Change
Dan Archer
HARD HAT
SOFT HAT
CONTRACTORISATION
WAR FIGHTER
FIRST
DTR & DLC
ACS
ETHOS
1997
& CORE VALUES
MFTS
2001/2
2000
RAFD
1999
2003
Developing Excellence
in Leadership
2003
RTS & IOT
2002-4
RAFLC
FDC
2004
2003
ROAD
2006
OPERATIONS
Leading People Through Change
•Knowledge
•Skills
Denial
Exploitation
•Attitudes
•Habits
(KASH)
Sabotage
Acceptance
An
emotional
journey
The Change Curve
Change – the
analysis
- know where
the truth is
in the
organisation
Modified from DSAT &
Leadership Development –
Best Practice Guide for Organisations
CEML
Cultural Web
QUESTIONS
What do we have that we
want to keep?
What don’t we have that
we want?
What do we have that we
don’t want?
What don’t we have that
we never want?
LOOKING INTO THE FUTURE
PESTLE ANALYSIS
Respon
ses1
Objective
LEADERSHIP
CADETS
Overall
TO
1
Demonstrate the functions, qualities and
attributes of leadership required of an
RAF Junior Officer
128
TO
2
Demonstrate the mental capabilities
required of a leader
142
TO
3
Manage resources and manpower assets
for the achievement of a range of tasks
141
TO
4
Demonstrate the manner and style
appropriate to a Junior Officer in a
leadership situation
140
TO
5
Demonstrate effective communication as
a leader
143
Objective
TO1
T02
Overal
l
TO3
1.97
TO1
1.59
TO4
TO2
Gap
Analysis2
TO5
1.53
TO3
2.01
0
1
2
3
4
5
Measurement
6
7
8
9
10
Importance
Satisfaction
TO4
2.34
TO5
1.86
I’M IN CHARGE
RELATIONSHIPS
Tomorrow’s Officer should aspire to be

Military minded and of a
courageous and determined
fighting spirit

Mentally agile and physically robust

Politically and globally astute

Technologically minded

Capable of understanding and
managing inter-personal relations
(Emotional Intelligence)

Flexible, adaptable and responsive

Willing to take risks

Able to handle ambiguity
The Leadership
Balance
Control Leadership
Empowering Leadership
“Action Centred”
“Mission Command”
philosophy
How to think
rather than what
to think
philosophy
EMPOWERMENT
VISION FOR
ORGANISATIONAL DEVELOPMENT





Improve standardization
Ability to relate with airmen/Non
commissioned officers (NCOs)
See NCOs as generalists
Empowering culture
Decoupling training and assessment
Organisation
Squadron
Personnel
Specialist
Training Teams
Flight Lieutenant as
Flight Commander
SNCO
Deputy
Leadership Support
and Coaching team
Military Skills
Training Team
(RAF Regiment)
Academic Dept
Operational Studies
Academics
Individual Tutors
Defence Studies
Training Support
& Standards
Similar Administrative
Training
and Support
Physical Education
Specialist Courses
SERE (Specialist
Entrants And
Re-entrant)
Additional trg
LEADING CHANGE
Find the right people

Position, expertise, credibility

Leadership & management
skills
Create trust
Develop a common goal
Sensible, appealing









Create the guiding
coalition
Develop the vision &
strategy
Communicate the
change vision
Communicate a sensible vision
& strategy
Make structures & systems
compatible with the strategy
Provide the training employees
need
Confront those who under-cut
needed change
Provide evidence that sacrifices
are worth it
Reward change agents to build
morale and motivation
Use feedback to fine tune
strategy and plans
Undermine cynics
Keep chain of command on
board
Build momentum
Management is not leadership
Leadership creates:

Vision

Strategies
Management creates:

Plans

Budgets
Empower employees for
broad-based action
Generate short term
wins
Consolidate gains &
produce more change
Anchor new approaches
in the culture





Comes last, not first
Depends on results
Requires a lot of talk
May involve staff turnover
Makes decisions on
succession critical
LEADERSHIP

Establish a sense of
urgency
Transformation
succeeds
then faltes
Successful
transformation
No change
Short term
change achieved
but not major
transformation
MANAGEMENT
Tinkerbell and
last man
standing
It is a great if stressful
technique, of questionable
morality; I like to think of it
not as lying but of telling
‘future truths’
REAL CHANGE INVOLVES EMOTION AND ANXIETY
KNOW THE TRUTH
KNOW WHERE YOU ARE GOING AND WHY