WELCOME Leading and Managing Change

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WELCOMELeading and Managing Change
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GET SETTAKE A STAND FOR CHANGE!

• Pick a partner
• Face each other
• Take a minute and quietly make note(s) of the
  other person (NO touching or talking).
• Now turn around and face away from each other
  (back to back).
• Await instructions from your facilitator.
• Be accountable.

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SESSION OVERVIEW

• Get SetTake a Stand for Change!
• Overview
• Intro to Change and Assessment
• Change and Organizations
• Adaptive Action
• Parameters of Change
• Case Study
• Summary and Reflection

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CHANGE SOURCE, RESPONSE, FOCUS

• Changes can be
• Caused by external factors/people
• Caused by internal factors/people
• Reactive reacting to problems
• Proactive preparing before problems occur
• Focused on growth, excellence, gaining a
  competitive advantage, securing the future, etc.

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LEADERSHIP AND CHANGE
Change can be feared and at the same time
exhilarating. Many leaders find that fundamental
change results in the most interesting,
involving, and meaningful work of their careers.
With change, we are challenged, fully engaged,
and intensely connected to the essential work of
the organization. Duck, 2001
VARIABLES THAT IMPACT CHANGE READINESS VARIABLES THAT IMPACT CHANGE READINESS VARIABLES THAT IMPACT CHANGE READINESS
YOU OTHERS ORGANIZATION
Personal Bias Collective Bias History, Tradition
Comfort Zone Team Dynamics Culture, Rules, Policies
Health and Well-Being Situation, Threat Market Conditions
Personal Focus, Orientation Interpersonal Relationships Information Flow, Vision, Values
Willingness to Take Risk Operating Mandate Risk/Reward Ratio
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THE GATEKEEPERS OF CHANGE

• People are the gatekeepers of change.
• Peoples resistance to change is the most
  perplexing, distressing, and confusing part of
  change.

Kriegel Brandt, 1996
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KISS OF YES

• Most dissenters will not stand up and shout at
  you that they hate what you are doing to them and
  to their comfortable old ways. Instead, they will
  nod and smile and agree with everything you say
  and then behave as they always have. We call this
  vicious compliance, or the kiss of yes.

Fisher, 1995
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CHANGE AND YOU!

• Your brain is like an elephant with a rider
  perched on top. The rider does the planning and
  analyzing. The elephant provides the emotional
  energy. To create change the elephant and rider
  must cooperate.
• Directing the rider. Make sure the rider knows
  where to go, how others got there, and how you
  will get there.
• Motivating the elephant. Knowing is not enough.
  Make sure the elephant feels drawn to the change.
  Make the change small (so it is not
  intimidating) and encourage a growth mindset
  (change is possible).
• Shaping the path. Change the environment to
  change the behavior. Build habits. Behavior is
  contagious surround yourself with others
  exhibiting the behavior your want help is
  spread.
• Switch, Heath Heath

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CHANGE IS STATE OF MIND

1. Clear your mind by getting aware of your thoughts
   and emotions at this very moment.
2. Refocus your mind on something empowering. Maybe
   something that you enjoy, a past success, or
   people you love. Or just what will take you
   forward at this moment - the right thing for you
   to do.
3. Use your physical body by moving fast, stand up
   straight and tall, shoulders back, head slightly
   up, looking straight ahead. Feel the energy
   raising inside yourself. Take a deep and
   confident breath.

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CHANGE READINESS QUESTIONNAIRE
Change-Readiness Assessment Write the number
beside each statement that reflects how
accurately the statement describes you.
Change-Readiness Scale 1 Not Like Me, 6
Exactly Like Me
1. I prefer the familiar to the unknown. 2. I rarely second guess myself. 3. Im unlikely to change plans once theyre set. 4. I cant wait for the day to get started. 5. I believe in not getting your hopes too high. 6. If somethings broken, Ill find a way to fix it. 7. I get impatient when there are not clear answers. 8. Im inclined to establish routines and stay with them. 9. I can make any situation work for me. 10. When something important doesnt work out, it takes me time to adjust. 11. I have a hard time relaxing and doing nothing. 12. If something can go wrong, it usually does. 13. When I get stuck Im inclined to improvise solutions. 14. I get frustrated when I cant get a grip on something. 15. I prefer work that is familiar and within my comfort zone. 16. I can handle anything that comes along. 17. Once Ive made up my mind, I dont easily change it. 18. I push myself to the max 19. My tendency is to focus on what can go wrong. 20. When people need solutions to problems, they call on me. 21. When an issue is unclear, my impulse is to clarify it right away. 22. It pays to stay with the tried and true. 23. I focus on my strengths, not my weaknesses. 24. I find it hard to give up on something even if its not working out. 25. Im restless and full of energy. 26. Things rarely work out the way you want them to. 27. My strength is to find ways around obstacles. 28. I cant stand to leave things unfinished. 29. I prefer the main highway to the back road. 30. My faith in my abilities is unshakable. 31. When in Rome, do as the Romans do. 32. Im a vigorous and passionate person. 33. Im more likely to see problems than opportunities. 34. I look in unusual places to find solutions. 35. I dont perform well when there are vague expectations and goals.
Adapted from Sacred Cows Make the Best Burgers by
Robert Kriegel and David Brandt
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CHANGE READINESS SCORING
1. Resourcefulness Add up your scores on
questions 6, 13, 20, 27, 34. This total is your
score. Optimal range is between 22 and 26.
Score ______ 2. Optimism Add up your scores
on questions 5, 12, 19, 26, 33. Subtract this
total from 35 for your score. Optimal range is
between 22 and 26. 35 - ______ Score
______ 3. Adventurousness Add up your scores on
questions 1,8, 15, 22, 29. Subtract this total
from 35 for your score. Optimal range is 22 to
26. 35 - ______ Score ______ 4.
Drive Add up your scores on questions 4, 11, 18,
25, 32. This total is your score. Optimal range
is 22 to 26. Score ______ 5.
Adaptability Add up your scores on questions 3,
10, 17, 24, 31. Subtract this total from 35 for
your score. Optimal range is 22 to 26. 35 -
______ Score ______ 6. Confidence Add up
your scores on questions 2, 9, 16, 23, 30. This
total is your score. Optimal range is 22 to 26.
Score _______ 7. Tolerance for
Ambiguity Add up your scores on questions 7, 14,
21, 28, 35. Subtract this total from 35 for your
score. Optimal range is 22 to 26. 35 -
______ Score ______
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THE SEVEN TRAITS OF CHANGE READINESS

