LEADING ORGANIZATIONAL CHANGE – PART IV

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Personal Change and Development
Using the Organizational Change Model
by David Grau

The framework used for implementing change in organizations is a close analogue to the change process used by individuals seeking to move to their next higher level of performance. Executives find it valuable to work with a coach who is an objective, outside observer. The coach facilitates, guides, and provides feedback and support to executives as they move along the path from goal creation to implementation. Executive goals are the desired developmental changes that will result in an increased positive impact by the leader in his or her organization.

With organizational change, executives work with their leadership teams to assist in defining the change goal and with the creation of the change process and seek additional input from other members of their organization.

With personal change, executives enter the coaching relationship with their own sense of the goals and, in conversation with the coach, may clarify or change the goals they choose to pursue. The coach asks questions that help the executive reflect on the changes they are seeking. To achieve greater self-awareness and understanding of one’s impact on others, the executive may choose to complete self-assessments. These can provide insight into the changes that are desirable and the actions they need to take to achieve their goals. Should the executive choose to do so, the coach may conduct 360-feedback interviews. The coach talks with people the executive believes know him or her well. Typical questions include:

  • “What does [xxx] do that makes him/her effective?”
  • “What could [xxx] do to be even more effective?” and
  • “What are [xxx]’s greatest strengths?

The coach presents a thematic summary to the executive and provides specific examples of comments, without attribution, that led to the creation of each theme. From this information, the executive might choose to review critical leadership and management competencies with the coach and decide which to work on for improvement.

The executive uses the results of the assessments, the feedback, the exploration of competencies, and outcomes from conversations with the coach to refine their goals, develop key performance indicators and decide upon the actions to accomplish their objectives. As with implementing organizational change, it is important to prioritize the goals, objectives, and actions to an achievable few. When goals and objectives are realized others can be introduced.

As the executive pursues his or her goals the coach is there to discuss challenges that arise and works with the executive to develop options for resolving those challenges. The executive looks for support and ideas from the coach as they follow the action plan. The coach may offer tools and techniques to assist in executive development and suggest articles or books to read, or actions to take between sessions to support the executive in what he or she wants to accomplish.

Change can be difficult. There may be assumptions, competing commitments or beliefs that undermine the achievement of the desired change. The coach works with the executive to overcome those obstacles. Together they create a system that holds the executive accountable for pursuing the action plan and achieving results.

While the coach walks with the executive on the developmental journey, it is the executive who drives the change process. He or she chooses the goals and the ways in which those goals are achieved. By engaging in this process, executives bring themselves to a level of performance that enables them to make a greater difference in their organizations, in the lives of their employees, with the customers they serve and in their relationships with the other stakeholders of their organization.

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Ms. Uman also works with teams: the interplay of one-on-one coaching with members of a team while simultaneously focusing on team dynamics has helped her clients develop collaborative behaviors and increase trust among team members, improve personal and team accountability, and improve productivity by individuals and the team as a whole. Ms. Uman specializes in gender dynamics within teams, woman-managed teams, and teams where women are in the majority. She helps these teams identify the behaviors that undermine others, and develop both an attitude and behaviors that help the team members and leaders become more powerful and effective.

As a certified organizational consultant, Ms. Uman specializes in conducting organizational assessments and developing reports that illuminate the patterns and themes of organizational behavior, enabling organizations to move positively and effectively into a successful future.

As an organizational trainer, Ms. Uman designs, develops and conducts a broad array of workshops including leadership development, teambuilding, career development, running effective meetings, and managing gender differences. She has received the certification as a Professional Certified Coach (PCC) designated by the International Coaching Federation.

Her clients include:

  • Crestline Hotels
  • Georgetown University
  • Intelligence Community
  • National Cancer Institute, National Institute of Health
  • JBS International
  • Russell Reynolds Associates
  • American Psychological Association
  • Software Engineering Institute

Ms. Uman holds a B.A. in Sociology from the University of Wisconsin in Madison, a Master’s in Education from the University of Maine, and certificates in Organization Development and Leadership Coaching from Georgetown University. Her experience includes serving as an instructor at George Mason University, Georgetown University, Northern Virginia Community College and Mt. Vernon College. She is certified in aa array of assessments, including the Myers-Briggs Type Indicator® (MBTI) EI.20 (Emotional Intelligence) and EI 360, Change Management (Prosci) and was also certified by William Bridges and Associates to conduct workshops and provide consulting services on managing organizational transitions.

As a coach, Mandeep brings this experience, and his fundamental belief in each person’s innate abilities, to create the non-judgmental and energized space for leaders and teams to truly get in touch with what is important to them, and rev up the energy and momentum to make it happen.  His clients take ownership of their own power. They also leverage their own observations to get deep insights into what’s holding them back and then break those habits.  A number of his clients have reported their work together has been transformative.

In addition, these leaders and teams begin to accept the world as it shows up, rather than the way they wish it would.  That accepted, they hold the courage of their convictions pragmatically, communicate their vision authentically and directly, and set about influencing the people, networks and systems of which they are part to create the enabling environments within which their organizations, projects and people succeed.

Mandeep considers himself extremely fortunate to have had the opportunity to express his passions through two completely different careers separated by two decades.  The path of transition has been bumpy and fascinating, and has provided Mandeep the direct experience and insights which make him the coach he is.

Mandeep is also an Executive Coach with the American University Key Executive Leadership Programs.

As a consultant, Mandeep facilitates interventions with senior leadership teams, helping them surface key issues and create jointly owned action plans to solve them. He is adept at uncovering unclear, missing or misaligned roles and accountabilities, business process gaps, and unspoken organizational agreements on topics that are undiscussable.  Mandeep can create environments within which teams bring up the elephant in the room.

Mandeep has a background that spans 35+ years of hands-on experience creating, and facilitating the creation of, solutions to complex problems involving multiple stakeholders.  In his career, he has worked internationally, across cultures and organizational boundaries, to build IT Systems, reengineer business processes, provide organizational and innovation consulting services, nurture client and employee relationships, and grow companies in roles spanning coaching, facilitation, individual contribution, and project, line and executive management.  He has done this within large international organizations, federal and local governments, non-profits, consulting companies, and start-ups.

MANDEEP’S CLIENTS have included a wide range of organizations:

  • Government & International Organizations: The World Bank Group; DFAS, EPA, FBI, FEMA, ICE, NIC (National Institution of Corrections), OCC, TSA, USSS; Fairfax County, VA.
  • Non-profit: US Green Building Council
  • Private Sector: Allegis Group, Phelan Hallinan & Schmieg, Progeny Advanced Genetics, Turner Construction (US); Applied Materials (USA, China & Taiwan); Grupo Elektra (Mexico); Tata Chemicals, North Delhi Power Limited, Samsung, IBM and  Konkan Railways (India); and EFI (USA and India).

CERTIFICATIONS:

  • Georgetown University Certification in Leadership Coaching (CLC)
  • ICF Professional Certified Coach (PCC)
  • The Leadership Circle Profile (LCP) & Collective Leadership
  • Hogan Assessments (Hogan Personality Inventory [HPI]; Hogan Development Survey [HDS]; Motives, Values, Preferences Inventory [MVPI])
  • Emotional and Social Competence Inventory (ESCI);
  • DiSC Assessment

EDUCATION:

  • MBA, Indian Institute of Management (IIM), Calcutta
  • BSEE, Indian Institute of Technology (IIT), Kharagpur