1. Brock Change Leadership
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Nicolo Machiavelli - The Prince.

2. Agenda Welcome Explore the Challenge of Leading Change
Reflect, Question, Debate, Learn,
Have a workable plan
Have Fun

3. Why Should Anyone Care About Change?
Burnes (2004), who conducted an extensive review of the literature, suggests that the figure may be higher than two-thirds of change efforts fail.
Change is emerging as a key organizational topic—if not the key organizational success topic.
There is clearly a need for improvements how to undertake successful change.

4. Then Why Change? That he not busy being born – is busy dying
It’s alright, Ma (I’m only bleeding) Bob Dylan
RIM “Can I keep my BB?” President O - $200.00
2012 “I want an iPhone?” The World – $7.36
BB 2013 “BB might be cool again” - $14.06
2016 “Mmmm what else can we do?” – $8.94
NOW, focusing on BlackBerry Secure – $14.41
The ability to enact change successfully sets leaders apart from others – a life skill.

5. Insight – Reflect – Enact
Who are you now?
Insight – Reflect – Enact
Find 3 wisdom points

6. Approach Problem based learning
Task: Lead your team / section through a needed change
Identify salient problems to overcome
Draw from theories, principles, models to guide your journey (W)Right Model
Determine your “best” approach

7. So, Outcome … What are you going to do?
Big Picture (what is your change strategy)
Tomorrow (to start the journey)
Where to be after first 90 days
Presentation: 5-7 minutes to sell/tell your approach

8. Pick a change you would like to make
Individual challenge – discussed in a small group
Use the ‘work book’ to plan your change

9. What is organizational change?
Organizational change occurs when an organization restructures resources to create value and improve effectiveness.

10. The (W)Right Change Model TM
Me: Leadership Skills, Sharpen the Saw
Map: Environment, Political Terrain (Stakeholders), Disruptive Technologies,
Marshall: Urgency-Opportunity, Focus, Coalitions/Networks
Message: Vision, Values
Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother
Work through each of these steps as we develop our ‘plan’

11. The (W)Right Change Model TM
Me: Leadership Skills, Sharpen the Saw
Map: Environment, Political Terrain (Stakeholders), Disruptive Technologies,
Marshall: Urgency-Opportunity, Focus, Bright spots, Coalitions/Networks
Message: Vision, Values
Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

12. ME: It starts with you Jim Kouzes & Barry Posner
Model the Way
Managers do things right Leaders do the right things (in the right way)

13. 1) ME: What do followers want from (change) leaders?
Honest - consistency
Forward Looking - vision
Inspiring - cheerleader, excited, passionate
Competent - record of achievement
Credible - Trustworthy

14. Credibility Insight First Law of Leadership
“If we don’t believe in the messenger, we won’t believe in the message

15. How do you know when you see a credible leader?
They practice what they preach
They walk the talk
They put their money where their mouth is
They follow through on their promises
Their actions are consistent with their words
L.L.L. - They do what they say they will do

16. Reflection Break
“We must become the change we want to see” (Mahatma Gandhi)

17. The (w)Right Change Model TM
Me: Leadership Skills, Sharpen the Saw
Map: Environment, Political Terrain (Stakeholders),
Marshall: Urgency, Focus, Bright spots, Coalitions/Networks
Message: Vision, Values
Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

18. Forces of change
Task: What ‘environmental’ forces are causing Brock (you and your team) to change? (now / future)
Economic
Political/Legal
Technology
Social/Demographic
Other?

19. MAP: Political Terrain Kurt Lewin
Force Field Analysis:

20. Lewin’s Force Field Steps
Understand / Describe Current Situation
Identify where current situation will go if no action taken
List forces driving change / restraining forces
Discuss all the forces – can they be changed? Which are the critical ones?
Determine if you can negate the restraining / enhance the driving
Recognize that changing one might impact the others (both positively and negatively)

21. Apply
Task: Start a force field analysis of your change.
Let’s chat.

22. Change Wisdom
"If you want to make enemies, try to change something." - Woodrow Wilson
"God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference." - St. Francis of Assisi

23. The (w)Right Change Model TM
Me: Leadership Skills,
Map: Environment, Political Terrain (Stakeholders),
Marshall: Urgency-Opportunity, Bright spots, Coalitions/Networks
Message: Vision, Values
Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

24. Kotter Establish a Sense of Urgency
“Discovery process” step back and examines the big picture to identify critical issues
Understand the vulnerability in the organization (or, create it - Cortez)
Who are the antagonists?
Arouse dissatisfaction with current state; tell them about deficiencies in organization
Achieved when 75% of your leadership is honestly convinced
Create a Powerful Coalition
Who do you need close by?

25. Task: What is your sense of Urgency-Opportunity?
Pair up in groups of three and work individually on the urgency-opportunity question.
And, who do you want in your Coalition? (5 – 7 people)

26. Marshall: Create a Powerful Coalition
High Performance Teams
Find Purpose: Playing for BU
Come Individually Ready to Play: Accountable, Engaged, Prepared
From Many to ONE: Cohesion, Creativity, Selflessness, Effective Roles, Building Belonging, Building Culture
Overcome Adversity: Grit, Perseverance, Passion, Can-do Attitude
Playing to Win: 28-8 Teammates
Size 5-7 people
Spirit of Cooperation
Swift Trust: Leaders go first

27. The (w)Right Change Model TM
Me: Leadership Skills,
Map: Environment, Political Terrain (Stakeholders),
Marshall: Urgency, Coalitions/Networks,
Message: Vision, Values
Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

28. Reflection Time
You are driving and as you turn the corner you drive into fog – what do you do?

29. Message: Inspire a Shared Vision
You first need to develop a clear vision of your future

30. HINTS: Strategic Visioning
Henry Mintzberg debunks popular approaches to strategic planning as overly analytic; in order to be effective, he claims, strategy should involve intuitive glimpses of possibility
The anticipatory principle--the development of imaginative capacity to form possible images of future states—the most potent vehicle for transforming human systems is our ongoing projection of a future image (vision)

31. Vision: on a clear day you can see forever
Visions are about possibilities, about desired futures.
Discovery Points
Janusian Thinking (Past/Future)
Imagine the Ideal: what is the best that could happen?
Discover the Theme: what are you passionate about?
Taking Back the Red; A healthier Niagara; A Leading Business School in EE and SA

32. Cheering About Key Values
Aircraft Carrier
“the lost wrench”
What did the Captain do?
What does this story reinforce?
What values are you drawing from?

