Leading Change

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Leading Change ---------------- A Refresher
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• Leadership is an influence relationship among
  leaders
• and followers who intend
• real changes that
• reflect their mutual purposes.
• Joseph Rost
• Leadership for the 21st Century

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• A leader is, by definition,
• an innovator
• Learning to lead is
• learning to manage change.
• Warren Bennis

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• LEVELS OF CHANGE
• Knowledge
• Attitudes
• Behaviors
• Group Behaviors

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• 8 STEPS TOWARD CHANGE
• (John Kotter)
• Establish a sense of urgency
• (the burning platform)

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• The first responsibility of a leader is to
  define reality
• - Max DePree, Leadership is an Art

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SWOT Analysis Strengths /
Weaknesses Opportunities / Threats
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• 2. Create a guiding coalition
• Do they have influence enough to lead and bring
  others along?
• Will they work as a real team?

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2. Create a guiding coalition Innovators
(2) Early Adopters (14) Middle Adopters
(68) Later Adopters (14) Slow Movers (2)
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3. Develop vision and strategy In the absence
of a great dream, pettiness prevails. - Peter
Senge
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VISION Compelling word picture of a preferred
future we dream of and work for the day
when
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Effective Vision Statements are God
Glorifying Challenging / Stretching Visually
Stated Short (1-2 pages) Emotional Achievable F
ocused
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VISION CLEAR (fragmentation)
(COHESION) DIVERSE
COMMON (disintegration) (frustration) VAGUE

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MISSION / PURPOSE The reason for which the
organization exists Capture in a concise
statement
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VALUES Guiding principles by which we operate
and for which well fight ?
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STRATEGIC PLANNING What we will do in the next
5-10 years to fulfill our mission in alignment
with our values so that we realize our vision!
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ACTION PLANS What we will do in the next 6 to
18 months to move us closer to realizing our
vision!
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• Catalytic moments for change
• God breaks in (DDI)
• Crisis
• Transition
• Growth /-

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Dream no small dreams for they have no power
to move men. - von Goethe
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• 4. Communicate the vision
• Compellingly
• Creatively
• Consistently
• Continually

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• 5. Empower broad-based action
• Get rid of obstacles
• Encourage risk taking

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FORCE FIELD ANALYSIS   Driving Forces /
Restraining Forces   People for change -gt lt-
People against change    Values for change -gt lt-
Values against change   Structures for -gt lt-
Structures against   Benefits for change -gt lt-
Loss from change
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• FACILITATE CHANGE by
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• - Reducing opposing forces
• - Strengthening driving forces
• - Can opposing forces become driving forces?

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• 6. Generate short-term wins
• Plan for visible improvements
• Create opportunities for success
• Visibly reward early achievers

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7. Consolidate gains and introduce more
change Use increased credibility to address
systems/structures that dont facilitate new
vision
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8. Anchor new approaches in the culture Key
leadership succession (Moses Joshua)
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When are people willing to change? - When they
hurt enough - When they learn enough - When
they believe enough
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Sometimes it takes a painful situation to
make us change our ways. - Proverbs 2030
(Good News)
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Most people have to feel the heat before they
see the light! - Rick Warren
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Many people want to change the world only a
few want to change themselves. - Leo
Tolstoy
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We must become the change we want to see. -
Mahatma Gandhi
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How have you changed in the past 12 months?
What have you learned? What have you
unlearned?
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Healthy churches grow, growing churches
change, change forces us to trust God, trust
leads to obedience, obedience makes us
healthy, healthy churches grow. James Ryle
(adapted from Promise Keepers Clergy Gathering)