brock change leadership there is nothing more difficult to take in hand, more perilous to conduct,...
TRANSCRIPT
Brock Change Leadership
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Nicolo Machiavelli - The Prince.
Agenda
Welcome Explore the Challenge of Leading Change Reflect, Question, Debate, Learn,Have a workable planHave Fun
Why Should Anyone Care About Change?
Burnes (2004), who conducted an extensive review of the literature, suggests that the figure may be higher than two-thirds of change efforts fail.
Change is emerging as a key organizational topic—if not the key organizational success topic.There is clearly a need for improvements how to undertake successful change.
Then Why Change?
Quick Question?
Who are you now?Session Goal – 3 C.A.L.L.
(and some planning)
ApproachProblem based learning Task: Lead your team / section through a needed change Identify salient problems to overcome Draw from theories, principles, models to guide
your journey (W)Right Model Determine your “best” approach
So, Outcome …
What are you going to do?Big Picture (what is your change strategy)Tomorrow (to start the journey)Where to be after first 90 days
Presentation: 5-7 minutes to sell/tell your approach
Pick a change you would like to make
Individual challenge – discussed in a small group Use the ‘work book’ to plan your change
What is organizational change?
Organizational change occurs when an organization restructures resources to create value and improve effectiveness.
The (W)Right Change Model TM
Me: Leadership Skills, Sharpen the SawMap: Environment, Political Terrain (Stakeholders), Disruptive Technologies,Marshall: Urgency, Focus, Coalitions/NetworksMessage: Vision, ValuesMotivate: Communicate with the Elephant & Rider, Path, Small WinsManage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s MotherWork through each of these steps as we develop our ‘plan’
The (W)Right Change Model TM
Me: Leadership Skills, Sharpen the SawMap: Environment, Political Terrain (Stakeholders), Disruptive Technologies,Marshall: Urgency, Focus, Bright spots, Coalitions/NetworksMessage: Vision, ValuesMotivate: Communicate with the Elephant & Rider, Path, Small WinsManage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother
ME: It starts with you Jim Kouzes & Barry Posner
Model the WayManagers do things right
Leaders do the right things (in the right way)
Credibility Insight REMINDERFirst Law of Leadership
“If we don’t believe in the messenger, we won’t believe in the message
How do you know when you see a credible leader?
They practice what they preachThey walk the talkThey put their money where their mouth isThey follow through on their promisesTheir actions are consistent with their words
L.L.L. - They do what they say they will do
Reflection Break
“We must become the change we want to see” (Mahatma Gandhi)
The (w)Right Change Model TM
Me: Leadership Skills, Sharpen the Saw
Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Focus, Bright spots, Coalitions/NetworksMessage: Vision, ValuesMotivate: Communicate with the Elephant & Rider, Path, Small WinsManage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother
Forces of change
Task: What ‘environmental’ forces are causing Brock (you and your team) to change? (now / future) Economic Political/Legal Technology Social/Demographic Other?
MAP: Political TerrainKurt Lewin
Force Field Analysis:
Lewin’s Force Field Steps1. Describe Current Situation2. Describe Desired Situation3. Identify where current situation will
go if no action taken4. List forces driving change to desired /
restraining forces5. Discuss all the forces – can they be
changed? Which are the critical ones?6. Determine if you can negate the
restraining / enhance the driving7. Recognize that changing one might
impact the others (both positively and negatively)
Apply
Task: Start an force field analysis of your change.
Let’s chat.
Change Wisdom
"If you want to make enemies, try to change something." - Woodrow Wilson"God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference." - St. Francis of Assisi
The (w)Right Change Model TM
Me: Leadership Skills,
Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Bright spots, Coalitions/NetworksMessage: Vision, ValuesMotivate: Communicate with the Elephant & Rider, Path, Small WinsManage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother
Kotter 1. Establish a Sense of Urgency
• “Discovery process” step back and examines the big picture to identify critical issues
• Understand the vulnerability in the organization (or, create it - Cortez)
• Who are the antagonists? • Arouse dissatisfaction with current state; tell
them about deficiencies in organization• Achieved when 75% of your leadership is
honestly convinced 2. Create a Powerful Coalition
• Who do you need close by?
Task: What is your sense of urgency?
Pair up in groups of three and work individually on the urgency question.
And, who do you want in your Coalition? (5 – 7 people)
The (w)Right Change Model TM
Me: Leadership Skills,
Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Coalitions/Networks,
Message: Vision, ValuesMotivate: Communicate with the Elephant & Rider, Path, Small WinsManage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother
Reflection Time
You are driving and as you turn the corner you drive into fog – what do you do?
Message: Inspire a Shared Vision
You first need to develop a clear vision of your future
HINTS: Strategic VisioningHenry Mintzberg debunks popular approaches to strategic planning as overly analytic; in order to be effective, he claims, strategy should involve intuitive glimpses of possibility
The anticipatory principle--the development of imaginative capacity to form possible images of future states—the most potent vehicle for transforming human systems is our ongoing projection of a future image (vision)
Vision: on a clear day you can see forever
Visions are about possibilities, about desired futures. Discovery Points Janusian Thinking (Past/Future) Imagine the Ideal: what is the best that
could happen? Discover the Theme: what are you
passionate about?
