WELCOMELeading and Managing Change

GET SET—TAKE 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.

SESSION OVERVIEW

Get Set—Take a Stand for Change!

Overview Intro to Change and Assessment Change and Organizations Adaptive Action Parameters of Change Case Study Summary and Reflection

CHANGE: SOURCE, RESPONSE, FOCUS

Changes can be:Caused by external factors/peopleCaused by internal factors/peopleReactive – reacting to problemsProactive – preparing before problems occurFocused on growth, excellence, gaining a competitive

advantage, securing the future, etc.

LEADERSHIP AND CHANGE

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

“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

THE GATEKEEPERS OF CHANGE

People are the gatekeepers of change. People’s resistance to change is the most

perplexing, distressing, and confusing part of change.

—Kriegel & Brandt, 1996

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

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

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.

CHANGE READINESS QUESTIONNAIRE

1. I prefer the familiar to the unknown. 2. I rarely second guess myself.3. I’m unlikely to change plans once they’re set.4. I can’t wait for the day to get started. 5. I believe in not getting your hopes too high.6. If something’s broken, I’ll find a way to fix it. 7. I get impatient when there are not clear answers.8. I’m inclined to establish routines and stay with them. 9. I can make any situation work for me. 10. When something important doesn’t 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 I’m inclined to improvise solutions. 14. I get frustrated when I can’t 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 I’ve made up my mind, I don’t 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 it’s not working out.25. I’m 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 can’t 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. I’m a vigorous and passionate person. 33. I’m more likely to see problems than opportunities.34. I look in unusual places to find solutions. 35. I don’t perform well when there are vague expectations and goals.

Adapted from Sacred Cows Make the Best Burgers by Robert Kriegel and David Brandt

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

CHANGE READINESS SCORING

1. ResourcefulnessAdd up your scores on questions 6, 13, 20, 27, 34. This total is your score. Optimal range is between 22 and 26. Score: ______

2. OptimismAdd 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. AdventurousnessAdd 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. DriveAdd up your scores on questions 4, 11, 18, 25, 32. This total is your score. Optimal range is 22 to 26. Score: ______

5. AdaptabilityAdd 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. ConfidenceAdd 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 AmbiguityAdd 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: ______

THE SEVEN TRAITS OF CHANGE READINESS

ResourcefulnessOptimismAdventurousnessDriveAdaptabilityConfidenceTolerance for Ambiguity

CHANGE AND ORGANIZATIONS

Kurt Lewin

CHANGE AND ORGANIZATIONS

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 organization’s change process.

Leader’s 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 organization’s 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

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???

CAPTURE THE CHANGES YOU SEE

• Elevate your viewpoint

• From where you sit or stand:oWhat changes are coming that will

require the attention of your organization?

oOn 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?

o If your response is 7 or less, then what will it take to close the gap and improve your chances of success?

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

THE PRACTICE OF ADAPTIVE LEADERSHIP

• Diagnose the Systemo ID adaptive challengeso Assess the landscape

• Mobilize the Systemo Interpret what you seeo Design effective interventionso Act, build support, manage

• See Yourself as a Systemo ID loyaltieso Broaden your bandwidth

• Deploy Yourself• Stay connected to purpose

• Engage, inspire, thrive

KOTTER’S EIGHT-STEP MODEL

Steps ActionStep 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: Don’t 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.

SEE, FEEL, CHANGE

Adapted from Kotter and Cohen, The Heart of Change, 2012

THE TIPPING POINT

Law of the Few Stickiness Factor Power of Context Channel Capacity

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

THE TRANSFORMATIONAL CHANGE CYCLE

Trigger Event

THE RANGE OF EMOTIONS AND CHANGE

Stage 1 Stage 2 Stage 3 Stage 4

APOLLO 13

CASE STUDY

60 Minutes to ReviewDiagnose the situationName the issue(s) Review the facts Identify key stakeholders Assess what matters Apply Kotter’s 8-Step Model Make a recommendation Brief your results

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.

WRITING AND REFLECTION