Organisational Change Management Volume 2

Differences between "Good Managers"and RCLs

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KEY ISSUES

TRADITIONAL GM VIEW

EMERGING RCL VIEW

Basic mind-set

Analyse, leverage, optimise, delegate, organise & control it

I know best

Do it, fix it, try it, change it - & do it all over again

No one person knows best

End-game assumptions

Earnings per share

Market share

Resource advantage

Personal promotion

Always make the numbers

Value to all stakeholders

Customer loyalty

Core skill advantages

Personal growth

Satisfy Stakeholders

Leadership philosophy

Strategy-driven

Decide, delegate, monitor & review

Spend time on "important"matters

Leverage his/her time

A few good people will get it done for me

Aspiration-driven

Do real work

Spend time on what matters to people

Expand leadership capacity

I must get the best out of all my people

Sources of productivity & innovation

Investment turnover

Superior technology

Process control

Leverage the people

People = exploitable resource

Productivity

People superiority

Process innovation

Develop the people

People = critical resource

Accountability measures

Comprehensive measures across all areas

Clear individual accountability

I hold you accountable

A few key measures in the most critical areas

Individual & mutual accountability

We hold ourselves accountable

Risk/rewards trade-offs

Avoid failure & mistakes at all cost

Rely on proven approaches

Limit career risks

Analyse until sure

I cannot afford to fail or to leave

Expect, learn from & build on "failure"

Try whatever appears promising

Take career risks

If in doubt, try and see

I can work here or elsewhere

(source: Jon Katzenbach et al, 1997)


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