Options_for_Implementing_a_Leadership_Change

Options for Implementing a Leadership Change University of Phoenix LDR 531 July 19, 2010 Abstract Throughout evolution, changes are inevitable as we are creatures of adaptation and changes. As according to dictionary.com, Evolution is the change in the inherited traits of a population of organisms through successive generations (Wikipedia, 2010). Thus, in a business sense, organizations must also progress to keep up with the demands of the economic evolution. Organizational changes require influential and effective leadership to insure the newly developed vision’s triumph. In our case scenario, Gene One is an organization in the process of planning and implementing changes as they are evolved from a $4 million biotech company to a $400 million organization (Gene One, 2010). Gene One’s popularity is for its breakthrough technology in eliminating crop disease. Since the late Chief Executive Officer (CEO) passed away, his siblings among other stakeholders are to decide and stage the strategies to overcome internal and external issues for a successful IPO within the next three years. As a team, we will scrutinize each remaining leaders of Gene One and provide a plan of action for a successful end-vision. Options for Implementing a Leadership Change It is important that changes be considered on a regular basis, as it is relevant for our existence and continuation in the competitive industry. “Change the way things are done in order to survive” (Yukl, 2006, p. 284). Yukl continued to indicate that leading change is one of the most important and difficult leadership responsibilities a leader may encounter. As siblings of the late Ron Ruiz, we are to decide Gene One’s new leadership, successful IPO, as well as the future new biotechnology products. Firstly, I will address the issues brought forth from the previous Leadership Team discussions. Secondly, I will convey the insights from my siblings in regards to the current and future leadership. Lastly, I will provide a plan of action to ensure success of Gene One’s end vision. Issues to be Addressed The issues following issues were brought up from the last Leadership Team Meeting: 1. The need for a Board member with experiences as a Chief Financial Officer (CFO) or is a CPA. 2. The timing of the Sarbanes-Oxley Act (SOA) registration may be inadequate. 3. Accountable for what must be disclosed to the Securities and Exchange Commission (SEC) prior to the offering. There is a need for an external auditor. 4. Executive and Board compensation strategies must be squeaky clean. 5. Compensation for Board must be shifted from equity to cash. 6. Examine top 50 executives to make sure we have the right leadership at all levels. 7. Scientists must identify the two new technologies quickly so we can get them to market and show the promised 40% growth. 8. Staffing might be a challenge if people panic and start leaving the company because of doubts or they do not want to be part of a publicly traded company. (Gene One, 2010) Current and Future Leadership In the current state and leadership of Gene One, we are not prepared to go public. However, with some changes to the leadership roles and or additional crucial leaders in the next three years, the future is optimistic. Among many issues, the executive team and the Board are on edge with each other. Thus, we are in dire need of a strong leader to replace the former Ron Ruiz. It appeared that Don was a participative (democratic) leader with some relations-oriented behavior as he was supportive with subordinates. As Robbins & Judge suggested Fred Fiedler’s contingency model proposes, “Effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader” (2007, p. 409). Thus, we must replace Don’s optimistic and faith in the success of Gene One with team leaders with similar or better-equipped leadership styles for Gene One. This also insures the achievement of the IPO launch and continued survival of the company. Michelle Houghton As we all grieve for the premature death of his death, we must honor his enthusiastic vision. As a team, we designated Ms. Michelle Houghton as interim CEO for the company for the time being, as the organization cannot live without a knowledgeable and experienced leader to walk us through these upcoming dark nights. Ms. Houghton is the current CFO who invested everything she had into Gene One. She has a strong sense of ownership and emotional attachment to the company (Gene One, 2010). She also shared a solid working relationship and friendship with our former CEO. Michelle is passionate about issues that put the company at risk has been successful in securing funds from government and private investors. She had earned a credible reputation with the leadership team, the Board, the FDA leadership and the government thus proving that she has the potentials to bring forth the financial needs of Gene One. Teri Robertson Teri is our current Chief Technology Officer and she was part of the original start-up team who has a world-renowned reputation. Her doctoral research led to the genetic breakthrough discovery that Gene One’s success is built on. Scientist at heart, Teri is highly competent with a passion and talent for technology research and development. (Learning Team B Discussion, July 19, 2010). Charles Jones Charles Jones, Marketing Officer, has a reputation for smart risk-taking and biotechnology connections. He has no personal investment in Gene One, but his professional pride motivates him to work hard at defining products that will sell, and creating a Gene One brand image that is synonymous with technology innovation, future of America, potential for major economic returns, etc. However, Charles likes to focus on the big picture rather