2/16/21

CHANGE LEADER
SKILLS & MINDSETS

Prof. S. Ramnarayan
Indian School of Business

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For%continued%health%&%success,
Rate%of%Learning%>%Rate%of%Change%(L%%>%%C)
• Attention%to:%Unlearning;%Learning;%and%Speed%of%Learning
• Twin%focus%on:%What%to%do%(Models%&%Strategies),%and%
How%to%be%(Mindsets%&%Reflexes)
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THE$JOURNEY$TO$IMPACT:$EP$FRAMEWORK

IMPACT
SOLUTION(
FOCUS

ORGANIZATION
CHALLENGE
FOCUS

ALIGN ENGAGE
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THE$LEADER$AS$AN$AGENDA$SETTER

! Clear focus on key priorities amidst all the pressures and

routines
! Cabinet appointments versus Exodus of skilled personnel
! Meeting trade delegation versus Influencing Sports
Committee
! Building alliances
! Petty revenge versus Nation building
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THE$LEADER$AS$AN$AGENDA$SETTER
! Influences Mindsets (Cognitive filters or ways of thinking) ,,>
Determines one’s behavior, outlook and mental attitude
! Rugby team captain thinks his job is ‘running trading business’.
Mandela helps him see that as winning sports captain, he can
inspire a nation – Role making/ shaping
! Unifying the country ,> Emotional experience – Requires
currency of Inspiration (Lifting the World Cup for the Country
in front of 2Lbillion audience) ,> Expectation and Commitment
of the Captain
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THE$LEADER$AS$A$RELATIONSHIP$BUILDER
! Relates to each individual with positivity (lives fully in the moment)
! Mindful about even the person who brings in tea
! In the midst of witnessing mass exodus on the first day at office,
notices and appreciates Brenda’s hairstyle
! At the end of interpersonal exchange, puts hand on Jason’s
shoulder and says, “Please try” (deep empathy)
! Brenda and Jason feel free to ask uncomfortable questions, and
this is dealt with in matter of fact manner (psychological safety)
! Security officer receives chocolates from trip to England (caring)
! Rugby captain – Had done home work (ankle injury) and very
warm eye to eye discussion (expectations of self)
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THE$LEADER$AS$A$COMMUNICATOR
! Communication is based on real and immediate issues; Tells
bureaucrats that “color of their skin, language they speak, or who
they worked for before” won’t matter
! Keeps himself informed – Receives immediate feedback on Sports
Committee decision (Anticipation)
! Prompt and decisive steps – Talking to bureaucrats to stop mass
exodus; Meeting with Sports Committee to reverse decision; Decision
on adding staff to security (Communication through Action)
! Relaxed, unhurried conversation with attention solely to the person in
the front; Personal sharing builds trust (Focus)
! Moving to a different seat with Rugby Captain
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THE$LEADER$AS$AN$INFLUENCER
! Influences minds and hearts with a wide range of methods –
Interpersonal awareness; Larger Vision; Relationship building;
Empowerment; Organizational Awareness; Impact management;
Logical persuasion… (Great deal of reliance on “pull” factor)
! Even tough messages are delivered with no rancor:
! Tells bureaucrats, “If you don’t want to work with the new
administration, then please do leave immediately”
! Tells Sports Committee, “You’ve made a decision based on
insufficient information and foresight”
! Influence arises from “personJrelated” factors, rather than “positionJ
related” factors
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POWER1&1INFLUENCE
Non$Directive
Position'Power Guiding/1Supporting
Flows'from'Above
Commitment+oriented

Coercive Connection Reward Legitimate Referent Information Expert

Punishment Who0You0 Desirable0 Title Attractiveness Access0to0 Access0to0

Know Things of0Interaction Information Knowledge/
expertise

Directive
Managing Flows'from'Followers
Personal'Power'/'Influence
Compliance+oriented

THE$LEADER$AS$A$COLLABORATION$BUILDER
! Larger agenda is Integration/ Unity in the country
! Talks to Brenda about “Human Calculation”
! Philosophy is one of “making partners succeed – then you
cannot fail” – Enlightened selfBinterest

