1. IMPLEMENTING CHANGE APAMSA Leadership Development Module

2. Implementing Change  Successful change depends on when, where, and how it is implemented and who is involved  Broad changes require multiple key players in the organization  Formulate a collective strategy for change with a coalition of supporters Task-Oriented Behaviors Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

3. Task-Oriented Behaviors  Implementing Change Major transformation often involves recruitment of new leaders and a mandate for radical change Identify the most important leadership behavior when implementing major change and briefly describe an example why this is the case. Leadership Challenge (9)

4. Implementing Change  A sense of urgency  Prepare for change  Help people cope  Allow early successes  Keep people informed  Commitment to change  Empower people Guidelines For Implementing Change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

5. Implementing Change  Persuade key players of the urgent need for immediate vs. gradual change  Identify reasons that make the current situation an ideal opportunity to initiate change:  Key players share the desire to implement change  Resources are available, change is feasible  Problems are evident & policy change is urgent A Sense Of Urgency Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

6. Implementing Change  Adjustments must be made by multiple persons with major changes  Avoid dissatisfaction and rebelliousness among team members by clarifying expectations and adjustments needed during the change  Be realistic and anticipate potential problems and setbacks regardless of the wide appeal for change Prepare For Change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

7. Implementing Change  Major changes are stressful, anxiety provoking, and depressing for persons making adjustments  Help people cope with past failed efforts, or who struggle with new policies or practices by holding informal discussions to air out grief and frustration with the changes Help People Cope Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

8. Implementing Change  Create opportunities to accomplish simple tasks in the early phase of a new project  Early success marks progress that can build the confidence of team members  Some skeptics will only participate after noting progress Allow Early Successes Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

9. Implementing Change  When no one is informed of progress, people may wonder if the push for change has died and efforts reverted back to old ways  Build enthusiasm and optimism by informing people of progress: steps initiated, established changes, improvements in performance  Celebrate progress with public announcements and ceremonies Keep People Informed Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

10. Implementing Change  See things through and stay committed to the end  Enthusiasm may dwindle when problems or setbacks are encountered  Leaders will be looked upon for resilience to stay the course—if not, all is lost  Leaders will invest time, effort, and resources to resolve problems and implement change Commitment To Change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

11. Implementing Change  Avoid micromanaging every aspect of the transformation process  Delegate authority to multiple individuals whom may better deal with anticipated problems  Empower key players to implement changes most relevant to their vested needs and interests Empower People Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

12. Task-Oriented Behaviors  Implementing Change Broad changes will involve multiple key players in the organization The Guidelines for Implementing Change offer a collective strategy for change with a coalition of supporters Apply these guidelines to effectively provide motivation, support, guidance, and resources to facilitate change Summary

13. Leadership Development  Time Management Our next module discusses guidelines for effective time management Next Topic…

14. Task-Oriented Behaviors  G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 300-307  Free Management Library www.managementhelp.org/ldrship/ldrship.htm Sources