Guest Speaker Session by Mr. Wali Zahid.

Mr. Wali Zahid, a Futurist and a C-level Coach, joined the leadership class at IoBM, for a guest speaker session. He spoke of how Change within an organization can be managed and led.

While managing change, a manager only lowers the expectations of the people and delivers certain outcomes without any mischief. But for a leader, when he deals with Change, he creates a process of change where you have no news about the future or what’s in store now. The change is DISRUPTIVE. It is riotous and you are never aware what’s coming your way.

For anyone who induces change, are meant to face a bad response. People are not generally comfortable while they are pulled out of their comfort zone and hence they show resistance and every change initiative will lead to resentment. But it is integral, that they are allowed to express themselves

Whenever change is inculcated, it is passes through different stages. This starts from shock, when the customer is not okay with change being introduced and he goes in to denial, then he faces anger and depression and then acceptance. Next, a person becomes part of the change and starts to integrate it in his work.

There are also people who are prochange. For a leader, these are his followers who actually believe in him and trust his verdict. But even when change is taking place, they do feel negative emotions. They are of course unsure too, hence such emotions rise. This is called Initial Unrealistic Optimism, where they remain positive about the change regardless of them not being sure.

People can also be segmented, as to how they deal with change. Early adopters are the ones who quickly adapt to change. Early minority wait to adopt change until they are sure they will get value from it. The early majority will only adopt a change if they are sure the new product will provide usefulness to their lives .Late majority wait until all are already accepting the change. Laggards are the latest to adopt a change.

People will deal with change depending upon what personalities they own. There are risk takers, who are hesitant about accepting change. There are also moderate risk takers who take action after their certain calculations. Innovators are those who tend to accept change readily and show no resistance.

To guess what sort of a Team Management Profile you own there are 4 things you need to consider, Relationship, Information, Decision Making, Organizing (RIDO). This can help a leader gauge as to how they can organize themselves and others and whether you are an introvert or an extrovert and if you are prochange or not.

Generally, people who are analytical, take calculated risks. When the data changes, their decision changes. Also, there are belief based people who are resistant of change and can only accept change if their beliefs change.

Conclusively, Mr. Wali Zahid added to his discussion that managers succeed if they are let to be failed. They learn from the experiences. But does a man even learn? Does he even grasp lessons and bend his ways to practice the lessons he has learnt?

 

20 Responses to Guest Speaker Session by Mr. Wali Zahid.

  1. sundusyousuf says:

    According to the guest speaking session of Mr. Wali Zahid on the topic of the Leading Change we got the knowledge about the two perspectives that are use for executive narrow specific areas. There is a managing change and other type is leading change and these both are different. Managing change is about meeting expectations, managing expectations and in the managing expectations they reduce expectations. Adjusting to new situation this is the managing change. In managing change we make plans, initiatives and we set the time limit that in specific period of time we will deliver.
    On the other hand in the leading change we create a process of change but we don’t know the outcomes. It is disruptive and it is different from the current reality here we can say that we bring the 180 degree change. Sometimes in the leading change there are some issues that come in the way are the people’s immediate reactions, disbelieving and the natural responses come. According to Mr.Wali Zahid there are the stages of change it includes: Denial, Agressicveness, Compromise, negotiation and then finally acceptance come. Whenever we start the initiative Initial unrealistic optimist are the people who are with you at the initial stage so there is always uncertainty exist.
    Whenever the change comes early adopters are the people who first adopt the change and they are the one who first accept and on the other hand laggers are the people who in the end accept the change and they are the people who wait until product get established. When talk about the personality so there are some people who take risk and those who are moderate they late adopt the technology. In the session the concept of RIDO has also discussed where R stands for the Relationship that how we build relationship at workplace, I stand for the Information which tells how we process information at workplace. D for decision making that how we make decision at workplace and O for organization that how we organize our self and others at workplace.
    For the decision making there are two psychological words which are Analytical and the Belief based. In analytical it is open to change it can be define as the data changes decision change. In belief based there are people who resist change come in this category and here as the data change will the decision change? Comes in it we can say that belief based is the religious leaders. Today the Pakistani business challenge is scale .According to him Pakistan will be the 18th largest economy in 2018. With the reference to the concept of VUCA Sir Wali Zahid has develop Tolerance for failure, Tolerance for mistake, Data uncertainty and the data ambiguity. According to him to measure human is difficult. Pakistan is improving its situation as compare to the years back in 90s when the crises were at the top so Pakistan is now developing. In a nut shell in the session we had the detail emphasis on the main areas which were Disruptive, Resentment, Stages, Curve, Personality and Segmentation.