than the details, which mean his efforts to design and implement a marketing infrastructure, have yet to be completed. Gene Thoman As Chief HR Officer, Greg has a "can do" attitude, which appears to me to have a high task orientation, as he seems to have had a hands-on approach in staffing Gene One with talented researchers and innovative product developers. By being directly, involved in recruiting and hiring talent Greg has not been able to focus on developing the talent that he has brought on board nor has he supported Don in creating a cohesive culture to support the vision and goals of the company. Greg needs to delegate responsibility to his HR team for recruiting and hiring. He must also designate a team to focus on identifying prospective board members with the required experience and credentials compliant with SOA to serve on the board of an IPO. Furthermore, Greg will need to help facilitate the communication of a clear and compelling vision to the rest of the organization and implement plans to address fears and concerns of individuals who are at risk of leaving like Angela. Greg has to begin creating a plan to get the employees to get on board with the potential changes at Gene One. As indicated by Yukl (2006), change is normally resisted by people but this resistance can be decreased by taking appropriate steps such as communicating and educating employees. Because of this dedication and commitment he had contributed, we will provide the necessary tools and trainings necessary to put him at the top leaders of today’s HR world. Other Important Players: John Kirby, Executive Director Board Member, has spent more than thirty years in the science and technology industry. His expertise has made him an influential member of the industry community. Susan Wells, Executive Board Member, is a well-respected and long-term board member with myriad connections in the media and political communities. She is very thorough and logical. (Gene One Scenario, 2010) We will follow John and Susan's recommendation of hiring Lucas Antonio as a mentor to Charles and help guide him in establishing a marketing strategy. I would not dismiss or let go of any members of the executive team because bad publicity would not help the offering. I would also follow Michelle Houghton's recommendations in hiring an external auditor to go over the financial statements before releasing them as well as selecting a board that aligns with SOA requirements. (Learning Team B Discussion, July 19, 2010). End Vision for Gene One Nevertheless, Gene One's end vision should be to create top quality biotechnology product that is safe and consumable while allowing greatest appeals from all stakeholders. We must also come up with strategies to retain higher trusts and commitments while following all regulations and bypassing all “bumps” as our former leader indicated. Gene One shall move forward with the IPO but the senior leadership team must re-evaluate the current timeline and adjust according in order to address the issues brought forth to guarantee a successful public offering launch. Plan of Action Phase One: Foremost, we have successfully developed a vision for the organization as envisioned by our former CEO. To successfully overcoming resistance to change, seven tactics shall be implemented as suggested by Robbins & Judge: Education and communication, participation, building support and commitment, negotiation, manipulation and cooptation, selecting people who accept change, and if we must use coercion (2006, p. 648-650). Phase Two: This phase is very reliant on the first phase as communication is the key to organizational change awareness. The vision as well as our plans shall be communicated to all members of the organization. Once all members are aware of the changes, we shall use Lewin’s Three-Step Model to unfreeze the status quo, movement to a desired end state, and refreezing the new change to make it permanent (Robins & Judge, 2006, p. 651). Phase Three: The leadership team is responsible for the teams and its members with identifying the strengths and work with their members weaknesses to iron out all issues before proceeding with the second phase of our process. The leadership team is also encouraged to develop and provide training programs after successful implementation of phase one and two. Conclusion The biggest hurdle to overcome is how well the new designated leadership will work together. We agreed among each other that the end vision for Gene One is that we shall proceed with the plan to go public. There are definitely major issues but three years should be sufficient as long as the designated leaders can pull together and followed through with our plan of actions. Nevertheless, we have faith with the leadership that they can influence the organization culture, development a vision, implement change, and encourage learning and innovation from all members of the organization. References Robbins, S. P., & Judge, T. A. (2007). Organizational behavior (12th ed.). Upper Saddle River, NJ: Pearson Education. University of Phoenix, 2010. LDR/531 Organizational Leadership. Week 5 – Topic 1: Initiating And Leading Change. Assessment: Web Link: Gene One Scenario. Retrieved July 14, 2010 from https://ecampus.phoenix.edu/secure/aapd/gbam/xmba520.1/MainPage.asp University of Phoenix, 2010. LDR/531 Organizational Leadership. Week 5 – Topic 1: Initiating And Leading Change. Classroom, Discussion: Learning Team B Forum Messages, Retrieved from http://classroom.phoenix.edu/afm214/secure/view-thread.jspa'threadID=23327749 Wikipedia, the free encyclopedia, 2010. Article: Evolution. Retrieved July 19, 2010 from http://en.wikipedia.org/wiki/Evolution Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson Education.