Presentation on theme: "CHANGE BY DESIGN – NOT BY DEFAULT Suzan Swanton, LCSW-C Central East Addiction Technology Transfer Center 240.645.1147."— Presentation transcript:
CHANGE BY DESIGN – NOT BY DEFAULT Suzan Swanton, LCSW-C Central East Addiction Technology Transfer Center
CHANGING BY DESIGN NOT DEFAULT In the following, pages [slides], I offer nothing more than simple facts, plain arguments and common sense; and have no other preliminaries to settle with the reader [listener], other than that he will divest himself of prejudice and prepossession, and suffer his reason and his feelings to determine for themselves;….and generously enlarge his view beyond the present day. Thomas Paine, Common Sense
WORKSHOP DESIGN Establish Premise Review contribution of leadership to change Review contribution of staff to change Review steps to become a learning organization Review of factors that influence the change process
CHANGE BY DESIGN – NOT BY DEFAULT Workshop Design: PREMISE: Change is constant and organizations can learn how to successfully negotiate and implement it
CHANGING BY DESIGN – NOT BY DEFAULT Change is constant Organizations should always be “in training” to change Leaders must create a culture where people learn to change effectively and efficiently
CHANGING BY DESIGN – NOT BY DEFAULT Staffs must have on-going opportunities to practice changing skills Staffs must feel safe to be creative, to debate, to raise issues, to question status quo
CHANGING BY DESIGN – NOT BY DEFAULT Staffs must experience change as a natural process of growth and striving for excellence. Staffs must feel respected for their contributions
CHANGE BY DESIGN – NOT BY DEFAULT Being “primed” for change depends on the: Leadership style Valuing the contributions of staff as individuals and a group/team Knowledge of the change process
CHANGE BY DESIGN – NOT BY DEFAULT Workshop Design: CONTRIBUTIONS OF LEADERSHIP TO CHANGE
CHANGE BY DESIGN – NOT BY DEFAULT A great leader has the ability to instill within her people confidence in themselves
GOOD TO GREAT Analysis of companies that went from good to great with those who failed to make leap Goal was to discover the essential and distinguishing characteristics Isolated six characteristics.
GOOD TO GREAT Distinguishing characteristics of the “good to great” companies: Level 5 Leadership First Who…Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators
LEVEL 5 LEADERSHIP Humility + Will = Level 5 Leadership Humility “I never stopped trying to become qualified for the job” “You can accomplish anything in life, provided that you don not mind who gets the credit.” “We” centric, not “I” centric mind set
LEVEL 5 LEADERSHIP Charismatic and self-important leaders can retard companies ability to change Leaders need to: Develop the leaders around you Build a culture of learning, teamwork, and mutual respect Create an safe and creative environment conducive to productive disagreement Need to be committed to personal growth and enhancing relationship skills.
LEVEL 5 LEADERSHIP Humility + Will = Level 5 Leadership Will Not just humility but will to move toward excellence Walk the talk continually
LEVEL 5 LEADERSHIP The worst leader, the people fear. The next best leader, the people pay. The next best leader, the people love. The best leader, the people think they did it themselves. Tao Te Ching
FIRST WHO…THAN WHAT First be concerned with who is on your bus and with what you are going to do When you know you need to make a people change, act The right people: People who can argue and debate, and then unify once decision is made
CONFRONT THE BRUTAL FACTS Great companies continually review the brutal facts to refine their vision and goals Staff must feel safe to bring the “brutal facts” of reality to the leader “There must be a climate where the truth is heard”
A CLIMATE WHERE TRUTH IS HEARD Lead with questions not answers Engage in dialogue and debate not coercion Conduct autopsies without blame Red flag mechanism
CHANGE BY DESIGN – NOT BY DEFAULT When tempted to tell, ask
DEVELOPING THE LEADERS AROUND YOU What are the characteristics of good leaders?
CHANGE BY DESIGN – NOT BY DEFAULT It takes a leader with vision to see the future leader within the person
CHANGE BY DESIGN – NOT BY DEFAULT Workshop Design: CONTRIBUTIONS OF STAFF TO THE CHANGE PROCESS
TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES A group decision is superior to one made by the smartest individual in the group. Shift from “hired hands” paradigm to seeing staff as most important resource.
TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES Creating a team spirit is useful: If you want staff to take responsibility for quality and productivity If you want to reduce costs If you want to serve you customers better If the work requires judgment If the work requires a variety of activities If the work requires a range of skills.
CHANGE BY DESIGN – NOT BY DEFAULT “Leadership is not something you do to people. It is something you do with people.”
USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY Make use of staff as a team Coach staff in team skills Celebrate and encourage change agents
USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY Empower your staffs Empowerment is the process of helping the right people make the right decision for the right reasons Everyone is a manager responsible for quality.
TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES A team is a group of people working together toward a specific objectives Teams/Staff that are functional and empowered: Pool abilities and focus energies on the tasks /areas that need attention at any given moment Provide more capable and flexible coverage of organizations needs.
TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES Using team work in day to day operations, builds a staff trained To problem solve, To lead, To scan environment for enhancement opportunities and problem resolutions. To learn quickly, stop on a dime and change
TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES Role of the Successful Manager: Coordinates Activities Advises on Problems and Opportunities Provides Resources Coaches on Problem Solving Assists in Implementation Provides informal and formal recognition
CHANGE BY DESIGN – NOT BY DEFAULT The first responsibility of a good leader is to define reality and the last is to say “thank you”.
STAFF AS A TEAM What are the characteristics of a good team player?
TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES What are the characteristics of an effective coach?
LEADER AS TEAM COACH Coaching Make sure staff members are prepared Create a positive atmosphere Demonstrate or clearly describe desired performance Observe player performing activity Follow-up / Feedback
PARADIGM SHIFT Boss Talks a lot Tells Fixes Presumes Seeks control Orders Works on Assigns blame Keeps distant Coaches Listens a lot Asks Prevents Explores Seeks commitment Challenges Works with Takes responsibility Makes contact
CHANGE BY DESIGN – NOT BY DEFAULT Guidance without interference is the primal virtue Tao Te Ching
CHANGE BY DESIGN – NOT BY DEFAULT Workshop Design: BECOMING A LEARNING ORGANIZATION
BECOMING A LEARNING ORGANIZATIONS Assess your learning culture Promote the positive Make the workplace safe for thinking Reward risk-taking Help people become resources for each other Put learning power to work
BECOMING A LEARNING ORGANIZATIONS Map out a vision Bring the vision to life Connect all the systems Get the show on the road
CHANGE BY DESIGN – NOT BY DEFAULT Nothing is worse for an organization then a good idea put into practice badly
CHANGE BY DESIGN – NOT BY DEFAULT Workship Design: THE CHANGE PROCESS
Change Initiatives must address: Multiple levels of the organization including: Program/organizational level Practitioner/clinical level Client/patient level p. 27
The Stages of Change Pre-contemplation not thinking about change – everything is working like it is suppose to Contemplation thinking about change but ambivalent – are things really that bad? P. 20/28/52
The Stages of Change Preparation getting ready to change but not quite ready to act Action actively changing Maintenance made change and trying to maintain it
The Steps Steps listed in The Change Book provide guidelines for each aspect of the design, development, implementation evaluation and revision of your change initiative P. 9/13
Minimizing Resistance Directly address resistance Discuss pro’s and con’s openly Provide incentives and rewards Celebrate small victories P. 21
Minimizing Resistance Actively involve as many people as possible Emphasize that feedback will shape the change process; it is bi- directional Use opinion leaders and early adopters
Minimizing Resistance Listen to fears and concerns Educate and communicate Develop realistic goals Actively listen to resistors
REFERENCES 1.Blanchard, Ken. The Heart of a Leader: Insights on the Art of Influence. Tulsa: Honor Books, Collins, Jim. Good to Great. New York: Harper Collins Publishers, Goleman, Daniel, Boyatzis, Richard, McKee, Annie. Primal Leadership: Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Press, 2002.
REFERENCES 4.Holp, Lawrence. Managing Teams. New York: McGraw Hill, Kline, Peter and Saunders, Bernard. Ten Steps to A Learning Organization. Arlington: Great Ocean Publishers, Maxwell, John C. Developing the Leaders Around You. Nashville: Thomas Nelson Publishers, ____. The 21 Indispensable Qualities of A Leader: Becoming the Person Others Will Want to Follow. Nashville: Thomas Nelson Publishers, 1999.