  2. Zoha Amjad says:

    We had a guest speaker session on the change leadership in which Mr. Wali Zahid shared his valuable insights on the change leadership. According to him change leadership can be better understood if we know the difference of managing the change and leading the change. Managing the change means managing expectations of the people, in other words telling people not to expect much. For examples if oil prices decreases the oil companies will have to restructure the companies in which man layoffs will also be taken place now the HR team needs to manage the change by preparing the employees for the upcoming challenge however, leading the change is creating a process of change which’s outcome you don’t know. It is also called disruptive change. When you initiate change in the company or anywhere in the world the responses that you get will be resenting. There are two stages of the change management process one is initial unrealistic optimism; that is the people who are with you when you initiate the change. Second is the informed pessimism which means that as people starts to see the possible hurdles caused by the change they start to step back and their willingness to adopt change declines. Adapting change highly depends on the personality type of people to whom change is offered. There are risk takers, who are hesitant about accepting change. There are also moderate risk takers who take action after their certain calculations. Innovators are those who tend to accept change readily and show no resistance. To have a team management profile leaders need to have four things. RIDO R= Relationship that leaders build at work, I= information that they process at work, D= decision that they make at work and O= how they organize people at work. We see the decision making ability of the leader as pro change and anti change. There are two types of decision types, one is analytical and the other is belief based. The analytical leaders are always open to change as the data changes their decision also changes whereas, belief based leaders are always anti change as the data changes their decision doesn’t change. For examples if a leaders thinks that using mobile phones is destructive and hence should not be promoted then no matter what advancement occur in this area they will never target that sector or move in to technologies as their belief is still there and they don’t go against in no matter how much bigger the opportunity cost is. At the end of the session Mss. Sara also shared her experience of changing herself from no hijabi to a niqabi girl. According to her change can be easily adopted if implemented bit by bit. Enforcing a change to someone in a one go makes people rebel and hard to accept.

  3. Syeda Areeba Tariq says:

    Mr Waleed Zahid, one of the pleasant personalities came to share his views about change and change leadership. He said that managing change and leading change are the two different things. To manage change is to manage expectations. This makes sure that change is not out of control in order to bring acceptance amongst people. On the other hand leading change is about creating a process of change which outcomes you do not know. It is disruptive change.
    When a change initiative is taken people react to it in resentment. They at times feel insecure and gossip about change and organization instability. There is a denial in people but in the end they accept it. To make them accept change the most important thing is take slow steps towards change and be consistent in it.
    There are different stages in change and different reactions as people react to it. There is a pro change team including executive people who even get negative vibes about change. The initial phase is unrealistic optimism then the middle phase of informed pessimism and the last is informed optimism.
    There people who fall into different categories like innovators, early adopters, early majority, late majority and finally the laggards. People lie in these parameters based on their risk taking attitudes, age and beliefs. Moreover, it is important to know that which kind of personality brings change. There are two sets of people the first ones are analytical who are open to change as data changes they change. The second group consists of belief based who resist to change as data changes they don’t change. They change only if they belief in certain thing which matches their belief.

  4. Umama Siddiqui says:

    Mr. Wali Zahid, a Futurist and a C-level Coach conducted a session as a guest speaker. He started session with the difference between change management and change leadership.
    Managing change and change management is trying to push things along, but it’s trying to minimize disruptions, i.e., keep things under control. It’s trying to make sure change is done efficiently in the sense of you don’t go over budget—another control piece. It’s done with various kinds of relationships that are given names like “executive sponsors,” where the executive sponsor watches over this thing to make sure that it proceeds in an orderly way.
    Change leadership is an engine. It’s more about urgency. It’s more about masses of people who want to make something happen. It’s more about big visions. It’s more about empowering lots and lots of people. Change leadership has the potential to get things a little bit out of control.
    Natural response of change is always resenting, dislike.
    Change management is disruptive. He also told that managing expectation is telling people don’t expect much. There are eight stages of change leadership. There is a method of RIDO (Relationship Information Decision making Organizing) i.e. how you manage relationship at workplace to manage TMP (Team Management profile).
    The one who accept change immediately are risk taker by personality and who does not accept change immediately are moderators.
    Decision making is analytic and belief based. Analytic decision maker are open to change, as the data changes; decision change. While belief based decision making resist to change. Data change but decision not changed.

    There is a curve that describes the stages of adaptation of change / innovation.
    In a curve first are early adapter and last are laggards. Laggards doesn’t accept change easily.

    In the end he said that people should be allowed to fail. Learning comes from failure. People learn from the experiences or from their mistakes.

