The Larsen Group

Architects of Change

Home

Circles of Change Radio

Show Overview

Upcoming Calendar

2008 Index

Mentorship

Navigating Your Career

Become The CEO of You

Voices of Transition

Life Begins at 180 MPH

Change Your Questions

Trade Up

Heart in Your Hand

Contemporary Resumes

Play to Your Strengths

Passion and Purpose

Social Capital

Leading Change

Financial Planning

TalkingTalk Radio

Attitude of Gratitude

Changing in Place

Blueprint for Change

Life in the Fast Lane

Mama Llama's

Collaboration

Run, Walk, Live

I Want MORE

Voices Across Borders

Mission Driven

Take Control

Who Knows You

Two-of-a-Kind

My Turn

Talking About Fetishes

Winds of Change

Heart in Healthcare

Opening Up

Tucson Crossroads

Grindhopping

What's Hot, What's Not

Career Tracks to China

Natural Awakenings

Microfinancing

Four E's

Values at the Door

It's in the Genes

Pioneering the Way

Community, Faith, Zeal

Unconventional Wisdom

My Energy

Protean Careers

Maestro, Please

Mavericks

Peace of Mind

He Said, She Said

For the Record

Managing Conflict

Rainchaser

Connecting

Right Place and Time

Promises Kept

Bravo

LeaderShape

Aging Lite

Hearts of Peace

Mindworks

First Ladies Lady

Hands of an Artisan

Open Pathways

Trade Without Borders

Healthcare&Well-Being

Predictive Index

Negotiating Solutions

Ballet Tucson

Ride Tall

Medicare ABCD

Right Brain Way

Arbuckles

Mind, Body, Spirit

Many Hats

Professional Paradise

Unleashing Life

Late Life Journey

Body Language

SIMA ®

SIMA Overview

SIMA Process

Resources

Books

Research

Dr. Larsen's Bio

Contact Us

Site Help

Windows Media Player

April 27,2008
"Leading Change Can Change Leaders"
 With Dr. Zara Larsen
Media
For best results use Windows Media Player
Circles of Change:  Conversations with Dr. Zara Larsen
 on Change Leadership and Career Fulfillment
 

April 27, 2008
 

“Leading Change Can Change Leaders”


  Anchoring Points:  
 1.      The Paradox:  Organizations often hire leaders from outside the organization (Outsiders) as fulltime employees to lead major change initiatives, as they bring:  a) proven “know what and how”, b) external networks of “know who”,  c) are unencumbered by internal ties (that can sometimes blind, not just bind), and d) opportunity to increase the firm’s change capacity.
 2.      The Reality: Despite successful project outcomes, Outsiders often and Insiders sometimes leave.  Why?  Different reasons for Outsiders vs. Insiders leaving?  Do they lead change differently? Is this a “cannot live without them, but cannot live with them” dynamic?
 3.      Per recent research, Insider and Outsider change leaders share many similar attributes – change is positive, doing what is right, have a will to succeed, future focus, love challenge and big impact, are biased towards taking action, decisive, confident, persistent and people astute.  Outsiders speaker more about taking risks and personal sacrifice. 
 4
.      Insiders and Outsiders often leverage different types of social networks (internal and external) and social          capital (bonding and bridging) in very different ways.
  
Distinctions
Insider
Outsider

How They View the Assignment

Bounded; a job, sustainable outcome for affected unit
Unbounded; venue for launching big, transferring outcomes

Sphere of Influence

Local; Loyal to enterprise and unit
Global; Loyal to change profession, Dedicated to the Enterprise

Sponsorship

Passive; Voice, Legitimization
Active; Access, Value most obvious if lost
   Social Capital
Relationships; Bonding, some bridging
Information; internal networks, bridging for counsel
   Source of Ideas
Inside; Outside for special skills
Outside; Inside to co-opt and learn history
    

5.      What about the outcome of the project as tied to the leader, his/her networks, and social capital?

 
Leader Type
Successful
Unsuccessful/Neutral

Insider

Bonding Social Capital; Bridging Networks
Project lost sponsor; externality perceived as cause of project failure

Outsider

Bonding social networks; Bridging Social Capital
Leader lost sponsor; he should have addressed externality
 

6.      And the outcome of the leader after the project is completed?

 

Insider Afterwards

Outsider Afterwards

Insider at Beginning

“One of Us” Bonding Social Capital; learned new skills, willing to lead the sustain effort; expanded networks inside and outside
Transformed beyond ability to regain social capital; means may have caught him in the end; Bridging networks attracted to leave

Outsider at Beginning

Another change leader role; acute self-awareness, transformed to fit
Means caught in the end; Legacy of how, not what was done; Transformed beyond ability to build social capital; exclusion
 

7.  Bonding Social Capital is critical for the change leader to stay in the firm --

  • In absence of strong sponsorship, Outsiders seldom stay because so much social capital is destroyed while leading radical change.
  • Bonding Social Capital is like insulation from the negativity of leading change.
  • Consider having Outsiders first lead slower paced, continuous change projects to give time to build up relationships, and surround them with respected Insiders.
  • Senior sponsorship is necessary, but not sufficient.
  8.  Leading Change Can Change Leaders – Insiders and Outsiders 
  • The mission can become bigger than the person.
  • Transformation can lead to “outgrowing” the organization.
  • Personal sacrifice can lead to personal growth.
  • Passion to lead change remains/becomes the career focus.
  • Acute self-awareness assisted by routine, honest feedback, coaching.

9.  When you move companies, you start all over again to build bonding social capital; but, you can shift your prior bonding social capital into extended bridging social capital by investing time and energy – and exiting the prior company in the right way. 

10.  When you move companies, you start all over again to build bonding social capital; but, you can shift your prior bonding social capital into extended bridging social capital by investing time and energy – and exiting the prior company in the right way. 

 

The detailed studies are accessable via our site Resources to Research tab

or link www.weatherhead.case.edu/changeleadership/ 


Copyright The Larsen Group: Architects of Change 2008

Website powered by Network Solutions®