Cheering About Key Values
Aircraft Carrier“the lost wrench”What did the Captain do?What does this story reinforce?
What values are you drawing from?
Change Wisdom
"You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." - Buckminster Fuller"Never believe that a few caring people can't change the world. For, indeed, that's all who ever have." - Margaret Mead
Task
What is your vision?Sell/Tell it: Elevator pitch – one paragraph One-word pitch – “plastics” Subject line pitch – “3 simple but
proven ways to get your email read” Twitter pitch – 140 characters
The (W)Right Change Model TM
Me: Leadership Skills, Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Focus, Bright spots, Coalitions/NetworksMessage: Vision, ValuesMotivate: Communicate with the Elephant & Rider, Path, Small WinsManage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother
And now for something …
… completely different
Switch
Direct the RiderMotivate the ElephantShape the Path
Direct the Rider
Follow the Bright Spots: Malnourished … find out what’s working
and clone it
Script the Critical Moves: Finance Company …Think Specific a-b-c
Point to the Destinations: Know where you are heading and why it’s worth it NHS and Route Certification
Direct the Elephant: Putting Feelings First
Our elephant is lazy and skittish: seeking short-term benefits vs short-term sacrifices.
So MOTIVATE the Elephant: Find the Feeling: Make people
feel something (Red is Fading) Shrink the Change: Break
down the change (Carwash) Grow your People: Cultivate a
sense of identity (Parrot)
Shape the PathTweak the Environment: Change the situation (Yellow)
Build Habits: rider is not taxed (Meatless Mondays)
Rally the Herd: Behaviour is contagious (Towels)
Knight - Show something is happening
(Ravenswood School District)
AA Wt Watchers- Incremental Change(but visible to others)
One hop at a time
Seek Small Wins
The (w)Right Change Model TM
Me: Leadership Skills, Map: Environment, Political Terrain (Stakeholders), Marshall: Urgency, Focus, Bright spots, Coalitions/NetworksMessage: Vision, ValuesMotivate: Communicate with the Elephant & Rider, Path, Small WinsManage: Clear Hurdles, Overcome Resistance, Keep an eye out for Grendel’s Mother
Tipping Point LeadershipKim and Mauborgne HBR, 2003
Bill Bratton – Police LeaderCognitive Hurdle
Get people to agree on current problem (face-to-face with problems)
Bratton began requiring that all transit police officials-beginning with himself-ride the subway to work, to meetings, and at night.
Resource Hurdle Focus on “hot spots” and bargain with partner
organizations (concentrate resources – never enough $$)
Bratton de-emphasized or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new ones - introducing mobile processing centers known as "bust buses."
Tipping Point LeadershipKim and Mauborgne HBR, 2003
Motivational Hurdle Put the stage lights on and frame the challenge to match
organizations values Bratton had selected precinct commanders called before a
panel of the senior staff (the selected officer was given only two days' notice, in order to keep all the commanders on their toes). The commander in the spotlight was questioned by both the panel and other commanders about the precinct's performance (KEY: based on fair processes and known goals: "block by block, precinct by precinct, and borough by borough.
Political Hurdle Identify and silence internal opponents and isolate external
ones Bratton's alliance with the mayor's office and the New York
Times isolated the courts which had opposed his zero-tolerance policing out of fear that it would clog court schedules. And, large cars.
Cynicism about ChangeReichers, Wanous & Austin, (1997)
25-40% will respond cynically to thenext change
Why? Uninformed – lack of communication
Action: Over-communicate – credible spokespersons, positive messages, multiple channels / repetition, two-way communication
Previous experience Action: Deal with the past
Negative disposition Action: Hire well but also publicize successful changes Action: See world from others perspective
Lack of opportunity to be involved Action: Keep them involved – ask for input
Communicating Change
Stroh and Jaatinen: Chaos modelWe live in a network worldInteractions are random yet determined; “Butterfly” effectGoal – relationship building which leads to information gathering and sharing Opportunities for people to bump into
each other (bumble bees)
Experiment and Take Risks
Set up little experimentsMake it safe for others to experiment Accept that failure will happen – learn
from it
So …
What are you going to do?Big Picture (what is your change strategy)Tomorrow (to start the journey)First 90 days
Presentation: 5-7 minutes to sell your approach
Reflection QuestionsWhat critical forces that are causing you to change?
What driving forces do you need to Enhance? Restrain?
How will you dissatisfy people from the current state?
What is your sense of urgency?
Who is in your Powerful Coalition?
What is your vision – few words?
What’s your key value(s)?
How are you directing the rider?
How are you directing the elephant? What’s the feeling?
How are you shaping the path?
What hot spots are you focusing on? What’s your first small win?
Final Exam …
Why is change so hard to enact?Who would you rather spend an hour in conversation with – Lewin or Kotter? Why?
What are your 3 CALL?