  5. Daryl Fonseca says:

    This week’s Guest Speaker Session was given by Mr. Wali Zahid and his topic of discussion was about Change and Change Management. He started off the session by telling us the difference between Managing and leading change. He said that these are two different things and understanding both of this will help us to lead change management. Managing change is to manage the expectations of the people and to make sure that it doesn’t go out of control and stays within their parameters. The 2008 Global financial crises caused a manage change scenario in most organizations all around the world. On the other hand Leading change is creating a process of change without knowing the outcome of it. It is like someone who is looking at disruptive changes taking place in their environment.
    Managing change is a planned change whereas leading change you don’t know the outcome of these changes. Whenever there is a change initiative, people react to it in resentment. According to Mr. Wali Zahid, there are different stages of change: Denial, Aggressiveness, Compromise, arrangement, and Acceptance. There are two stages of the change management process. One is Initial unrealistic optimism; when your people are with you when you initiate the change. Second is the informed pessimism; those people whose willingness of change declines as the hurdles come along. To bring about a change requires certain personality of people. There are risk takers, who are hesitant about accepting change. There are the moderate risk takers who do their homework before taking a risk. Innovators are those who tend to accept change readily and show no resistance.
    To guess what sort of a Team Management Profile you own there are 4 things you need to consider, Relationship, Information, Decision Making, Organizing (RIDO). There are two types of decision makers. The analytic decision maker is open to change, as the data changes; decision change. While belief-based decision making resists changing, Data changes but their decisions don’t change. To conclude the session Mr. Wali Zahid said that in order to bring about a change it’s important to let people cope with change and give them time.

  6. Ashfaq solangi says:

    Guest speaker session of Mr. Wali Zahid on how Change within an organization can be managed and led In introduction he told us that, While managing change, a manager only reduces the expectations of the people and delivers certain results without any mischief. But for a leader, when he deals with Change, he creates a process of change where you have no news about the future. The change is disruptive. It is riotous and you are never aware what’s coming to you. Further he said that, for anyone who initiates change, is meant to face the hard reactions. People are not generally comfortable while they are pulled out of their comfort zone and hence they show resistance and every change initiative will lead to resentment. He further said that, whenever change is initiated it passes through different stages. This starts from shock, when the followers are not okay with change being introduced and he goes in to denial, then he faces anger and depression and then acceptance. After that people become part of the change. Than there are also people who are prochange. For a leader, these are his followers who actually believe in him and trust his decisions even when change is taking place, they do feel negative emotions. They are of course unsure too. This is called Initial Unrealistic Optimism, where they remain positive about the change regardless of them not being sure. He further said that, People will deal with change depending upon what personalities they own. They are risk takers, who are hesitant about accepting change. There are also moderate risk takers who take action after their certain calculations. Innovators are those who tend to accept change readily and show no resistance.
    He further told us that, to evaluate what kind of a Team Management Profile you own there are four things you need to consider, Relationship, Information, Decision Making, Organizing (RIDO). This can help a leader gauge as to how they can organize themselves and others and whether you are an introvert or an extrovert and if you are prochange or not. Normally, people who are analytical, take calculated risks when the data changes, their decision changes also, there are belief based people who are resistant of change and can only accept change if their beliefs change.
    In the end he added to his discussion that managers succeed if they are allowed to fail. They learn from the experiences.

  7. Sania Shahbuddin says:

    Mr Wali Zahid, was invited for a session as a guest speaker on the change leadership. He gave his profitable yet valuable knowledge on the topic. He started his session by explaining the difference between managing the change and leading the change. Managing the change is dealing with the change, it implies overseeing desires of the people, at the end of the day advising individuals not to expect much out of what is desired whereas, leading the change is driving the change, it is making a procedure of progress which’s result is not sure to you or it can be the foggiest idea. This is also known as disruptive change.
    Furthermore, he discussed that there are two phases of the change management process initial unrealistic optimism and second is informed pessimism. The first process deals with the people who agree to you and your idea when the change initiated. The second phase is people start to see and make troubles for initiating the change by not complying with that and their ability to adapt change also decreases. Adapting change reflects to the different kind of personalities which shows how they react to the change. There are three personality types:

    1. Innovators, who are open to change and accept it anyway,
    2. Moderate risk takers, reasonably open to accept change
    3. Laggards, not open to change

    To have a group administration profile pioneers need four things which is RIDO

    1. Relationship
    2. Information
    3. Decision
    4. Organization

    This RIDO represents four skills that are building the relationship at work, processing information, decision taking / making and organizing the people at work.
    As a leader it is very important that the kind of decision he make is profitable for the organization. There are two types of decision making skills

    1. Analytical decision skills
    2. Belief based decision skills

    Analytical leaders are constantly open to change they trust on data and information. Once the information changes their choices also tend to change. Whereas, belief based leaders constantly hostile to change as the information changes their choice doesn’t change. The session concluded with the discussion that people should be allowed to fail and be accepted after failure. It is very useful as people learn from their experiences be it good or bad. Each individual should be given due respect and honor for continuous encouragement and support.

