1. LeadingChange Presented for Embassy Management LLC Dr. Deb
Hedderly September 20, 2013
2. Learning Outcomes Why Dr. Deb and Change? Answer the
question, Why Study Change? Understanding Internal and External
forces that drive change Understanding John Kotters 8 Steps to
Change How do I apply these steps with a current change initiative
or new opportunity?
3. Forces of Change External Demographic characteristics
Changing demands of people with disabilities Technological advances
State Regulations Funding Process
5. Types of Organizational Change Adaptive Change Innovative
Change Radically Innovative Change Reintroducing a Familiar
Practice Introducing a New Practice Introducing a New Practice to
the Industry Low High Degree of Complexity and Resistance to
change
6. Why Change Efforts Fail No sense of urgency Lack of a
guiding coalition Lack of a powerful vision Under-communicating the
vision- the goals
7. Why Change Efforts Fail Failure to remove obstacles Failing
to celebrate along the way Declaring victory too soon Neglecting to
anchor the change in the corporate culture
8. How to make your change effort successful? Follow the
multi-step process that creates the motivation to overcome
obstacles Make sure the process is driven by quality leadership and
management in partnership
9. Leading Change Step 1 Establish a Sense of Urgency
Uncomfortable with status quo Hold managers accountable Share
information at all levels Talk about future opportunities
10. Leading Change Step 2 Create the guiding coalition
Positional power Expertise Credible individuals emergent leaders
Trust Sufficient change leadership
11. Leading Change Step 3 Develop a vision and strategy Clarify
direction Motivate people to take action Coordinate efforts quickly
& efficiently If you cant describe your vision to someone in
five minutes and get their interest, you have more work to do in
this phase of a transformational process.
12. Leading Change Step 4 Communicate the change vision
Meetings, newsletters Analogy & metaphor Address
inconsistencies Answer questions
13. Leading Change Step 5 Empower broad-based action Change
structure Provide needed training Align information systems and
people Hold managers accountable & remove managers who get in
the way
14. Leading Change Step 6 Create short-term wins Provide
evidence change is worth it Reward the change agents Gives
credibility to change initiative Provides evidence its working
Builds momentum Neutralizes the nay-sayers
15. Leading Change Step 7 Consolidate gains and produce more
change Celebrate wins and push for more and bigger change People
are promoted or brought in Leadership continues to communicate the
vision Leadership from all levels Duplicity is eliminated
16. Leading Change Step 8 Anchoring new approaches in the
culture New approaches better than the old Support from guiding
coalition Key people changes Promotion and reward systems
17. Leading Change John P. Kotter Organizations of the future
will survive if they can manage change successfully with a
flattened hierarchy, managers that can lead, policies and
procedures that support customers, systems that distribute
performance data throughout the organization, where training and
development of people is valued and the culture is externally
oriented, empowered, quick to make decisions, open and more risk
tolerant.
18. Activity Identify one possible change initiative or
opportunity Is there currently a sense of urgency? Identify who
would be part of the guiding coalition Remember the ratio 4:1 Draft
a vision statement Outline how this vision would be communicated
Face to face or using technology or both? What needs to be done?
Start to draft an action plan
19. Resources for Leading Change Biech, E. (2007).
ThrivingThrough Change: A Leaders Practical Guide to Change Mastery
Cohen, D. (2005). The Heart of Change Field Guide:Tools and Tactics
for Leading Change inYour Organization Gilley, A. (2005). The
Manger as Change Leader Kotter, J. (2012). Leading Change Kotter,
J. (2012).The Heart of Change: Real Life Stories of How People
ChangeTheir Organizations
