Presentation on theme: "WELCOME Leading and Managing Change. GET SET—TAKE A STAND FOR CHANGE! Pick a partner Face each other Take a minute and quietly make note(s) of the other."— Presentation transcript:
WELCOME Leading and Managing Change
GET SET—TAKE A STAND FOR CHANGE! Pick a partner Face each other Take a minute and quietly make note(s) of the other person (NO touching or talking). Now turn around and face away from each other (back to back). Await instructions from your facilitator. Be accountable.
SESSION OVERVIEW Get Set—Take a Stand for Change! Overview Intro to Change and Assessment Change and Organizations Adaptive Action Parameters of Change Case Study Summary and Reflection
CHANGE: SOURCE, RESPONSE, FOCUS Changes can be: Caused by external factors/people Caused by internal factors/people Reactive – reacting to problems Proactive – preparing before problems occur Focused on growth, excellence, gaining a competitive advantage, securing the future, etc.
LEADERSHIP AND CHANGE VARIABLES THAT IMPACT CHANGE READINESS YOUOTHERSORGANIZATION Personal BiasCollective BiasHistory, Tradition Comfort ZoneTeam DynamicsCulture, Rules, Policies Health and Well-BeingSituation, ThreatMarket Conditions Personal Focus, Orientation Interpersonal Relationships Information Flow, Vision, Values Willingness to Take RiskOperating MandateRisk/Reward Ratio “Change can be feared and at the same time exhilarating. Many leaders find that fundamental change results in the most interesting, involving, and meaningful work of their careers. With change, we are challenged, fully engaged, and intensely connected to the essential work of the organization.” Duck, 2001
THE GATEKEEPERS OF CHANGE People are the gatekeepers of change. People’s resistance to change is the most perplexing, distressing, and confusing part of change. —Kriegel & Brandt, 1996
KISS OF YES Most dissenters will not stand up and shout at you that they hate what you are doing to them and to their comfortable old ways. Instead, they will nod and smile and agree with everything you say — and then behave as they always have. We call this vicious compliance, or the kiss of yes. — Fisher, 1995
CHANGE AND YOU! Your brain is like an elephant with a rider perched on top. The rider does the planning and analyzing. The elephant provides the emotional energy. To create change the elephant and rider must cooperate. Directing the rider. Make sure the rider knows where to go, how others got there, and how you will get there. Motivating the elephant. Knowing is not enough. Make sure the elephant feels drawn to the change. Make the change small (so it is not intimidating) and encourage a growth mindset (“change is possible”). Shaping the path. Change the environment to change the behavior. Build habits. Behavior is contagious: surround yourself with others exhibiting the behavior your want; help is spread. Switch, Heath & Heath
CHANGE IS STATE OF MIND 1.Clear your mind by getting aware of your thoughts and emotions at this very moment. 2.Refocus your mind on something empowering. Maybe something that you enjoy, a past success, or people you love. Or just what will take you forward at this moment - the right thing for you to do. 3.Use your physical body by moving fast, stand up straight and tall, shoulders back, head slightly up, looking straight ahead. Feel the energy raising inside yourself. Take a deep and confident breath.
CHANGE READINESS QUESTIONNAIRE 1. I prefer the familiar to the unknown. 2. I rarely second guess myself. 3. I’m unlikely to change plans once they’re set. 4. I can’t wait for the day to get started. 5. I believe in not getting your hopes too high. 6. If something’s broken, I’ll find a way to fix it. 7. I get impatient when there are not clear answers. 8. I’m inclined to establish routines and stay with them. 9. I can make any situation work for me. 10. When something important doesn’t work out, it takes me time to adjust. 11. I have a hard time relaxing and doing nothing. 12. If something can go wrong, it usually does. 13. When I get stuck I’m inclined to improvise solutions. 14. I get frustrated when I can’t get a grip on something. 15. I prefer work that is familiar and within my comfort zone. 16. I can handle anything that comes along. 17. Once I’ve made up my mind, I don’t easily change it. 18. I push myself to the max 19. My tendency is to focus on what can go wrong. 20. When people need solutions to problems, they call on me. 21. When an issue is unclear, my impulse is to clarify it right away. 22. It pays to stay with the tried and true. 23. I focus on my strengths, not my weaknesses. 24. I find it hard to give up on something even if it’s not working out. 25. I’m restless and full of energy. 26. Things rarely work out the way you want them to. 27. My strength is to find ways around obstacles. 28. I can’t stand to leave things unfinished. 29. I prefer the main highway to the back road. 30. My faith in my abilities is unshakable. 31. When in Rome, do as the Romans do. 32. I’m a vigorous and passionate person. 33. I’m more likely to see problems than opportunities. 34. I look in unusual places to find solutions. 35. I don’t perform well when there are vague expectations and goals. Adapted from Sacred Cows Make the Best Burgers by Robert Kriegel and David Brandt Change-Readiness Assessment Write the number beside each statement that reflects how accurately the statement describes you. Change-Readiness Scale: 1 = Not Like Me, 6 = Exactly Like Me
