetime Learner

becoming a leader

  • taking risks
  • humble self-reflection
  • solicitation of opinions
  • careful listening
  • openness to new ideas

Develop a power-base

in your early career with

Don't be seduced by...

  • lots of information
  • cooperative relationships
  • personal skills
  • resourses
  • track record
  • progressively more important jobs

management is....management

"...about coping with complexity."

"Leadership is about coping with change."

It's...

leadership is NOT management

Planning and budgeting

Organizing and Staffing

Controling and problem-solving

motivating and inspiring

aligning people

It's...

setting a direction

Leadership creates organizations through Entrepreneurship

The success of bureaucracy

stifles the want for leadership

Creating a culture of leadership

  • Executives can identify and stretch young people with leadership potential
  • Create challenging opportunities with Decentralization

The use of coercion limits the potential of transformative leadership

Leadership adapts an organization to a changing environment

  • Uderstand that lower-level jobs demand leadership

leadership is the driving force of change

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