The Challenge of Change and Becoming a Change Leader

1. The Challenge of Change and Becoming a Change Leader Presented by Prakai Cholahan 3 May 2012 FABC Standard Seminar 2012

2. QUOTES “Business is about people. In fact life is only people – family, friends, colleagues, bosses, teachers, coaches, neighbors. At the end of the day, it’s only people that matter.” Jack Welch in WINNING • “Human Capital is the most valuable asset in • any Organization” • K.ParonIssarasena, • Former Cement Thai President

3. Human Performance Framework Economic Regulatory Physical Social Technological Corporate Vision Strategy Business Strategy Functional Strategy Environment Process Technology Physical Setting Strategy Structure Resourcing Perform Mgmt. Operations Career Development Support Competency Organization Individual Training Support Motivation Leadership Communications Culture 3

4. Human Performance Framework Competency (Knowledge-Skills-Attitude) Motivations

5. Planning Performance Coaching Review The Performance Management Model • Planning Performance • Set performance targets that align with business plans • Mutual agreement to gain ownership and commitment • Coaching Performance • Ongoing discussion and support to meet objectives • Feedback • Reviewing Performance • Give feedback on overall performance • Review actual vs. expected performance • Identify areas for further development

6. Very high impact: Achievement Recognition High impact: The work itself Responsibility Medium impact: Advancement Growth Salary Low impact: Company policy & administration Supervision Relationship with supervisor Work conditions Relationship with peers Personal life Relationship with subordinates Status Security Findings: What motivates Employeesto Work?

7. It is the job of every manager to manage employees’ performance

8. Leader  Do the right thing Manager  Do the thing right Supervisor  Execution Expert

9. Reinforcements Progress Variances Performance Coaching Performance Cycle Targets and Individual plans On-target Performance Accomplishment

10. CHANGE MANAGEMENT THE IMPORTANCE OF THE LEADER ROLE

11. Managing Changes “Change before you are forced to change” Jack Welch Ex. President & CEO General Electric “The rate of change is not going to slow down anytime soon. If anything, competition in industries will probably speed up even more in the next few decades”

12. Natural disaster ! 12

13. The Global Warming! 13

14. Economic Crisis ! 14

15. Political Volatility! 15

16. Planned Renegotiation A Role Definition and Change Management Process

17. The First Step in the Formation of All Relationships is Information Sharing and the Negotiation of Expectations.

18. Sharing information and negotiating expectations

19. Sharing Information and Negotiating Expectations Commitment is Formed (Role Definitions)

20. Sharing Information and Negotiating Expectations Commitment is Formed (Role Definitions) Stability and Productivity

21. Sharing Information and Negotiating Expectations Commitment is Formed (Role Definitions) Stability and Productivity Disruption of Shared Expectations

22. Sharing Information and Negotiating Expectations Commitment is Formed (Role Definitions) Stability and Productivity Disruption of Shared Expectations Anxiety Uncertainty

23. Sharing Information and Negotiating Expectations Commitment is Formed (Role Definitions) Stability and Productivity Out Disruption of Shared Expectations Anxiety Uncertainty

24. Sharing Information and Negotiating Expectations Commitment is Formed (Role Definitions) Return to the way things used to be Stability and Productivity Out Disruption of Shared Expectations Anxiety Uncertainty

25. Sharing Information and Negotiating Expectations Renegotiation Commitment is Formed (Role Definitions) Return to the way things used to be Stability and Productivity Out Disruption of Shared Expectations Anxiety Uncertainty

26. Sharing Information and Negotiating Expectations Renegotiation Planned Renegotiation Commitment is Formed (Role Definitions) Return to the way things used to be Stability and Productivity Pinch Out Disruption of Shared Expectations Anxiety Uncertainty

27. Today’s Business Environment Has Little Tolerance for the Status Quo Forces of Change • Increasing globalization • Emergence of new competitors • Changing customer demands • Shortened product life cycles • Capital markets’ demand for short-term performance • Heightened environmental concerns • Increasing regulatory demands All evidence indicates that the pace of change is increasing dramatically as well.