33. Change Wisdom
"You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." - Buckminster Fuller
"Never believe that a few caring people can't change the world. For, indeed, that's all who ever have." - Margaret Mead

34. Task What is your vision? Sell/Tell it: Elevator pitch – one paragraph
One-word pitch – “plastics”
Subject line pitch – “3 simple but proven ways to get your read”
Twitter pitch – 140+ characters

35. The (W)Right Change Model TM
Me: Leadership Skills,
Map: Environment, Political Terrain (Stakeholders),
Marshall: Urgency, Focus, Bright spots, Coalitions/Networks
Message: Vision, Values
Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

36. And now for something …
… completely different

37. Switch
Direct the Rider
Motivate the Elephant
Shape the Path

38. Direct the Rider Follow the Bright Spots: Script the Critical Moves:
Malnourished … find out what’s working and clone it
Script the Critical Moves:
Finance Company …Think Specific a-b-c
Point to the Destinations: Know where you are heading and why it’s worth it
NHS and Route Certification

39. Direct the Elephant: Putting Feelings First
Our elephant is lazy and skittish: seeking short-term benefits vs short-term sacrifices.
So MOTIVATE the Elephant:
Find the Feeling: Make people feel something (Red is Fading)
Shrink the Change: Break down the change (Carwash)
Grow your People: Cultivate a sense of identity  (Parrot)

40. Shape the Path Tweak the Environment: Change the situation (Yellow)
Build Habits: rider is not taxed (Meatless Mondays)
Rally the Herd: Behaviour is contagious (Towels)

41. Knight - Show something (but visible to others)
is happening
(Ravenswood School
District)
One hop at a time
Seek Small Wins
AA Wt Watchers
- Incremental Change
(but visible to others)

42. The (w)Right Change Model TM
Me: Leadership Skills,
Map: Environment, Political Terrain (Stakeholders),
Marshall: Urgency, Focus, Bright spots, Coalitions/Networks
Message: Vision, Values
Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Manage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother

43. Tipping Point Leadership Kim and Mauborgne HBR, 2003
Bill Bratton – Police Leader
Cognitive Hurdle
Get people to agree on current problem (face-to-face with problems)
Bratton began requiring that all transit police officials-beginning with himself-ride the subway to work, to meetings, and at night.
Resource Hurdle
Focus on “hot spots” and bargain with partner organizations (concentrate resources – never enough $$)
Bratton de-emphasized or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new ones - introducing mobile processing centers known as "bust buses."

44. Tipping Point Leadership Kim and Mauborgne HBR, 2003
Motivational Hurdle
Put the stage lights on and frame the challenge to match organizations values
Bratton had selected precinct commanders called before a panel of the senior staff (the selected officer was given only two days' notice, in order to keep all the commanders on their toes). The commander in the spotlight was questioned by both the panel and other commanders about the precinct's performance (KEY: based on fair processes and known goals: "block by block, precinct by precinct, and borough by borough.
Political Hurdle
Identify and silence internal opponents and isolate external ones
Bratton's alliance with the mayor's office and the New York Times isolated the courts which had opposed his zero-tolerance policing out of fear that it would clog court schedules. And, large cars.

45. Cynicism about Change Reichers, Wanous & Austin, (1997)
25-40% will respond cynically to the
next change
Why?
Uninformed – lack of communication
Action: Over-communicate – credible spokespersons, positive messages, multiple channels / repetition, two-way communication
Previous experience
Action: Deal with the past
Negative disposition
Action: Hire well but also publicize successful changes
Action: See world from others perspective
Lack of opportunity to be involved
Action: Keep them involved – ask for input

46. Communicating Change Stroh and Jaatinen: Chaos model
We live in a network world
Interactions are random yet determined; “Butterfly” effect
Goal – relationship building which leads to information gathering and sharing
Opportunities for people to bump into each other (bumble bees)

47. Communication: Barrett

48. Experiment and Take Risks
Set up little experiments
Make it safe for others to experiment
Accept that failure will happen – learn from it

49. Change’s path The learning curve Successful Change Change Doubt Point
Failed Change
Escalating Commitment or
Darkest before the Dawn?

50. So … What are you going to do?
Big Picture (what is your change strategy)
Tomorrow (to start the journey)
First 90 days
Presentation: 5-7 minutes to sell your approach

51. Reflection Questions
What critical forces that are causing you to change?
How will you dissatisfy people from the current state?
What driving forces do you need to Enhance? Restrain?
What is your sense of urgency?
Who is in your Powerful Coalition?
What is your vision – few words?
What’s your key value(s)?
How are you directing the rider?
How are you directing the elephant? What’s the feeling?
How are you shaping the path?
What hot spots are you focusing on? What’s your first small win?

52. Final Exam … Why is change so hard to enact?
Who would you rather spend an hour in conversation with – Lewin or Kotter? Why?
What are your 3 CALL?

53. Barry Wright bwright@brocku.ca (905) 688- 5550 ext 5034
Change Leadership
Barry Wright
(905) ext 5034