  8. Fasiha Hamid says:

    Mr. Wali Zahid joined us for the Leading Change session as a guest speaker. First of all, he explained the difference between managing and leading change. A manager is a person who is managing the change, he is trying to adjust and manage to the expectations of the executives. While leader is the person is who is leading change, he is creating a process of change, however, nobody knows the outcome of it yet. This kind of change is disruptive.

    People find it difficult to adjust to that change initially. They will show resentment and denial. Even those who are pro-change in the executive team, they will have negative thoughts first this is called initial unrealistic optimism, where they try to remain positive regardless of being unsure themselves.

    He then told that people in the organization can be segmented as to how they respond to change. He explained it through the curve of the law of diffusion of change. According to that, innovators are the one who rapidly adapt to change. Early adopters are the one who wait until they are sure that they will get value from it. The early majority will only adopt it when they are sure that this change will be useful in their lives. Late majority will wait till they are prepared to accept that change and laggards are the ones who are last to adopt that change. In order to explain it in detail, he gave us an example of Mobilink that it didn’t go for 4G first and went for merger and acquisition later which shows their strategy to adapt change lies in early and late majority.

    Furthermore, people with different personalities will deal with change differently. People who are risk takers they accept change readily. They are the innovators who show no resistance and accept the change readily. Whereas, there are also moderate risk takers who take calculated risk and respond to change accordingly. In order to measure team management profile a tool called RIDO (Relationship, Information, Decision Making and Organizing) is used in order to measure a personality, whether a person is an introvert or an extrovert, how he gathers information, organize others, takes decisions at work and is he pro-change or not.

    He also elucidated that decision making is based on two aspects that are analytical thinking and belief based. The analytical thinkers are open to change as their decisions are based on the data, facts and figures. As the data changes their decision changes as well, whereas, the people who take decisions based on their beliefs resist change. As the data changes, their decision doesn’t get changed, regardless of the ground realities. For example: a person has a belief of not working with tobacco companies, so he won’t work with them no matter how much money they offer him. Moreover, belief based leaders are usually politicians and those who are working in NGOs.

  9. Hassan Aziz says:

    Our leadership class this time was blessed with one of the most famous personalities of Pakistan, Wali Zahid, who came to share with us his valuable insights on the topic Change Leadership. Mr. Zahid, the CEO of SkillCity is considered as an Asian authority on workplace effectiveness. He has got several titles to his bucket such as futuristic, disruptor, visionary, coach, and reformer.

    Mr. Zahid started of the session by classifying change into two types; managing change and leading change. He said that in managing change, a manager basically manages expectations. He basically lowers down the expectations and controls it so that the change is easily accepted. All of this is planned so that the conflict is reduced. As for leading change, the leader is the one initiating and driving it. The change is disruptive as nothing is known before and something completely new is tried out.

    The speaker then talks about what happens when one stands up for change. An expected response most of the time to change is resentment as people are usually reluctant to change. People are hesitant to go out of their comfort zone and so they show hesitance. However, that’s normal and leader knows ways to tackle to this hesitance.

    The mentor further discusses about different stages that a change initiative goes through. As discussed, the first stage is resentment as people are in a stage of denial. Slowly and gradually people moves towards positivity until they finally accepts the change. These stages include uninformed optimism, informed pessimism, decision valley, informed optimism, and acceptance.

    Mr. Zahid also linked the change concept with the marketing product adoption curve concept. Whenever a new product is introduced, only a small percentage of innovators are there who agree with the change. The rest of the people such as early majority and laggards are those who first want to confirm if the change in beneficial for them or not and then they agree to accept the change.

    The disruptor then talks about the role of personality in the change process. He talked about two types of people: risk takers and risk averse. If the leader has a team of risk takers, they will be willing to accept the change and try out new things. However, if the team is risk averse, it will be very difficult to inculcate any change that affects the team. He also discussed about team management profile (TMP) that considers four important aspects regarding your team: Relationship, Information, Decision Making, and Organization (RIDO). This can help the leader to better organize his team and inculcate a change accordingly.

    The speaker also talked about types of decisions; analytical and belief based. An analytical person will make rational decisions based on the data available. He is usually open to change. A belief based person totally relies on his beliefs. He is an anti-change person and will change only when his beliefs will change.

    Lastly, Mr. Zahid shared one of the quotes he read about management failure. He said that manager will succeed if they are left to be failed. The point of view was basically that people learn from failures and so if you stop a manager from failing, he will never learn and ultimately there are low chances for success. However, Mr. Zahid then also posed a question that do we actually learn from our mistakes, which left all of us in confusion.