28. Top Down (Programmatic) “Teaching & Application of Existing Knowledge” Change driven by management Careful planning Many experts involved Inspiration from success cases Well-tried and documented methods From ‘existing status’ to ‘desired status’ Focusing on a single (or few) theme(s) Draws upon experience / skills / knowledge from few selected managers / employees / experts Limits the organizational capacity to deal with well-defined problems or a “frozen” picture of existing and desired state affairs Bottom-Up (Learning) “Stepwise Creation of Meaning & Understanding” Top down & Bottom-up Decentralized change responsibility Many people involved Growing by broadening i.e. several focuses Lead by visions Improvisation and planning Considering external factors Draws upon the experiences / skills / knowledge of many actors Increase the organizational capacity to continuously solve changing environmental and complex demands 2 Strategies for Changes

29. Leadership issues have increased in importance for example in: • Communicating goals and visions • Increasing companies’ competitive advantage • Implementing organizational change and development • Influencing and transforming employees’ needs and attitudes • Creating high performing teams at different levels • Creating corporate values and culture

30. IMPLEMENTATION SKILLS • Sustainability • Applying appropriate change methods • Reinforcing and correcting feedback loops • Developing shared mental models

31. THE ROLE OF THE LEADER WHEN IMPLEMENTING CHANGE • The leader represents the company and the change – However needs to listen to the staff • The leader tends to overestimate how to inform the staff • The leader must create good communication channels

32. What Matter Most in Change Management • Accepting that organizations are complex & adaptive human system not mindless machines • Understanding that organizations are more driven by process rather than structure • Understanding the differences between the first and the second order changes • Understanding the need to integrate the Policy Learning and Operational learning - Strategy Learning • Accepting and using the inevitability events. • Accepting professionalization of direction givers

33. Change Management : some of key success factors • Eliminate source of complacency – create sense of urgency. • Promote support from key stakeholders – “Stakeholder Analysis”, • Commitment from all is critical. • Promote short term win – “quick win” • Change Management Roadmap - well planned execution with substantial deliverables, good communication plan and clear mile stones is key. • Implement change management as part of organization development plan – OD approach is vital.

34. Change Management Skills • Adaptability • Strategic Focus • Results Focus • Foster a Collaborative Approach • Facilitate Openness and Understanding • Encourage Learning

35. GE’s Change Model : Change Acceleration Process Leading Change Creating A Shared Need Shaping A Vision Mobilizing Commitment Current State Transition State Improved State Making Change Last Monitoring Progress Changing Systems & Structures

36. GE’s Change Model : Change Acceleration Process Leading Change : Having a champion who sponsors the change Systems&Structures Creating A Shared Need:The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared. The need for change must exceed its resistance. LeadingChange Shaping A Vision: The desired outcome of change is clear, legitimate, widely understood and shared. Mobilizing Commitment: There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention. Making Change Last:Once change is started, it endures, flourishes and key learnings are transferred throughout the organization. Monitoring Progress:Progress is real; benchmarks set and realized; indicators in place for accountability. Changing Systems and Structures: To ensure management practices reinforce change

37. GE WAYS Lead Manage Get less formal Get more formal Blow up bureaucracy Tolerate bureaucracy Face reality Assume everything is fine Simplify Make things complex See change as an opportunitySee change as a threat Lead by energizing others Manage by authority Defy tradition Respect tradition Make intellect rule Let hierarchy rule Pounce every day Move cautiously Put values first Put numbers first Manage less Manage everything Involve everyone Involve key players

38. GE WAYS (cont.) Rewrite your agenda Stick to your agenda Live speed Take your time Instill confidence Reduce anxiety Set stretch goals Set modest goals Eliminate the boundaries Respect the boundaries Articulate a vision Lay out a detailed plan Get good ideas from everywhere Learn good ideas frominside the company Spark others to perform Outshine others Quality is your job Quality is management’s job Change never ends Change will end Have fun Be serious

39. Common Leadership Capabilities • Strategic focus • Business acumen • Change leadership • Business management • Problem solving and analysis • Customer focus • Coaching and mentoring • Teamwork • Communication • Impact and influence • Networking/ partnership and relationship mgt • Learning orientation • Innovation and creativity • Achievement orientation • Business development and entrepreneurship • Personal effectiveness

40. CHANGE By Changing Your Thinking, You Change Your Beliefs; When You Change Your Beliefs, You Change Your Expectations; When You Change Your Expectations, You Change Your Attitude; When You Change Your Attitude, You Change Your Behaviour; When You Change Your Behaviour, You Change Your Performance; When You Change Your Performance, You Change Your Life!

41. Workshop • What are some of the major changes that you want to drive in your diocese? • What are the major changes that you expect to happen in your diocese within 3-5 years? How would you deal with them? • What do you envision your diocese to be in the next decade? What are your plans in dealing with the coming changes?