LEADING IN A CONTINUOUSLY CHANGING ENVIRONMENT

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LEADING IN A CONTINUOUSLY CHANGING ENVIRONMENT

• Aileen Riego-Javier, MD, FPSP, CESO IV
• Deputy Executive Director for Medical Services
• National Kidney and Transplant Institute

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Governance Frameworks
Change Management
Community Engagement
Effective Service Delivery
Strategic Human Resource Management Development
Organizational Design Partnerships
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• Leadership is an
• improvisational art
• lead- to go forth, die

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LEADERSHIP

• Sets, communicates, and deploys organizational
  vision, values, and directions
• Balances the needs of patients and other
  customers
• Creates an environment for empowerment,
  innovation, learning, and succession development
• Ensures public responsibility above minimum
  standards

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MANAGEMENT AND LEADERSHIP

• Management is a position that is granted
• Leadership is a status that is earned.
• - Scott Derrick

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CHARACTERISTICS OF TRANSFORMATIONAL LEADERS

• 1.Visioning a new corporate future
• Creating the new vision
• Breaking the old frame
• Demonstrating personal
• commitment to the vision

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CHARACTERISTICS OF TRANSFORMATIONAL LEADERS

• 2. Communicating the vision
• Communicating and selling the
• vision
• Focusing on people
• Seizing the moment

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CHARACTERISTICS OF TRANSFORMATIONAL LEADERS

• 3. Implementing the vision
• Building an effective top team
• Reorganizing
• Building a new culture

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In any endeavor in life, its true that you must
be before you can do and youve got to do before
you can have.

• You must be the right kind of person before you
  can be the right kind of leader.

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SENIOR EXECUTIVE LEADERSHIP FRAMEWORK

• Shapes Strategic Thinking
• Achieves Results
• Cultivates productive working relationships
• Exemplifies personal drive and integrity
• Communicates with influence

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SHAPES STRATEGIC THINKING

• Inspires a sense of purpose and direction
• Focuses strategically
• Harnesses information and opportunities
• Shows judgment, intelligence and common sense

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ACHIEVES RESULTS

• Builds organizational capability and
  responsiveness
• Marshals professional expertise
• Steers and implements change and deals with
  uncertainty
• Ensures closure and delivers on intended results

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CULTIVATES PRODUCTIVE WORKING RELATIONSHIPS

• Nurtures internal and external relationships
• Facilitates cooperation and partnerships
• Values individual differences and diversity
• Guides, mentors, and develops people

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EXEMPLIFIES PERSONAL DRIVE AND INTEGRITY

• Demonstrates public service professionalism and
  probity
• Engages with risk and shows personal courage
• Commits to action
• Displays resilience
• Demonstrates self-awareness and a commitment to
  personal development

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COMMUNICATES WITH INFLUENCE

• Communicates clearly
• Listens, understands, and adapts to audience
• Negotiates persuasively

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• THERE IS NOTHING PERMANENT EXCEPT
• C H A N G E
• Heraclitus

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MANAGING CHANGE IN YOUR ORGANIZATION

• What is driving the need for change and
• why now ?
• Has your organization lost its fit with
• its environment ?
• What are the outcomes you wish to achieve ?
• What will the scope of the change be ?
• What strategy will you develop and
• implement ?

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SCOPE OF CHANGE

• Evolutionary, incremental or
• first order change
• Strategic, transformational,
• revolutionary or second
• order change

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A Typology of Change Strategies and Conditions
for their Use (Dunphy Stace )
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RESPONSE TO CHANGE

• There are several stages that people move through
  during a change process, each requiring a
  different approach to management and
  communication.

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RESPONSE TO CHANGE

• Enthusiasm Commitment
• Initial Optimism
• Denial PerforPmance
  Acceptance
• Immobilization

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MANAGING RESISTANCE

• Resistance to change is a phenomenon that affects
  the change process by
• Delaying or slowing down the
• beginning of change programs
• Obstructing or hindering its
• implementation
• Increasing its costs

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SOURCES OF RESISTANCE OR INERTIA

• INERTIA IN THE FORMULATION STAGE
• Distorted perception
• Interpretation barriers
• Vague strategic priorities
• Low motivation
• Lack of a creative response

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SOURCES OF RESISTANCE OR INERTIA

• INERTIA IN THE IMPLEMENTATION STAGE
• Political and cultural deadlocks (Differing
• values and beliefs, departmental politics)
• Leadership inaction
• Embedded routines
• Collective action problems
• Capabilities gap
• Cynicism

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MANAGING THE CHANGE AGENDA

• The primary objective of change is to ensure the
  future competitive sustainability of an
  organization.

