1. Leading for Impact: Leading change
Session 6

2. Dream Big Academy Charter School
What should
Stone do?

3. Change can be massively disruptive to an organization
4_84
Change can be massively disruptive to an organization
Normal behavior
Disruption
Dysfunctional behavior

4. There are three building blocks of effective change
21_84
There are three building blocks of effective change
Can we justify and make the transition to a new approach or way of working?
POSITIONING
Do we have what it takes to deliver the results we envision?
EXECUTING
How will we track our progress, learn and improve over time?
MONITORING

5. Exercise: Identifying the most significant changes
The most significant changes we will likely make as a result of our LFI project are:

6. Three building blocks of effective change
POSITIONING
Leadership
Inspiring vision
Supporters
EXECUTING
MONITORING

7. Alternative visual to use depending on talking points
9_85 10_85 14_84
Inspiring vision: To build support, define and communicate a compelling vision of the future
Alternative visual to use depending on talking points
WHY WE ARE CHANGING
WHERE WE ARE GOING
Candid
Data and fact-based
Compelling but realistic
Mission-based
May be vague, as it will evolve over time
Source: Bain & Company framework

8. Inspiring vision: JFK challenges America to go to the moon
Some facilitators may decide to cut

9. Exercise: Making the case for change
Context
Change you are communicating:
Target audience:
Why we are changing
Candid recap of status quo:
Data supporting need for change:

10. Facilitator – feel free to replace with a cartoon or another quote
10-minute break
It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg.
C.S. Lewis ” “
Facilitator – feel free to replace with a cartoon or another quote

11. Supporters: Build a sponsorship spine
85_89
Supporters: Build a sponsorship spine
Lead
A sponsorship spine cascades through the organization, building commitment and buy-in for the change
Sponsors are leaders with authority that can inspire confidence and mobilize others to change
Performers are those whose behavior actually has to change to achieve the goals of the change
As possible, include sponsors and performers in generating solutions so they feel ownership over the change
Influencers exist at all levels and may be supportive of the change or not P I S
Source: Bain & Company framework

12. Supporters: Assess colleagues based on individual’s influence over and attitude towards the change
High
Engage and if possible diffuse
Elevate role in change effort
Influence over change
Monitor, but invest less heavily
Reinforce support with light investment
Low
Negative
Attitude towards change
Positive

13. Attitude toward change Content from Influence/Attitude matrix
Supporters: Consider using a tracker to monitor internal and external stakeholder engagement
Name
Influence over change
Attitude toward change
Role to date
Potential sponsor
Plan for next outreach
Mitch S.
High
Interviewed, survey
Michelle K.
Amy D.
Medium
Survey
Ishan I.
Include in focus group
Tom T.
Anita R.
Ruby T.
Low
Focus group
Ted A.
Jeff B.
Nicole H.
Tom T. to reach out to address concerns
Content from Influence/Attitude matrix

14. Three building blocks of effective change
8_84 13_84
Three building blocks of effective change
Building Future Leaders
Decision-making (RAPID), technology, governance
Leadership
Inspiring vision
Supporters
POSITIONING
EXECUTING
Talent and behavior
Systems
Funding
Achievable plan
MONITORING
Funding Models
Session 7

15. Three building blocks of effective change
8_84 7_84
Three building blocks of effective change
Measuring and Managing Performance
Leadership
Inspiring vision
Supporters
POSITIONING
Talent and behavior
Systems
Funding
Achievable plan
EXECUTING
MONITORING
Indicators
Continuous improvement
Accountability
Improving Programs and Operations

16. Three building blocks of effective change
Leadership
Inspiring vision
Supporters
POSITIONING
Talent and behavior
Systems
Funding
Achievable plan
EXECUTING
Indicators
Continuous improvement
Accountability
MONITORING

17. Putting it all together: A change checklist identifies and prioritizes potential challenges to implementation
Potential Challenges
High risk
Med
risk
Low risk
Positioning
Leadership Is our leadership team aligned on the change that needs to happen?
Inspiring vision Can we tell a compelling story about why and how we are pursuing a change?
Supporters Are there change leaders throughout the organization who are credible and trusted by their team members?
Executing
Talent Can we develop the right skills and change the right behaviors throughout the organization, either through training or hiring, to achieve the results we seek?
Systems Do we have the organizational systems (e.g., technology, decision, processes, governance, etc.) necessary to sustain the changes we seek?
Funding Are we confident in our long-term ability to finance our change efforts?
Achievable plan Do we have an action plan that is achievable given our organization’s capacity?
Monitoring
Indicators Do we have goals, metrics, and milestones to track our progress?
Continuous improvement Are there processes in place to frequently reflect on our results and quickly adapt our approach as needed?
Accountability Is there a person or team responsible for results of this change and with the ability to make decisions about course-correction?

