Leading Change

1. Leading Change Chapter 2 Successful Change and the Force that Drives It

2. Successful Change and the Force That Drives It • Change • Difficult, Painful, Usually Not Successful • Makes one feel • Pessimistic • Angry • Suspicious • Needs to be dealt with in a careful thought out manner.

3. Creating the Need for Change • Globalized Economy / New Technologies • Everyone is connected • More Opportunities for Capitalism • Firms/Schools must improve quickly for survival • Stagnation means falling behind

4. Minimize the Change Errors • Follow the 8 Stage Change Process • Establishing a Sense of Urgency • Creating the Guiding Coalition • Developing a Vision and Strategy • Communicating the Change Vision • Empowering Broad/Based Action • Generating Short Term Wins • Consolidating Change and Producing More Change • Anchoring New Approaches in the Culture

5. 1. Establishing a Sense of Urgency • Examining the market and competitive realities. • Identifying and discussing crises, potential crises, or major opportunities.

6. 2. Creating the Guiding Coalition • Putting together a group with enough power to lead change. • Getting the group to work together like a team.

7. 3. Developing a Vision and Strategy • Creating a vision to help direct the change effort. • Developing strategies for achieving that vision.

8. 4. Communicating the Change Vision • Using every vehicle possible to constantly communicate the new visions and strategies. • Having the guiding coalition role model the behavior expected of employees.

9. 5. Empowering Broad-Based Action • Getting rid of obstacles • Changing system of structures that under-mind the change vision. • Encouraging risk taking and nontraditional ideas, activities, and actions.

10. 6. Generating Short-Term Wins • Planning for visible improvements in performance, or “wins”. • Creating those wins • Visibly recognizing and rewarding people who made the wins possible.

11. 7. Consolidating Gains and Producing More Change • Using increased credibility to change all systems, structures, and policies that don’t fit together and don’t fit the transformation vision. • Hiring, promoting, and developing people who can implement the change vision. • Reinvigorating the process with new projects, themes, and change agents.

12. 8. Anchoring New Approaches in the Culture • Creating better performance through customer and productivity oriented behavior, more and better leadership, and more effective management. • Articulating the connections between new behaviors and organizational success. • Developing means to ensure leadership development and succession.

13. The Importance of Sequence • One can operate in multiple phases of the sequence at one time BUT • Skipping a single step, or getting too far ahead almost always creates a problem

14. The Importance of Sequence • Why People Skip Steps • Feeling PRESSURES TO PRODUCE • Create new steps because it FEELS LOGICAL • FEEL SUCCESSFUL and can push to the end.

15. Question • So why would an intelligent person rely too much on a simple linear, analytical process? • Such as the 8 Step Process Think to yourself

16. Because we have been taught to MANAGE not LEAD

17. MANAGEMENT vs. LEADERSHIP • Management • Set of processes that keep a complicated system of people and technology running smoothly. • Planning, Budgeting, organizing, staffing, controlling, problem solving. • Leadership • Set of processes that creates organizations in the first place or adapts them significantly changing circumstances. • Defines future, aligns people, inspires people

18. Results • Leaders • Successful transformations • 70-90% of the time • Managers • Successful Transformations • 10-30% of the time

19. TIME TO LEARN TO LEAD