CHANGE READINESS SCORING 1. Resourcefulness Add up your scores on questions 6, 13, 20, 27, 34. This total is your score. Optimal range is between 22 and 26. Score: ______ 2. Optimism Add up your scores on questions 5, 12, 19, 26, 33. Subtract this total from 35 for your score. Optimal range is between 22 and ______ = Score: ______ 3. Adventurousness Add up your scores on questions 1,8, 15, 22, 29. Subtract this total from 35 for your score. Optimal range is 22 to ______ = Score: ______ 4. Drive Add up your scores on questions 4, 11, 18, 25, 32. This total is your score. Optimal range is 22 to 26. Score: ______ 5. Adaptability Add up your scores on questions 3, 10, 17, 24, 31. Subtract this total from 35 for your score. Optimal range is 22 to ______ = Score: ______ 6. Confidence Add up your scores on questions 2, 9, 16, 23, 30. This total is your score. Optimal range is 22 to 26. Score: _______ 7. Tolerance for Ambiguity Add up your scores on questions 7, 14, 21, 28, 35. Subtract this total from 35 for your score. Optimal range is 22 to ______ = Score: ______
THE SEVEN TRAITS OF CHANGE READINESS Resourcefulness Optimism Adventurousness Drive Adaptability Confidence Tolerance for Ambiguity
CHANGE AND ORGANIZATIONS Kurt Lewin
CHANGE AND ORGANIZATIONS Global Survey of 28,810 employees, 10 Industries, 15 Countries IssueImpact/Observation PerformanceBest performing organizations manage change four times more effectively. Employee FaithLess than 43% of employees indicated they were confident in their organization’s change process. Leader’s DownfallLeaders do not follow through on what they say they will do. Employee ConfidenceLess that half of employees (43%) are confident in their organization’s change process. Retention/RecruitmentOrganizations that do not manage change well are four times more likely to lose talent and/or will find it much harder to attract talent. Source: Right Management
BEWARE, CHANGE AHEAD! IndustryStatusExpected Change AutomobileMajority of vehicles rely on a finite source of fuel Quality, comfort, economy all based on a renewable source of fuel that does not damage the environment AirlineSafe, relatively reliable, and affordable mode Better customer experience, more choices and price points for quality service. Perhaps even a reasonable option to air Fast FoodLow cost, high calorie options Low cost, quality products, healthier choices that also taste good PublishingHigh cost, low return for creative designers Low cost access, on demand, shape content to suit personal need and/or desire, mobile EducationHigh cost, declining return on investment, highly structured Tuition??? Accreditation??? Credentialing??? Funding???
CAPTURE THE CHANGES YOU SEE Elevate your viewpoint From where you sit or stand: o What changes are coming that will require the attention of your organization? o On a scale of 1-10 (1 not at all, 10 absolutely yes) how likely is it that your organization we be ready for the future you envision? o If your response is 7 or less, then what will it take to close the gap and improve your chances of success?
THE RANGE OF CHANGE Mine: That which best suits me, the stuff I can live or accept, the change I accept. Yours: That which best suits you, the stuff you can live with, the change you can accept. Change: That which is required based on some new reality that moves you from where you are to a different place. Mine YoursChange Environment
THE PRACTICE OF ADAPTIVE LEADERSHIP Diagnose the System o ID adaptive challenges o Assess the landscape Mobilize the System o Interpret what you see o Design effective interventions o Act, build support, manage See Yourself as a System o ID loyalties o Broaden your bandwidth Deploy Yourself Stay connected to purpose Engage, inspire, thrive
KOTTER’S EIGHT-STEP MODEL StepsAction Step 1: Establish a Sense of Urgency Help others see the need for change and they will be convinced of the importance of acting immediately. Step 2: Create a Guiding Team Assemble a group with enough power to lead the change effort, and encourage the group to work as a team. Step 3: Develop a Change Vision Create a vision to help direct the change effort, and develop strategies for achieving that vision. Step 4: Communicate for Buy-in Make sure as many as possible understand and accept the vision and the strategy. Step 5: Empower Broad-based Action Remove obstacles to change, change systems or structures that seriously undermine the vision, and encourage risk-taking and nontraditional ideas, activities, and actions. Step 6: Generate Short-term Wins Plan for achievements that can easily be made visible, follow-through with those achievements and recognize and reward employees who were involved. Step 7: Don’t Let Up Use increased credibility to change systems, structures, and policies that don't fit the vision. Also hire, promote, and develop employees who can implement the vision, and finally reinvigorate the process with new projects, themes, and change agents. Step 8: Make Changes Stick Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.
SEE, FEEL, CHANGE Adapted from Kotter and Cohen, The Heart of Change, 2012
THE TIPPING POINT Law of the Few Stickiness Factor Power of Context Channel Capacity
CHANGE RESPONSES “Change wears two faces, the face of danger and the face of opportunity. The danger face is usually seen first. You may have to look hard to find the opportunity face.” Unknown
THE TRANSFORMATIONAL CHANGE CYCLE Trigger Event
THE RANGE OF EMOTIONS AND CHANGE Stage 1 Stage 2 Stage 3Stage 4
CASE STUDY 60 Minutes to Review Diagnose the situation Name the issue(s) Review the facts Identify key stakeholders Assess what matters Apply Kotter’s 8-Step Model Make a recommendation Brief your results
SUMMARY Know about the process of change. Know who in the system has the resources relevant to various change efforts. Maintain a high level of awareness of new practices. Work to achieve a system with a diversity of views and approaches. Always hold a total system view of change and its effects.