“The fundamental principle of economic

activity is that no man you transact with
will lose; then you shall not”.
Arthashastra
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A"FEW"USEFUL"LEARNING"POINTS
! There are two aspects of problem solving:
! The first part is more oriented to the RATIONAL system. It
deals with the challenges of picking up the RIGHT PROBLEM
in collaboration with the RIGHT PEOPLE to create
ALIGNMENT OF THOUGHT PROCESS among key members.
! The second part deals with the SOCIAL system and focuses
on ENGAGING THE ENERGIES of relevant organizational
members.
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A"FEW"USEFUL"LEARNING"POINTS
! The challenge of RATIONAL SYSTEM is one of “alignment of
thought process among key people”
! This requires creating a SHARED UNDERSTANDING of
WHY a certain issue needs attention;
! Identifying the RIGHT STAKEHOLDERS;
! INVOLVING and ENLISTING their SUPPORT; and
! Agreeing on a clear sense of DIRECTION in terms of
WHERE we are headed and HOW we’ll get there.
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A"FEW"USEFUL"LEARNING"POINTS
! The SOCIAL system (focused on engaging people’s energies to
implement actions) requires:
! BUILDING RELATIONSHIPS – managers are conscious of the
PSYCHOLOGICAL CONTRACTS. Develop certain mindsets,
display positivity and do careful homework
! COMMUNICATING effectively to multiple stakeholders – this
requires attention to COGNITIVE, EMOTIONAL and
RELATIONSHIP aspects. Listening, empathy and feedback
enhance effectiveness of communication
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A"FEW"USEFUL"LEARNING"POINTS
! The SOCIAL system (focused on engaging people’s energies to
implement actions) requires:
! INFLUENCING WITHOUT AUTHORITY
! Leaders influence minds and hearts through a wide RANGE
OF INFLUENCING METHODS;
! They understand the difference between:
! POSITION POWER (leading largely to compliance
orientation) and
! PERSONAL POWER (that flows from others to leader, and
results more of results more of commitment orientation)
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A"FEW"USEFUL"LEARNING"POINTS
! The SOCIAL system (focused on engaging people’s energies to
implement actions) requires:
! Moving away in a DISPUTE RESOLUTION situation FROM
predominantly:
! Rights framework (determining who right and who is wrong
as per acceptable standard, norm or rule); or
! Power framework (who has greater power to make the
other side accept a given approach) TO
! Interests framework (how we can best integrate the
interests of the different parties)
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A"FEW"USEFUL"LEARNING"POINTS
! While there is a tendency to over0emphasize strategy and
processes, the LIFE0GIVING FORCE in any system flows from the
LEADER’S MINDSETS AND SENSE OF SELF.
! Effective leaders are focused on:
! PURPOSE (clarity of intention and focus);
! PEOPLE (involvement, openness and positivity); and
! LEARNING (both listening and learning by doing)
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RELENTLESS'FOCUS'ON'KEY'PRIORITIES

! Focus enables SHAPING/ MAKING your role (Not merely reacting

to the whirlwind of routines)
! As a leader, Mandela provides a COMPASS. Leaves the MAP to
experts. A clear sense of direction is more valuable as navigation
tool in the world of change and innovation
He who has a ‘WHY’ to live for can bear with
almost any ‘HOW’
Friedrich Nietzsche
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PERSONAL)STYLE
! Positivity and Mindfulness.
! Relaxed, unhurried conversation with attention solely to the
person in the front; Builds trust
! Remain informed – Develop sources of feedback
! Communication addresses real and immediate issues;
Enlightened selfCinterest – “attend to partners’ interest”
! Prompt and decisive steps – Communication through Action
! Create Psychological Safety; Influence NOT from position/ status
! Has proactively prepare for larger/ more complex role demands
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SUMMARY:(MINDSETS

People&Oriented Learning0Oriented Purpose&Oriented

• Inclusive*and* • Listening*and* • Focused*on*

Open Picking*Signals* Purpose/*
• Positive*and* from*all*around Intention
Appreciative • Experimenting* • Patience*with*the***
Journey
and*Risk=taking

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SUMMARY:(REFLEXES
Ask Say

• “Why?”'and'be'prepared'to' • Inclusive,'not'exclusive'language.''
answer. “We”'instead'
• “Who'do'we'need'to'involve?” of'“me”.
• “What’s'important'to'you?” • Avoid'“my'idea”.
• “Who'else'needs'to'know?” • Use'language'that'appeals'to'
people’s'“feelings”,'not'just'
• “What'do'you'think?” “thoughts”

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