Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Leading Change
The Department of Veterans Affairs did not have an effort that was focused on protocol services despite the fact that they were a cabinet level organization. Because of this, the organization needed an effort that directly advised, assisted, and supported developmental activities for the Secretary, Deputy Secretary, and the Chief of Staff on not only official matters of national and international protocol, but also in planning, hosting, and officiating related events and activities for members of Congress, senior Veteran Service Organizations, diplomats, and visiting heads of state. During the first year of the 2001-2004 administration the lack of protocol was a definite challenge for the Department as it received visits from senior U.S. And foreign dignitaries to include the U.S. Vice President, and the Minister of Veterans Affairs for the Republic of Korea.
Since there were problems and challenges with some of the events that were put on by the VA, I conceived, developed, and submitted a proposal to establish an Office of Protocol for the Department of Veterans Affairs. I believed that creating this type of office would allow for clearer instruction and less confusion when an event was going to take place, and would also improve the performance of the Department, which would earn it more respect and make it 'look better' to others for the purposes of staffing, funding, and other matters. By submitting this proposal, I was able to showcase and demonstrate my skills in leading change in the areas of continual learning, creativity and innovation, external awareness, flexibility, resilience,...
I was interviewed after my proposal for the Office of Protocol was reviewed and when my proposal was approved I was selected to establish the office for which I had turned in the proposal.
When I was selected to do this, I ended up leading protocol services for a department of 260,000 employees. Projects or problems that are assigned are often not clear cut, and the solutions to them have the same problems. Getting the staff to help out and work together is crucial to solving difficult problems and finding the answers that are needed. My track record already indicates that I take on the hard tasks in my organization and develop a plan, get experienced staff to buy into the project, and get results. This has always been very important to me, and those that I work with and that expect results appreciate my ability to get the job done and take on tasks that others are not interested in being involved with.
As soon as I was appointed, I met with high-level leaders and managers to determine what kind of perspectives they had on the VA's protocol needs and to discuss the best way to structure the program to meet the needs and organizational requirements of these individuals as customers. I was responsible during this time for researching, benchmarking, and developing an implementation plan for the Office of Protocol. After this, I had the next challenge of motivating more than 100 program officials and building relationships with them so that I could count on their help and their significant resources to ensure the success of the…
The Office of Protocol is on the cutting edge when it comes to activities throughout the department and I created a vision "to provide premier protocol throughout the department," and a mission "to provide world class protocol via special events, read aheads, gift programs, foreign visits, and meeting management." Goals were set high and performance measurements were positioned so that the office would be the focal point for moving toward excellence throughout the entire organization. I recognized that there were individual strengths in all of the key players and that these must be maximized in order to create a synergy for both personal and office accomplishments. By performance coaching and counseling, concrete learning experiences, and involving individuals and the ideas that they have in the decision-making process that I used, I helped to strengthen the skills of my staff and subordinates. I am often asked to take on tasks that are seen as impossible and I am constantly called on by others for work that needs to be done. My office is also recognized for its agility and its character and has been singled out by many of the senior leaders.
Another example of leading change that I have been involved in came in August of 2004 when I was selected to participate in the organization's senior executive service candidate development program. To maintain the performance of my job and meet the criteria for the program I currently attend Saturday courses at Georgetown University Center for Professional Development. This particular program is designed to prepare executives and managers to motivate and lead individuals and to be results driven. They also learn how to achieve favorable outcomes through partnerships, teamwork, and building coalitions. In February of 2005, I began a course entitled leadership as vision and strategy. This course is very innovative and through it I learned the skills to develop and execute the vision and mission of my organization as well as to align the organizational objectives that I have with my own personal goals.
I also learned how to improve my skills and maintain my forward approach as a visionary leader that moves beyond thinking out-of-the-box to defining what the box is. While I was participating in this course in February of 2005 I also worked on the swearing-in ceremony in honor of the fifth Secretary of Veterans Affairs. Upon an analysis of this individual's life I recommended the U.S. Chamber of Commerce as being the venue to conduct his ceremony. This program that I am in currently will be completed on June 17th of 2005 and I will receive at that time to Georgetown University Center for Professional Development Senior Executive Leadership Certificate. Not only has this course taught me a great deal but it will help me in my future endeavors in my career.
Leading Change There are a number of diverse aspects of John Kotter's seminal treatise on leadership, Leading Change. Subsequently, much of the publicity and academic scholarship involving this work of literature have revolved around the eight stages of creating fundamental, lasting changes within an organization. Although Kotter is significantly (and deservingly) renowned within the business world for the creation and configuration of these steps, it would be misleading to regard Leading
Leading Change Positive Change at the Library One of the most profound change efforts I have been a part of took place shortly after I completed my undergraduate degree. My town's local library was undergoing severe budget cuts due to some decidedly impecunious actions on the part of civic leaders, who essentially squandered away my town's budget (for their personal gain) so badly that many of its programs were being cut due
Change Management Leading Change Interview Paper Leading Change Interview Obstacles and barriers to change Building change agenda Were goals met? Measuring results Key learning Leading Change Interview Change management addresses the issue of managing change within an organization. Organizations adopt different methods to implement and introduce change that relates to organizational structure, processes, or individual transactions within the company. The Human Resource (HR) department is usually tasked with this responsibility in large enterprises. However, the executives within a company
Leading Change Continual Learning, Creativity and Innovation, External Awareness, Flexibility, Resilience, Service Motivation, Strategic Thinking, And Vision The purpose of this report is to discuss the process of leading change as a core qualification and how it encompasses an ability to develop and implement an organizational vision that integrates key national and program goals, priorities, values, and other factors. Even though the need for change is a concept that is recognized
(Again, to refer once again to wartime parallel, one battle victory or capture of an enemy leader increases motivation, but does not justify or provide a vision for winning an entire conflict.) With the value of Kotter's 1996 insights, one can see the folly of simply pleasing immediate investor expectations and seeking a quick fix was the source of the later accounting mismanagement scandals at HeathSouth and Enron, where
Leading Change for Patient and Service Improvement Module about service quality: Service quality concept in the current literature The developed countries have given a significant importance to the service sector of the country. With every passing day the segment of employment is growing and increasing very rapidly. This ultimately gives the members of the society a life with high quality and setting high standards for the members to a live a good