Teams & Facilitating Change

Prepared by Dr. Leonard R. HeppAll Rights Reserved

Leading Change … The First of Seven Key Steps

Prepared by Dr. Leonard R. HeppAll Rights Reserved

A High Performance TeamA High Performance Team

Ideas & Excerpts from “The Five Dysfunctions of a Team” by Patrick Lencioni; published by Jossey-Bass, A Wiley Imprint; Copyright @2002

Focus on Achieving results

Hold one anotherAccountable to actions

Commit to decisionsAnd plans of action

Engage in unfilteredConflict around ideas

Trust of one another

Prepared by Dr. Leonard R. HeppAll Rights Reserved

Profile Of A Facilitative LeaderProfile Of A Facilitative Leader

Facilitative Skills30%

• Self Awareness• Personal Qualities and Skills• Links Problem with Process• Managing Process & Making

Corrections

• Understanding Problem-Solving & Decision Making Methods

• Having a Full Toolkit of ProcessSuggestions & Techniques

• Knowing how to Introduce tools & Suggestions to a Group

• Facilitative Skills Checklist• Facilitation with Words & Actions• Managing Conflict• Interventions• Feedback

• Building Process roadmaps• Agenda & Meeting Roles• Pre-Planning ( Contracting,

Logistics)• Meeting Guidelines/Ground Rules• Preventions Summary

Process Awareness

25%

Theory &Technique

20%

Preventions25%

Prepared by Dr. Leonard R. HeppAll Rights Reserved

Ten “Winning Leadership Strategies”*Instill CourageStudy the PastCreate a Sense of MissionKeep Goals RealisticSustain a Competitive CultureThere Is No “Peacetime”Know Your CompetitorsCommand from a Forward PositionExpect VictoryConvince Everyone “You Must Not Fail.”

*Former Marines Dan Carrison and Rod Walsh have co-authored Semper Fi (published by AMACOM)

Facilitator Competencies•Evoking participation & creativity

•Asking rather than telling

•Maintaining objectivity

•Being a relationship builder

•Honoring the group’s wisdom and displaying respect for each individual

•Remaining neutral

•Listening without interrupting

•Reading the underlying dynamics of a group

•Demonstrating professionalism, self-confidence, authenticity and high personal integrity

Observable Behavior, Modeling the Way

Prepared by Dr. Leonard R. HeppAll Rights Reserved

Leading Change

Changing Systems & Structures

CurrentState

TransitionState

ImprovedState

Creating A Shared Need

Shaping A Vision

Mobilizing Commitment

Monitoring Progress

Making Change Last

Change Management Process: A Model For Change

Prepared by Dr. Leonard R. HeppAll Rights Reserved

Change Process

Leading Change:Having a champion who sponsors the change.

Changing Systems and Structures: Making sure that the management practices are used to

complement and reinforce change.

L e a d i n g

C h a n g e

L e a d i n g

C h a n g e

Creating A Shared Need:

The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance.

Shaping A Vision:

The desired outcome of change is clear, legitimate, widely understood and shared.

Mobilizing Commitment:

There is a strong commitment from key constituents to invest in the change, make it work,and demand and receive management attention.

Making Change Last:

Once change is started, it endures, flourishes and learnings are transferred throughout the organization.

Monitoring Progress:

Progress is real; benchmarks set and realized; indicators established to guarantee accountability

S y s t e m s

&

S t r u c t u r e s

S y s t e m s

&

S t r u c t u r e s