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Becoming a change leader: minimizing the fears and achieving success

Becoming a change leader: minimizing the fears and achieving success. Swe annual meeting november 2012. Presented by martha casazza and sharon silverman. Trpp associates.

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Becoming a change leader: minimizing the fears and achieving success

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  1. Becoming a change leader: minimizing the fears and achieving success Swe annual meeting november 2012

  2. Presented by martha casazza and sharon silverman Trpp associates

  3. Agood leader inspires people to have confidence in the leader; a great leader inspires people to have confidence in themselves.Eleanor Roosevelt

  4. Framework for today • Introductions • Surveying the Landscape • Personal SWOT • Sampling of relevant research • Organizational frames • Emotional intelligence • Leading change • Personal statements

  5. Surveying the landscape • Quantitative Story… • 89% of public comfortable with women leaders, yet women represent only 18% of top leaders in U.S.A. • Women make 78.7 cents to every dollar earned by man; gap increases with age. • In STEM field: 24% female; 76% male. • In 2012, women earn 60% of all college degrees BUT • 26% are full professors, and 23% are university presidents.

  6. Surveying the landscape (cont.) • Between 1970 and 1985, women with computer and information sciences degrees increased from 14% to 37% BUT… • In 2010, women earned 18.4% of all bachelor degrees in engineering. (decrease) • In 2010, women earned 23.2% of all doctoral degrees in engineering. (increase) • In 2008, 12.8% female doctoral engineers employed at colleges/universities.

  7. Surveying the landscape (cont.) • Female STEM degree holders, less likely than males to work outside of education or healthcare. • 8% were tenured and 22.4% on tenure track. • In 2012, 40 out of 344 members of American Society for Engineering Education’s Deans Council were female.

  8. Surveying the landscape (cont.) • Implications from data… • Key to transformation: Achieve critical mass of women in leadership (1/3 or more). • Use financial resources strategically: Use a gender lens. • Amplify women’s voices in public arena. • Collect and analyze data. • Maintain accountability through setting targets. • Improve flexibility in the workplace. • * From White House Project Report: Benchmarking Women’s Leadership, November 2009.

  9. Surveying the landscape (cont.) • Qualitative Story… • How do you take a group of resistant individuals and create change? • How do you help minimize fear? • What barriers exist in the change process and • how can they be overcome?

  10. Personal swot analysis

  11. Possible action steps • Maximize a specific skill. • Minimize a particular internal challenge. • Pursue an opportunity. • Seek protection from threat.

  12. What does the research tell us? • Helgeson (1990, 1995) and Wheatley (1994) • The web of inclusion

  13. Research (cont.) • Glaser and Steinberg Smalley, Swim with the Dolphins(1995).

  14. Research (cont.)Pew Research Study ( 2008)

  15. Research (cont.)

  16. Research (cont.) • Carr, P. et al, “ton of feathers” (2003)

  17. Research (cont.)glass ceiling and sticky floor

  18. Research (cont.) • Benefit to Cost Initiatives (2007)

  19. Research (cont.) • Beyond Bias and Barriers (2007)

  20. Research (cont.) • Northwestern University meta-analysis (2011)

  21. Organizational structures • Create a visual of the current organizational structure at your institution. • How would you characterize this structure? • What are its advantages? • What are its disadvantages?

  22. Organizational structures (cont.) • Create a visual of the ideal organizational structure for your institution. • How would you characterize this structure? • What are its advantages? • What are its disadvantages?

  23. Looking at organizational frames* • What is a frame? • A set of assumptions to help us understand the landscape • A window on a territory • A tool for navigation • * From Bolman and Deal, Reframing Organizations, 2003.

  24. Organizational frames • Structural • Human Resource • Political • Symbolic

  25. 1. Structural frame • Fits to organization through… • Goals • Roles and formal relationships • Policies and procedures • LEADERSHIP CHALLENGE • Match Structure to Task

  26. 2. Human resource frame • Tailors organization to people… • Utilizes psychological foundation • Treats employees as individuals with needs LEADERSHIP CHALLENGE • Match organizational and human needs.

  27. 3. political • Assumes competition for resources… • Utilizes political science foundation • Emphasizes differences • Employs tools of bargaining and negotiation • Encourages coalitions based on issues • LEADERSHIP CHALLENGE • Develop agenda and power base

  28. 4. symbolic • Views organizations as cultures… • Utilizes social and cultural anthropology as foundation. • Regularly incorporates rituals and ceremonies. • LEADERSHIP CHALLENGE • Create meaning and imagined value.

  29. Frame flipping • Where is YOUR comfort zone? • Why would you leave that zone? • How does a kaleidoscope work?

  30. EMOTIONAL INTELLIGENCE AND LEADERSHIP • What is Emotional Intelligence? • Self-Awareness • Self-Management • Social Awareness • Social Skill

  31. Self-awareness • How accurately do you assess your emotions? • How aware are you of how others respond to you?

  32. Self-management • Self-management is your ability to control your emotions. • Transparency • Adaptability • Achievement • Optimism • .

  33. Social awareness • Organizational awareness • Focus on service • Level of empathy

  34. Relationship management • Developing Others • Catalyst for Change • Collaboration • Managing Conflict

  35. EMOTIONAL INTELLIGENCE SELF-ASSESSMENT • Review the 4 categories on the self-assessment handout. • Rate yourself on each dimension. • Identify your strengths and areas for development. • Be prepared to share your results.

  36. Leading for change • Eight stages in the transformative process: • Establish sense of urgency. • Form a powerful guiding coalition. • Create a vision. • Communicate the vision.

  37. Leading for change (cont.) • 5. Empower others to act on the vision. • 6. Plan for and create short-term wins. • 7. Consolidate improvements and produce more change. • 8. Institutionalize new approaches. • * Kotter, Leading Change, On Change Management, 2011.

  38. Framing change stages • How would a leader approach change through the 4 frames?

  39. Personal statement • Revisit SWOT analysis and action steps. • Create personal statement. • Answer the question: • Why would anyone want to be led by you?

  40. For further information • TRPP Associates • 401 N. Michigan Ave. Suite 1200 • Chicago, Illinois 60611 • 312-836-3760 • www.trppassociates.com • Martha E. Casazza, Ed.D. • casazza@trppassociates.com • Sharon L. Silverman, Ed.D. • silverman@trppassociates.com

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