• Resourcefulness
• Optimism
• Adventurousness
• Drive
• Adaptability
• Confidence
• Tolerance for Ambiguity

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CHANGE AND ORGANIZATIONS
Kurt Lewin
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CHANGE AND ORGANIZATIONS
Global Survey of 28,810 employees, 10 Industries, 15 Countries Global Survey of 28,810 employees, 10 Industries, 15 Countries
Issue Impact/Observation
Performance Best performing organizations manage change four times more effectively.
Employee Faith Less than 43 of employees indicated they were confident in their organizations change process.
Leaders Downfall Leaders do not follow through on what they say they will do.
Employee Confidence Less that half of employees (43) are confident in their organizations change process.
Retention/Recruitment Organizations that do not manage change well are four times more likely to lose talent and/or will find it much harder to attract talent.
Source Right Management
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BEWARE, CHANGE AHEAD!
Industry Status Expected Change
Automobile Majority of vehicles rely on a finite source of fuel Quality, comfort, economy all based on a renewable source of fuel that does not damage the environment
Airline Safe, relatively reliable, and affordable mode Better customer experience, more choices and price points for quality service. Perhaps even a reasonable option to air
Fast Food Low cost, high calorie options Low cost, quality products, healthier choices that also taste good
Publishing High cost, low return for creative designers Low cost access, on demand, shape content to suit personal need and/or desire, mobile
Education High cost, declining return on investment, highly structured Tuition??? Accreditation??? Credentialing??? Funding???
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CAPTURE THE CHANGES YOU SEE

• Elevate your viewpoint
• From where you sit or stand
• What changes are coming that will require the
  attention of your organization?
• On a scale of 1-10 (1 not at all, 10 absolutely
  yes) how likely is it that your organization we
  be ready for the future you envision?
• If your response is 7 or less, then what will it
  take to close the gap and improve your chances of
  success?

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THE RANGE OF CHANGE

• Mine That which best suits me, the stuff I can
  live or accept, the change I accept.
• Yours That which best suits you, the stuff you
  can live with, the change you can accept.
• Change That which is required based on some new
  reality that moves you from where you are to a
  different place.

Environment
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THE PRACTICE OF ADAPTIVE LEADERSHIP

• Diagnose the System
• ID adaptive challenges
• Assess the landscape
• Mobilize the System
• Interpret what you see
• Design effective interventions
• Act, build support, manage
• See Yourself as a System
• ID loyalties
• Broaden your bandwidth
• Deploy Yourself
• Stay connected to purpose
• Engage, inspire, thrive

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KOTTERS EIGHT-STEP MODEL
Steps Action
Step 1 Establish a Sense of Urgency Help others see the need for change and they will be convinced of the importance of acting immediately.
Step 2 Create a Guiding Team Assemble a group with enough power to lead the change effort, and encourage the group to work as a team.
Step 3 Develop a Change Vision Create a vision to help direct the change effort, and develop strategies for achieving that vision.
Step 4 Communicate for Buy-in Make sure as many as possible understand and accept the vision and the strategy.
Step 5 Empower Broad-based Action Remove obstacles to change, change systems or structures that seriously undermine the vision, and encourage risk-taking and nontraditional ideas, activities, and actions.
Step 6 Generate Short-term Wins Plan for achievements that can easily be made visible, follow-through with those achievements and recognize and reward employees who were involved.
Step 7 Dont Let Up Use increased credibility to change systems, structures, and policies that don't fit the vision. Also hire, promote, and develop employees who can implement the vision, and finally reinvigorate the process with new projects, themes, and change agents.
Step 8 Make Changes Stick Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.
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SEE, FEEL, CHANGE
Adapted from Kotter and Cohen, The Heart of
Change, 2012
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THE TIPPING POINT

• Law of the Few
• Stickiness Factor
• Power of Context
• Channel Capacity

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CHANGE RESPONSES
Change wears two faces, the face of danger and
the face of opportunity. The danger face is
usually seen first. You may have to look hard to
find the opportunity face. Unknown
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THE TRANSFORMATIONAL CHANGE CYCLE
Trigger Event
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THE RANGE OF EMOTIONS AND CHANGE
Stage 1
Stage 3
Stage 4
Stage 2
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APOLLO 13
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CASE STUDY

• 60 Minutes to Review
• Diagnose the situation
• Name the issue(s)
• Review the facts
• Identify key stakeholders
• Assess what matters
• Apply Kotters 8-Step Model
• Make a recommendation
• Brief your results

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SUMMARY

• Know about the process of change.
• Know who in the system has the resources relevant
  to various change efforts.
• Maintain a high level of awareness of new
  practices.
• Work to achieve a system with a diversity of
  views and approaches.
• Always hold a total system view of change and its
  effects.

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WRITING AND REFLECTION