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)