  10. Farhamand Safa says:

    Mr. Wali Zahir gave his speaker session at IoBM regarding how change in organization are supposed to be led and managed. According to him when managers are supposed to lead the change they play it out safe and result in lowering the expectations but limiting change to certain level that minimizes the risk outcome however when leaders are responsible for change they go full out without limiting it to certain restrictions and they do not play it safe instead their change is disruptive and chaotic which has a high risk profile as well as a high return factor. It should be noted that changes are supposed to be faced with criticism and that if they are not, you are not inducing change in the right way. The reason this happens is mainly because change brings people out of hteir comfort zone and into the wild, which they are not willing to do. Change is mainly faced in stages of denial and refusing to accept it which is then followed by anger and depression and eventually people accept change and mix it up with their lives.
    Mr. Wali mentioned unrealistic optimism where he explained it as a feeling of fake optimism originated from the followers of the leader introducing the change. These followers want to support the change but they have second thoughts and doubts about the change which results in them supporting the change but with having doubts. People who accept or reject change are categorized. Innovators for example will always embrace change however risk averse people will try to avoid it and play safe while on the other hand people with a balance of risk taking and avoiding will try to keep a middle ground. This brings in the RIDO element, Relationship, Information, Decision Making, and Organizing. This is a tool that leaders can use to formulate and manage their teams through profiling of members individually as well as collectively. Finally he spoke about the two dimensions of people, one being analytical and one being belief based. According to him analytical minded individuals keep their thought process dynamic and it changes as the data they have changes where as on the other hand belief based people are more rigid in terms of changing their beliefs based upon the data.

  11. Bilal Iqbal says:

    Sir Wali Zahid conducted a session on change leadership in our class. He started his talk by comparing Managing change versus leading change. He spoke of how the change in an organization is managed and how it is led.
    While managing change the future and change is not out control, and manager is aware about the conditions, it is more of a reactive approach. In managing the change, the parameter is adjusted which means the boundaries are set, extent to which the change has to be taken. Managing change is not considered to be a fascinating change, it is just to go after something.
    But when a person leads the change he has no knowledge about the future and he does not know what will be the result of the change. This is called a disruptive change where you are not aware about the outcomes that you may get. Whenever there will be some change the first thing that the leader will face will be resentment from the people around in the organization because of the comfort zone that is affected by the change. The change has to pass through stages which starts from the shock where all the stakeholders are not secure with the change and they show resentment, then the next stage is the depression or anger stage when they get frustrated about the change Imposed on them and then the last stage is acceptance when the change is accepted by all the people around whether they are customers, employees, management etc. The acceptance stage is a desire stage for the leader as the change that is implemented can be easily understood by the people.
    Then he talked about the segments that are the part of the change and defined those as Early adopters who adapt to change quickly, early minority will adapt change when they know the change will bring value to them, early majority adapt to change when the product or change is usefulness for them, late majority follow everyone and adapt to change after every segment and then laggards are the one who adapt to change very late.
    Personality also plays an important role in the change leadership. The people who are less risk takers are the one who do not accept to implement change very quickly. People who are innovative, risk takers, strong, believer and who have the ability to see the future accept to change very easily. Personality reflects how a person will react to the change.
    He then talked about the Team Management Profile and he talked about the RIDO approach which is Relationship, Information, Decision Making and Organizing. This will help a person to organize people. Whatever personality the person owns if he or she has this profile and strength he or she will be able to organize people effectively. He termed decision making as the most important aspect. He said that there are two types of decision makers. (1) ANALYTICAL. (2) BELIEF BASED. Analytical people are open to change and belief based people often resist change. The challenge is about the scale they both are based.

  12. Suman Khalid Khimji says:

    Mr Wali Zahid conducted a guest speaker session inculcating us about leading change. He first started by making us understand the difference between leading change and managing change. Managing change is all about managing expectations which means lowering your expectations and it is actually telling people don’t expect much. Also, managing change would mean adjusting with the environment. One clear difference between the two is that leading change is creating a process of change without knowing the outcomes. It’s called disruptive change. On the other hand, managing change is a planned change initiative knowing the outcomes so there is no chance of a façade. He gave example of CPEC that how Turkey and Russia want to join hands with CPEC to reach the warm waters.

    Furthermore, he discussed various stages of change initiative which starts with getting frozen, denial, aggression, negotiation and then finally acceptance. These are all the negative reactions to change, according to Mr Zahid, the pro change reactions which are mainly from the executive team members are initial unrealistic optimism, informed pessimism, informal optimism and then acceptance.

    Mr. Zahid also discussed the cycle of change, early adopters, early minority, early majority and lagers. He gave an example of Citi bank’s initiative of FIFO (First in first out). He said some organizations are good at introducing trends others want to stay back and see what others are doing before starting something new.

    Moreover, he talked about personalities which are both pro change and pessimistic. Pro change mainly is risk takers and innovators. In this regard, he talked about an Australian tool; Team Management Profile which are 4 measures of leadership known as RIDO which are Relationship at work, Information about processes, Decision making at work and Organizing. In these measures, Mr Zahid focused on Decision makers which can either be analytical or belief based. The ones who are analytical are open to change whereas ones who are belief based are principle centric and mostly they resist change. Additionally, for analytical decision maker for them as the data changes, the decision changes and for belief based decision makers as the data changes the decision doesn’t change.