18. Exercise: Identifying critical risks to your project
6_84
Exercise: Identifying critical risks to your project
Individual reflection (5 min)
Fill out the change checklist for the most critical change you identified for your LFI project
Team discussion (30 min)
Take turns sharing the things you flagged as high risk. Where do you agree? Where do you disagree?
As a team, select one significant risk to your change effort and discuss ways you can mitigate this risk

19. Challenge: __________________________________
Potential Challenges
High risk
Med
risk
Low risk
Positioning
Leadership Is our leadership team aligned on the change that needs to happen?
Inspiring vision Can we tell a compelling story about why and how we are pursuing a change?
Supporters Are there change leaders throughout the organization who are credible and trusted by their team members?
Executing
Talent Can we develop the right skills and change the right behaviors throughout the organization, either through training or hiring, to achieve the results we seek?
Systems Do we have the organizational systems (e.g., technology, decision processes, governance, etc.) necessary to sustain the changes we seek?
Funding Are we confident in our long-term ability to finance our change efforts?
Achievable plan Do we have an action plan that is achievable given our organization’s capacity?
Monitoring
Indicators Do we have goals, metrics, and milestones to track our progress?
Continuous improvement Are there processes in place to frequently reflect on our results and quickly adapt our approach as needed?
Accountability Is there a person or team responsible for results of this change and with the ability to make decisions about course-correction?

20. Appendix

21. Alternative visual to use depending on talking points
9_85 10_85 14_84
Inspiring vision: To build support, define and communicate a compelling vision of the future
Alternative visual to use depending on talking points
WHY WE ARE CHANGING
WHERE WE ARE GOING
Candid
Data and fact-based
Compelling but realistic
Mission-based
May be vague, as it will evolve over time
Source: Bain & Company framework

22. Positioning: Anticipate and mitigate challenges
3_85
Positioning: Anticipate and mitigate challenges
Leadership
Inspiring Vision
Supporters
Where is the leadership team in agreement?
Where do opinions diverge?
Get specific:
Can we name and narrow the specific difference?
Why are there different opinions?
What are the major concerns?
Can we brainstorm potential solutions or plans to mitigate concerns?
Does this need to be a consensus decision?
Can all members agree to support the change, even if they would not have preferred it?
Why is the status quo not an option anymore?
What data supports this?
How can we share this data so that all can understand it well?
What is the new reality we envision?
What makes this reality compelling?
What links this reality to our shared mission?
What advantages does it have over the status quo?
Being realistic, what disadvantages might the new reality have (for the organization or for individuals)?
How can we acknowledge these appropriately (in public or private)?
In prior change efforts, what stakeholder engagement practices have worked well?
Internally
Externally
What have you learned from past efforts that you can adjust for the better this time?
Who are your key change supporters?
Why are they supportive?
Who can they influence?
Who are key detractors?
Why?
What might make them neutral, or supporters?

23. Executing: Anticipate and mitigate challenges
3_85
Executing: Anticipate and mitigate challenges
Talent
Systems
Funding
Action Plan
What skills and expertise are needed to be successful in new approach/program/ initiative?
Think of the behaviors that have to change to identify skills needed
Do you have people with these profiles on staff now?
How do you know?
How can you build the missing skills and expertise via:
On-the-job growth? Professional training?
Are new hires needed?
What are key elements of job description?
Where should recruiting be concentrated?
Technology:
Will change require gathering more or new types of data?
More or new communication types/ lines?
New hardware or software needs?
Who could help?
Decision-making:
What are the most important and/or recurring decisions that will be needed for success?
What are some potential decision-making challenges?
Can RAPID help?
Governance:
Do you have the right board composition to pursue change?
Any shifts in board interaction (type, timing) for success?
Will this change significantly affect:
Funding needs?
Funding model?
Of current funding sources, what 1-2 might you tap for additional support?
If significant new funding is needed:
Potential sources?
Lead time needed?
If funding mix is likely to change:
What is target mix?
Do you have the capabilities needed to achieve future funding targets and types?
If not, what are steps you can take to develop or acquire capabilities?
Think of a time when implementation plans or project management were used effectively in your organization:
What went well?
How did it go well?
What feels challenging about developing this implementation plan?
For the 1-2 most challenging parts:
Break into smaller steps until key issues are isolated; focus here for problem solving

24. Monitoring: Anticipate and mitigate challenges
3_85
Monitoring: Anticipate and mitigate challenges
Indicators
Continuous improvement
Accountability
What will success look like at:
18 months?
12 months?
6 months?
How could you measure progress towards these targets of success?
How would you know if you reached those targets?
How can you collect those metrics?
What data?
Who will gather?
What tools are needed?
How will they be shared?
Right now, what process does the organization use to analyze and reflect on performance data?
What is working well about this process?
What is not working well?
Can you incorporate reflection on data from this new change into existing processes for learning?
If yes, how?
If not, why?
Will you need to change anything about your reflection and learning processes for success in monitoring this change?
Roles involved
Output reviewed
Format of sessions
Timing
How do you currently assign accountability for outcomes (process, cost and impact)?
To whom would accountability for results from this new change naturally fall?
Does that feel right? Why or why not?
Is this person or role generally supportive of the changes at hand?
If not, how can their concerns be addressed?
How do currently you hold people accountable for results?
What incentives or consequences will be most effective in ensuring accountability in this case?

25. Sponsorship spine: Build change supporters throughout the organization
Definition
Key insights
Change performer
Individual whose behaviors must actually change to achieve the goals of the change
Performers must buy into the change to make it happen
Change sponsor
Individual with the power to authorize or legitimize the change
Well-positioned vis a vis performers to provide communication and accountability
Committed sponsors ensure the change is followed through
Change influencer
Individual whose informal influence is critical to execution success, but who does not have the formal power to sanction it
Influencers can work for or against the change – make sure they are promoters, not detractors P S I
Source: Bain & Company framework