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CHANGE MANAGEMENT FRAMEWORKJohn P. Kotter

• 1. Establishing a sense of urgency
• 2. Creating a guiding coalition
• 3. Developing a vision and a strategy
• 4. Communicating the change vision
• 5. Build a platform of broad-based action
• 6. Generating short term wins
• 7. Consolidating the gains and producing
• more change
• 8. Anchoring new approaches in the culture

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POSITIVE DEVIANCE

• Positive deviance is a different approach to
  managing change.
• It is best applied in situations where
  behavioural and attitudinal change is called for.
• This is change from within, discovered,
  celebrated, and implemented by the people who
  need to do the changing.

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POSITIVE DEVIANCE

• Look for positive deviants in your organization.
• These may be individuals or groups whose uncommon
  practices behaviours enable them to find better
  solutions to their problems.
• Discover whats different about their behaviour.
  These will provide the keys to change.

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THE ESSENCE OF POSITIVE DEVIANCE ACCORDING TO
LAO-TZU

• Learn from the people
• Plan with the people
• Begin with what they have
• Build on what they know
• Of the best leaders
• When the task is accomplished
• The people all remark
• WE HAVE DONE IT OURSELVES.

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DOES YOUR ORGANIZATION HAVE THE CAPABILITY TO
RESPOND AND TO SUSTAIN ITS CHANGE INITIATIVES IN
TERMS OF ITS

• (1) Leadership ?
• (2) Culture (shared mindset)?
• (3) Competence?
• (4) Consequence (Performance
• Management System PMS)?
• (5) Governance?
• (6) Work Processes?
• (7) Capacity for change?

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• The most critical ingredient in achieving
  the cultural changes required is the changed
  style and behaviour of leaders.
• Queensland Health System
  Review

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ROLE OF THE LEADER DURING CHANGE

• Change will simply not happen without effective
  leadership and anything less than good leadership
  will lead to ineffective change.

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LEADERSHIP BEHAVIORS MOST RELEVANT TO CHANGE
SITUATIONS

• Understands the wider context and can explain
  them effectively
• Communicates a clear vision with commitment and
  passion
• Brings ideas to life for others, seeking to
  engage and gain buy-in

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LEADERSHIP BEHAVIORS MOST RELEVANT TO CHANGE
SITUATIONS

• Listens to others
• Encourages contributions and shows appreciation
• Treats people with respect, recognizing
  achievements
• Able to persuade without resort to authority

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LEADERSHIP BEHAVIORS MOST RELEVANT TO CHANGE
SITUATIONS

• Sets and adheres to high standards
• Takes ownership of issues, ensuring resolution
• Encourages individual development, instilling
  self-belief in people

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LEADERSHIP BEHAVIORS MOST RELEVANT TO CHANGE
SITUATIONS

• Gives constructive feedback
• Builds high performing teams
• A highly effective communication style that
  promotes teamwork

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MAKING CHANGE MORE EFFECTIVE

• Recognize that you are a role model, whether you
  like it or not!
• Be visible and listen to concerns- encourage
  constructive debate
• Help employees through the process in a
  supportive way whether you buy in to what is
  happening or not

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MAKING CHANGE MORE EFFECTIVE

• Be consistent in what you say and never speculate
• Be empathetic to concerns and help people
  understand what is actually happening, not what
  they think is happening

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MAKING CHANGE MORE EFFECTIVE

• Ensure that business keeps running smoothly
  during the change process- keep your eye on the
  ball
• Go out of your way to involve people and explain
  what is happening
• Focus on team working and team development needs

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• Leaders need to remember that people can
  never be told to change- this may appear to
  bring short-term benefit but invariably brings no
  lasting value, and in many cases, leads to a
  worse situation than existed in the first place.
  
• Only by guiding people and role modeling the kind
  of behaviors and culture needed can leaders make
  change work effectively
• Neville Browne (2006)

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THANK YOU !