    Finally, he discussed the changes which Pakistan will witness by 2018 which includes scale for Pakistani businesses, quality orientation for producing goods and services and CPEC. In the end, he said Pakistan is changing for the better.

  13. Marium Iftikhar says:

    Mr. Wali shared his valuable knowledge on the topic of managing change and leading change. He said that managing change is to deal with the change whereas leading change is to be the driver of it. Change is disruptive and chaotic mostly people do not agree with it. So it is very necessary to manage the expectations of the people and to answer their concerns. All this is management of change but when you are not aware of the future, the idea is not concrete still you put your foot forward is leading it. As plan are unclear and still in process people show resentment towards it and they go in phase of denial, aggression but as things settle down people compromise and arrange them and accept plans.
    These are the steps through which people adjust but two phases of change management are unrealistic optimism and informed pessimism. People who adopt things and see them with positivity are in phase one they welcome things quickly whereas people of second stage mostly avoid change and do not comply with it. All this is based on personality types, innovators and early adopters are ones who accept change easily and then there are late adopters and laggards who are not ready for change. There is a system for team management profile which consists of four major components that are relationship, information, and decision making and organizing. In decision making there are two types of decisions one is analytical and other is belief based. Analytical decision makers are open to change in contrast to belief based who oppose change. It is very important for change management that time is given to people for coping with change.

  14. omarmansoor says:

    Guest Speaker Session by Mr. Wali Zahid

    On Saturday, 26 November, 2016, Mr. Shiraz Ahmed’s Leadership, Ethics, and Change class was surprised by not one but essentially 2 guest speakers. The first included the Brilliant Mr. Wali Zahid and although he had called on both his children to speak, we were privileged to hear the thoughts of his young and aspiring daughter as well. While the session may have lasted a long 90 minutes, it was a session that won’t soon be forgotten.

    Background

    Mr. Wali Zahid, to me, was essentially someone I had no idea about. A quick Google revealed he was quite the authority on training, workplace effectiveness, the CEO of SkillCity to boot and father to bright children looking to make a change. He’s trained countless executives in over numerous countries and continents and we were grateful to have him and his family.

    The Session

    The futurist began his session by talking about what change was and the fundamental difference between managing change and leading change. He talked about how managing change means lowering expectations and working within the set parameters. Leading change requires people to go above and essentially manage the process of change; disruptive change no less.

    He talked about how the future is rather uncertain and you can never really predict much, unless you have firm belief and hope things pan out your way. He talked about how people love staying the way they are – their comfort zone – and have to be given the chance to adapt change in order to really succeed. This is because people will almost always shun change and it may lead to resentment. As such, by allowing them to talk about the change and adapt to it, they can easily fuse it with their own life.

    He talked about change as a multi-stage process, where people are first disrupted. They then resent the change and eventually move through several small stages that help them accept the change. This includes shock, denial, anger, depression, acceptance; anything that helps them move through the change. They then flow through a curve known as the transition curve that talked about and the change eventually becomes part of their personality.

    He talked about 2 major types of leaders and decisions they make that he labeled as analytic based and belief based. Analytic based leaders use the data available to them and can thus readily change their opinions because they are essentially more open to change. Belief based people, although resistant to change, can change but their decision are usually based on firm beliefs (like those of Mr. Wali Zahid, but using concrete facts he mined).

    Towards the end, he talked about the challenges Pakistan will face and how “scales” is one of the most pressing challenge, one that he hopes we and the future generation will be able to solve.

    Conclusion

    At the end of the session, it was evident that a truly gifted person, although steeped in humility, had imparted words of wisdom to us. Before ending the session, he requested his children (as part of a previously struck bargain) to speak about change, which only his daughter seemingly lived up to. She talked about how change is from within and requires the right mindset and determination to follow through, using her example of donning the Hijab as a personal choice.

  15. Yusra Kaiser says:

    Mr. Wali Zahid came to our class on Saturday to deliver a guest speaker session on Change Leadership.
    He started the session by providing clarity to us about the difference in leading change and managing change. He told us that managing change was more like managing expectation, where you are actually lowering others’ expectations. This involves not letting change go out of hands and actually controlling the change. He talked about how Shell had to manage employee expectations during the oil/gas industry crisis and when it had to lay off many people. Managing change is actually a planned change initiative for helping people adjust to new environment.
    Leading change on the other hand is disruptive in nature. This is more about creating a process of change and often can this go out of control. People may disbelieve and resentment may occur.
    There are a few stages of change of which the first is denial, the second is aggression and so on. Even pro change people sometimes start being negative. This is because they have unrealistic optimism, and then informed pessimism (when they face obstacles) and then eventually informed optimism. This is a typical cycle of leading change. When change occurs, there are people distributed from early adopters to laggards, in a defined proportion. These are the segments of change leadership.
    Mr. Wali also talked about personality tests like the TMP (team management profiles) and how different people react differently. He said that there are two constructs for decision making, one is analytical and one is belief based. The people who are belief based often resist change as their belief stays the same. The analytical ones however are open to change and their decision changes as the data changes.
    Mr. Wali talked about politics and how Pakistan will change by 2018. He also mentioned how we should have tolerance for failure, ambiguity and mistakes. He ended the session by a quote: “help your managers succeed by letting them fail”.

