These are notes from a observing a presentation. Question marks usually mean the notes on the particular matter are incomplete or uncertain.
Presently working with J. P. Morgan. They have hired a team of consulting firms: Andersen, along with Computer Science Corp., ATT, Bell Atlantic Network ..., called as a group The Pinnacle Alliance.
J.P. Morgan hired these companies to help them with:
Change Management-- This had two components, one of which is navigation—working through a major change; plan sequence; training people; cultural changes; executive leadership, sponsorship, coaches—help them cope with the improved technology.
If you haven't restructured your company yet, you're in trouble. A company is not a Catholic marriage—forever. It's more like a California style—one year at a time.We tend to worship at the altar of leadership: emphasizing the visionary leader and overcooking the importance of planning and implementation.
We tend to see a dichotomy (an either/or) between the roles of leader
motivate & inspire
plan & budget
organize & staff
control & problem solve
They seem to be opposites—with people being good at one and not the
BUT--they really need (and the organization needs) both roles.
Who is more suited to which role? [David McClellan]
What motivates an individual?
—the will to manage?
—the will to lead?
The Motivational Needs Profiling System is a tool which helps determine precisely that.
Combination of interviewing and paper and pencil test.Feedback on strengths: person's need for power, affiliation, & achievement.
The stereotypical manager would be motivated by achievement.
The stereotypical leader would be motivated by power.
The Motivational Needs Profiling System is a 200 item instrument consisting of True/False questions. Can be self-scored (depends on who and how want to react).
Typical to spend 1 to 1½ hours interviewing. Structured interview protocol to find out what most motivates them. Could even go back to childhood.
Graphical representation of strengths and weaknesses and areas to develop.
Interpretation becomes opportunity for coaching.
People have 2 or 3 towering strengths. E.g., he asked a guy in the
audience for 2 or 3 of his strengths. Ans: tenacity, big picture.
Then asked, what would the people who work with you probably say you need to improve.
Philosophy—build on what you do well. Spending time working on weaknesses
may diminish strengths.
Answer: leverage your strengths and find a way to minimize the impact of weaknesses. Structure life so your tasks don't include the weak area.
Soar With Your Strengths by Paula Nelson
Motivational Needs Profiling System developed by George West.
9 to 10 days with George.
Extensive certification process. Unpublished. You have to go to Colorado Springs.Feedback process gets people into some very personal stuff. 10-12 days. Gets into serious stuff—past personal background.
Takes about 1½ days per person: The 1-1½ hour interview. ¾ day to analyze and interpret (the paper & pencil results?). Another ½ to ¾ days with Client.
Most managers are trained to be bureaucrats.
Here Steve made a drawing of the chaotic state at the entrepreneurial beginning, the middle where routines are established, and the third where success is maintained.
See Leadership/Management diagram, page 12 of handouts.Challenge of organizational change. To stabilize success, you've people your organization with bureaucrats, who were selected, groomed, and rewarded for maintaining, not changing.
P. 13 of handouts. Strategy and reward. Reward behaviors you want.
Ownership and understanding: Degree to which people involved in the
change feel committed.
Understanding is necessary before ownership.
You also need execution & competencies
Complementary Rule: To change, you need the leaders AND the managers.
strategy & vision
rewards and incentives
Cannot leave sponsorship just at the executive level (pp. 15, 16, 17)
How do this alignment?
At J. P. Morgan: The Pinnacle Alliance—virtual organization—5 contractors
How can team work together?
Measure success over time?
Went from boss/subordinate to client consultant
How do we (now) consultants build relationships with clients (were bosses)?
Darryl Connors' work: ? (Danger?) of the black hole
Top exec says we're going to. . .
Middle says okay & does nothing
Trenches—feels there's not enough communication from above.
Boeing—All our leaders are managers. They're trying to do the change and not getting others to do it.
Model Andersen goes on—journey management:
Developing the sponsors (leaders)—if not up to—MMPS helps, tells:
to be successful, you need to do. . . .
....(A-L).. you do well.
We can coach you to do. . (M-T). .
Get someone else to do. . (U-Z). .
Return to NLI Notes Page
Return to LDP Home Page