Gene One Leadership

Topics: Initial public offering, Management, Leadership Pages: 5 (1184 words) Published: February 18, 2013
Gene One Leadership Strategies
Lupe Miranda and Varsha Vasconcelos
LDR-531 Organizational Leadership
August 5, 2012
Richard Clemens

One of the most crucial roles of any company is affective communication and vision to help guide strategic planning. The many companies that have successfully incorporated these strategic plans have showed that the teams involved in all aspects successfully help build the companies shared vision. When these strategies are performed correctly, it increases workplace motivation and the company vision becomes reality. Precise and coherent communication from planning the anticipated results from performance measures are vital for affective strategies to succeed. Productive leaders have often employed their respective teams simply informing individuals of their shared vision, and openly showing appreciation for large and small successful accomplishments, such as the achievement of the goals or the vision as a whole. To make sure that the companies goal are shared with the workers, all teams involved need to know that they can voice their opinion and provide input without fear of any scolding or rebuke. To affectively implement Gen Ones strategic plans, company managers can use the proposed two strategies that will help achieve the company’s ultimate desired outcome. It will also explain how each strategy will support Gene One’s desire to be innovative. Strategy One

Kotter’s Eight-Step Plan for Implementing Change
Strategizing a vision from your managers to the individuals actually performing the job must be clear in a way where everyone understands. Senior management must unit as one to review, discuss, and agree on a strategy to execute the plan. If this is not done correctly, implementation of Gene Ones vision will not be achieved. The executive summary (Table 1) sent by the CEO, Don Ruiz summarizes the goal that needs to be completed in the 36-month maximum deadline period. Leadership team at Gene One could implement this change through Kotter’s Eight-Step plan (Robbins & Judge, 2011). In order to describe how these strategies could be implemented and how these strategies would lead to the desired outcome, leadership team needs to take a look at how each of these steps can help with Gene One’s vision in change Step 1. Gene One must first establish sense of urgency. If the company were to begin without urgency it would start making mistakes right from the beginning. Gene One only has a 36-month window which makes it difficult for it to incorporate competitive realities and recognize and discuss crucial topics that will come up during the change. It is important to come up with a big plan and try to calculate where the company’s vision will go. A sense of urgency is necessary to gain the cooperation required to drive a significant change effort (Kotter 2011). When incorporating change, individuals in charge do not realize how difficult it is to motivate individuals. With a short deadline of 36 months, leaders in charge will take shortcuts and stray from their comfort zone which will produce problems. At Gene One, the CEO Don Ruiz and his board must believe that in order to keep pace with demand, good sense of urgency is necessary. Step 2. To successfully succeed in change, Gene One must form a coalition. A temporary alliance between groups with the knowledge and skill to help lead Gene Ones change desires that will help encourage the team. This coalition should consist of managers and leaders who work well together as a team and power position, expertise, credibility, and strong leadership capabilities are what will build a strong coalition (Kotter, 2011). Knowing that Gen One has zero experience with initial public offering (IPO), forming a coalition will help increase the knowledge base and increase the efforts as they move through the process of change. Step 3. Gene One must create a vision to help direct the change effort. Management must explain how the future of the...
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