  16. sabah ashraf says:

    Mr Wali Zahid gave an extremely inspiring and insightful session on Changing leadership. He first spoke about managing and leading change and how the two categories differ from one another. Managing change is more about monitoring change, overlooking change, it is a planned change initiative and employees in an organization have to be prepared for it. It is not as good as facilitating change as the parameters of the organization are also adjusted accordingly.

    Then comes leading change,leading change is known as disruptive change and cheating on an environment of change, leaders may expect that whenever they take the initiative of change, disbelief and resentment may occur. Some employees may not agree with the new kind of style in an organization. Resentment also has a whole new cycle, as the process of change involves four steps; these are as follows:

    1. Denial: Disagreeing on the new policies, style, leadership etc, basically whatever variable has changed in an organization.
    2. Aggression: Anger and frustration of having to practice something an employee does not believe in, and the inability to do anything about it.
    3. Compromise: The stage where an employee tries to let go of the situation and be civil about it.
    4. Acceptance: The stage where an employee comes to terms with the situation and incorporating the organizational change in his/her practices.

    Thus change involves a lot of negative emotions and initial unrealistic optimism. However, there are early adapters too who accept the change more quickly as compared to other employees.

    Mr. Zahid outlined 6 steps of leading change:

    1. Disruptive
    2. Resentment
    3. Stages
    4. Curve
    5. Segments
    6. Personality

    He gave various examples of politics and history to support this theory of 6 steps of leading change. Mr Zahid also spoke about team management profile, how important it is to measure the profile of a manager and his performance, A manager’s performance and profile is measured on the following critera:

    • R: A managers relationship with his fellow co-workers,subordinates,employers,etc.
    • I: How a manager processes information given to him.
    • D: How a manager makes decisions at work and are those decisions for the interest of an organization?
    • O: How a manager organizes the resources,labour,etc,how he aligns each organizational resource with the organizational goal.

    He stated that decision makers are either analytical or belief based; analytical decision makers are open to change, as the data changes, decisions change. Belief based decision makers resist change. They donot change decisions with changing data but base their decisions only on belief.

    He believes that we all are only concerned with leading change and if our ideas do not scare people we should incorporate those ideas, he also believes that the only way people can succeed is if you let them fail and that is how they will learn from their mistakes and stand on their own as in the case of workplace learning people donot really learn. According to Mr. Zahid’s daughter change comes in steps and not suddenly, thus, we are grateful to the duo for such an insightful session.

  17. Muhammad Siddique Jan says:

    Mr. Wali said farfetched idealism where he clarified it as a sentiment fake confidence started from the devotees of the pioneer presenting the change. These adherents need to bolster the change yet they have apprehensions and questions about the change which brings about them supporting the change yet with having questions. Individuals who acknowledge or dismiss change are arranged. Innovators for instance will dependably grasp change however chance unwilling individuals will attempt to maintain a strategic distance from it and play safe while then again individuals with an adjust of hazard taking and staying away from will attempt to keep a center ground. This acquires the RIDO component, Relationship, Information, Decision Making, and Organizing.Leading change on the other hand is disruptive in nature. This is more about creating a process of change and often can this go out of control. People may disbelieve and resentment may occur.
    There are a few stages of change of which the first is denial, the second is aggression and so on. Even pro change people sometimes start being negative. This is because they have unrealistic optimism, and then informed pessimism (when they face obstacles) and then eventually informed optimism. This is a typical cycle of leading change. When change occurs, there are people distributed from early adopters to laggards, in a defined proportion. These are the segments of change leadership.There are two types of decision makers. The analytic decision maker is open to change, as the data changes; decision change. While belief-based decision making resists changing, Data changes but their decisions don’t change. To conclude the session Mr. Wali Zahid said that in order to bring about a change it’s important to let people cope with change and give them time

  18. Yumna says:

    We had another interesting guest speaker session by Mr. Wali Zahid who shared his insights on an important topic: Leading change. He explained that leading change and managing change are two different things. Managing change means adjusting in the parameters that you have set and not going out of it. But it’s not as interesting as leading change. It’s like creating a process of change for which you don’t k now the outcome yet. It’s different than the current reality and is a disruptive change.

