Implemented procedures and technologies to deal with rapid changes In the business environment which transformed Ionians into one of the most profitable companies in the world. Simply put, Carols Shogun’s leadership spearheaded one of the most astounding turnarounds In automotive and corporate history. ANALYSIS: Develop and Communicate Purpose: The organizational purpose is the foundation upon which every successful business Is bullet. Shown understood that as organizational members work together to plan, there are many options and many choices must be made.
By actively listening and asking for input (through completing a “diagnostic tour”) Shown was able to develop a common base from which to further examine who Ionians is, what they needed to do, and where they wanted to go. Shown believed that by giving employees and media the true picture of the company, It would be easier for him to convince them about the drastic steps that would follow. By communicating directly to employees in an “all-hands” meeting Shown provided clarity and a focus that aided internal and external understanding Establish Demanding Performance Goals:
Setting challenging, attainable program goals that are accepted by management and employees leads to high performance. Goals also provide a clear course of action and remove any uncertainties about expectations. Shown established aggressive performance goals by unveiling the Ionians Revival Plan (NOR) in October 1999 which entailed reducing operating cost by 10 billion launching 22 new models by 2002 and reducing parts and material suppliers by 50%.
This plan helped ensure that the performance of Ionians employees contributed to their overall corporate objectives. Enable Upward Communication: Real leaders appreciate it when employees practice upward communication; taking the responsibility to communicate new ideas, Innovations and better ways to get the work accomplished. Shogun’s utilization of cross functional teams and “deep listening” allowed the knowledge and theories possessed by lower level employees to 1 OFF Decode ten catalyst Tort Trees Ideas Ana Input Tanat pr success in achieving their objectives. Essential Tort Niacin’s Forge an Emotional Bond between Employees and the Organization . The most valuable resource for any corporation is its workforce, and the best companies understand two important facts: 1) people are emotional first and rational second, and because of that, 2) employees must be emotionally engaged in order for an organization to reach its full potential; especially during change initiatives. Shogun’s prior experience at Michelin and Renault was instrumental in monopolizing Niacin’s employees for organizational change.
He increased emotional bond by understanding Japanese culture, touring Ionians plants/dealerships and unions thus creating, shaping and reinforcing experiences for employees based on their need to connect, envision, and contribute to the organization. Developing Future Change Leaders: Developing change leaders is the vehicle for driving new strategies or improvement initiatives into sustainable, repeatable performance. Shown helped develop future leaders by instilling in Niacin’s leadership the need for urgency, accountability and leading by example. What we think, what we say, and what we do must be the same… Ensuring our words correspond to our actions. “5 Conclusion: Managing change has become the key ingredient in seeking the final component of successfully managing initiatives, processes, and people in today’s corporations. Staying competitive in the face of rapidly changing trends, technological innovations, and globalization requires organizations to change faster than ever before.
Carols Shogun’s remarkable example of leadership at Ionians provides leaders within all organizations Instant Into analyzing ten relations Detente organizational structure and culture, using cross functional teams, develop strategies to set aggressive attainable goals, and identify challenges that may hinder transitions associated with implementing changes. As a manufacturing manager I have to set performance goals to help guide production but Shogun’s example leads me to believe that I need to raise the bar.
UTC insists that employees should set goals that are SMART: Specific, Measurable, Achievable, Realistic, and Timely. By giving my department more aggressive and SMART performance goals I can create higher expectations and performance. If employees have high expectations they may then have improved performance as long as they achieve their goals. To accomplish this I must provide what Shown provided; motivation, meaning, and purpose. If employees posses this along with worthwhile goals, they will find their work more fulfilling and exciting.
Once there is an aim, there is purpose and fulfilling that purpose should increase performance long with achieving success. Shown also demonstrated that every leader should have the ability to create a vision and strategy for the organization. This was apparent by his use of cross functional teams, which were instrumental to Shogun’s success wherever he worked. He developed a program for transformation which relied on the Ionians people to make recommendations, instead of hiring outside consultants.
Using cross functional teams enabled his executive leadership to think innovative, ask tough questions and challenge the status quo to come up with new ideas. He was able to accomplish this because he was an extraordinary listener, but more importantly he used the information obtained from these teams (and other individuals) to assist in formulating strategies. Although I feel I listen well, I want to utilize the “deep listening” that gave Shown additional insight with into situations he encountered.
This should provide more clarity and understanding both personally and professionally. While effective leadership requires the knowledge necessary to understand the leadership role (a combination of skills and observable behaviors that can be earned), perhaps the two most important qualities a leader needs most are desire and passion. Leaders must have a desire to lead, and great leaders lead by example. Shown wanted all his executives to understand that when leading by example there must be consistency between what you state, and what you do.
Great leaders also possess an underlying passion for life and often combine it with their Job. I want to be the leader that loves what he does and in turn communicate my passion in such a way as to give inspiration to other people. Finally, I feel that to become a true leader I just continue to work unselfishly toward a higher purpose. When it comes time to take credit, individual accolades won’t be important to me personally, but team recognition will.
A true leader wants nothing more than to give people pride, to make people stand on their own as leaders in their own right and bring out greatness in others. “To lead people, walk beside them As for the best leaders, the people do not notice tenet excellence. I nee next D t, ten people nor Ana praise. I nee nee people fear; and the next, the people hate When the best leader’s work is done the people say, We did it ourselves! ” Ala-TTS