    Whenever there is a change initiative, a natural response is resentment.
    Initial unrealistic optimism is when your colleagues are really supportive of you but even they don’t know the outcome yet. He also discussed about the Team Management Profile (TMP) which says that it’s very important to highlight and consider 4 aspects while leading change. The following four questions need to be addressed:

    1. Your relationship at work
    2. How you process information at work
    3. Decision making at work
    4. How you organize yourself and others

    He also discussed the different phases that a change initiative goes through, it takes people time to get used to the change and accept it, the initial stage is mostly resentment and denial. There are three types of people who reflect to change differently. These include Innovators who readily accept change, moderate risk takers, who take calculated risk and are reasonable in accepting change, and then there are laggards who are conservative and not open to change.

    He highlighted that the change is also dependent on the different personality types and explained the differences between Analytical decision makers and Belief based decision makers. Analytical decision makers are open to change and the decision changes with the change in data. Whereas on the other hand belief based decision makers are resistant to change and the decision does not change even if the data changes over time. While managing change, it is important that one must allow people to cope with change and give them time to adjust.

  19. Fatima Baber says:

    Mr. Wali Zahid was invited for a session as a guest speaker on the change leadership. He gave his profitable however valuable information on the subject. He started his session by explaining the distinction between managing the change and leading the change. Managing the change is addressing the change, it implies overseeing needs of the folks, at the top of the day advising people to not expect a lot of out of what’s desired whereas, leading the change is driving the change, it’s creating a procedure of progress which’s result’s undecided to you or it are often the foggiest plan.
    There those who are totally different classes like innovators, early adopters, early majority, and late majority and at last the laggers. Individuals exist these parameters supported their risk taking attitudes, age and beliefs. Moreover, it’s necessary to understand that which sort of temperament brings amendment. There are two measures of individuals the belief based ones and analytical ones who square measure hospitable amendment as knowledge changes they alter. The second cluster consists of belief primarily based who resist as knowledge changes they don’t change. They alter providing them belief in sure issue that matches their belief. Team management profile which are 4 measures of leadership known as rido which are relationship at work, information about processes, decision making at work and organizing. In these measures, Mr. Zahid focused on decision makers which can either be analytical or belief based. The ones who are analytical are open to change whereas ones who are belief based are principle centric and mostly they resist change. Additionally, for analytical decision maker for them as the data changes, the decision changes and for belief based decision makers as the data changes the decision doesn’t change. He supported this with an example that if a person doesn’t want to work for a Tobacco company, he wouldn’t any matter how much incentives he get. His belief will stay intact and focused on what he had decided earlier.
    The session ended with a concept that people should be allowed to fail and learn from failure, failure is also learning and gives an experience of discovering different way of doing the same thing in which they failed earlier.

  20. aarijshamim1 says:

    Mr. Wali Zahid, a motivational trainer and a Coach, Came to our class as guest speaker. Mr.Wali Zahid is a man who is optimistic about Pakistan’s growth economically and feel Pakistan has great potential and CPEC is a game changer for Pakistan. He talked on can we bring change within an organization can be managed and led.

    He believed that there is a difference between managing and leading change. One manages with expectation to manage change. If the change brought up is accepted by in large it means that the change is in control. While on the other hand if you want to lead a change it means you need to create a process of change, And you have no idea what its outcome will be. It is disruptive change.

    According to Mr. Wali Zahid, there are different stages of change: Denial, Aggressiveness, Compromise, arrangement, and Acceptance. There are two stages of the change management process. One is Initial unrealistic optimism; when your people are with you when you initiate the change. Second is the informed pessimism; those people whose willingness of change declines as the hurdles come along.
    As per Mr. Wali, change has different stages, which are:
    • Denial
    • Aggressiveness
    • Compromise
    • Arrangement
    • Acceptance
    He said that there are two stages in change management process. Stage 1 is Initial unrealistic optimism; when your people are with you when you initiate the change. Second is the informed pessimism; those people whose willingness of change declines as the hurdles come along with it. He said people react /believe to change depending upon the personality of person bring it. To evaluate your team management skills you need four things Relationship, Information, Decision Making, Organizing (RIDO). This helps a leader understand, how he can organize himself and his team.
    Mr. Wali said there are two type of people one who make their decisions based upon analytics and others are who make there decisions based upon believes. The people who make there decisions based upon analytics change their decisions if the analytics show new signs. These people are pro change. While the other people who make their decisions based upon beliefs, do not change their decisions no matter what happens. These people generally resist change.
    He explained the concept of change with the concept marketing product adoption curve concept. How initially small amount of people adopt the product and how laggards accept it later on.
    He in the end said that he believes to let people do their work and learn from the mistakes, as this helps them in decision making in future.

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