Leading through change

© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1

Steve WinterbottomVice-President, Information TechnologyCiscoFebruary 9, 2012

Leading Through Change

© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID

Leadership Change How people respond to Change Things may not go according to plan!!

Topics


Inspiring and Influencingothers to own and

accomplish a mission

Leadership is the key success factor for (any) mission

We all have areas in which we must exhibit strong leadership

We can all be leaders!!

Leadership ( I Believe! )


Leadership

Leaders aren't born, they are made. And they are made just like anything else, through hard work. And that's the price we all have to pay to achieve that goal, or any goal.

~ Vince Lombardi ~

http://www.cyber-nation.com/victory/quotations/authors/quotes_lombardi_vince.html


Simple Model - Forms of Power

Organizational ( Reward, Coercive )

Expert

Referent ( Genuine respect )

The boss drives people; the leader coaches them. The boss depends on authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says "I"; The leader says "WE". The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss says, "GO"; the leader says let’s "GO!"

~ H. Gordon Selfridge ~

http://www.cyber-nation.com/victory/quotations/authors/quotes_selfridge_hgordon.html


What type of change are you leading?

ContinuousIncremental

Change

Adopt routine processes for continuous change

Total Quality ManagementSix Sigma

TransformativeChange

Unfreeze

Transition

Grow

Change Management


Change and Expectations

Change causes a disruption in expectations

Each of us moves through life (and change) at a unique pace – a pace that allows us to absorb the new expectations.

Sometimes the changes come faster than we are ready for them!!


Bridges Model - Response to Change

A

B

T r a n s i t i o n

Ending Denial Anger Shock Stress

Neutral ZoneChurning BehaviorApproach (new behaviors)Avoidance (back to old behaviors)

New Beginning

Energy Creativity Acceptance

Change

strategies-for-managing-change.com/william-bridges.html


The Change Curve

Time

Emot

iona

l Res

pons

e

ImmobilizationDenial

Anger

Bargaining

Depression

Testing

Acceptance

Pass

ive

Act

ive

From Managing at the Speed of Change, Daryl Conner


Impact of Change


Applying The Model: Making It Real

• Where are you on the transition curve?

• Where is your team is on the transition curve?

• What is going away? What is staying the same? What is changing?

• What can you do to support your team based on the stage they are in?

Time

Emot

iona

l Res

pons

e

ImmobilizationDenial

AngerBargaining

Depression

Testing

Acceptance

Pass

ive

Act

ive


Conceive Define Build /Verify Implement Add Value

TIME

VAL

UE

E

XPE

CTA

TIO

N Heights of Euphoria

Depths ofDespair

Search forthe Guilty

Find aScapegoat

Expectations ‘S’ curve – Another VersionLeading Through Change - Expectations


Conceive Define

Build /Verify Implement Add Value

TIME

VAL

UE

E

XPE

CTA

TIO

N

• Raise expectations just high enough to sell the project

• Generate excitement about the project value add, but not too much

• The higher the pre-implementation expectations, the greater the risk of a post-implementation backlash

Suggestion:• Keep the project proposal value add statement succinct, including an ‘is’ and ‘is not’ section

• Ensure a high level sponsor is signed up to ensure the value is delivered

• Deliver project value in smaller, quicker chunks

Managing ExpectationsLeading Through Change - Expectations

http://dgl.microsoft.com/mgnsrv.dll?1,en,j0283212


Set Realistic ExpectationsLeading Through Change - Expectations


I’m sure glad the hole isn’t in our end…


Resistance

Compliance

Commitment

Awarenessof Change

Outcomes of an Awareness Program

The most successful teams have a 5:1 ratio of positive to negative feedback.

Losada and Gottman


“I pray God I can manage to get the whole Party to civilization.”

THE CALLMen wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness.Honour and recognition in case of success.

Leadership and ChangeShackleton and The Endurance

“It is the last great Polar journey that can be made. There now remains the largest and most striking of all journeys – the crossing of the Continent.”


Low High

Confidence

High

Certainty

Low

We’ve never done this before,

but we can do it together

This is hopeless.Nobody knowsWhat they’re

Doing.

Our plan is on target. I have

every confidence that we’re on the

right track.

I know what todo, but they

never listen to me.It’ll never work.

Source: Leadership in Times of Stress and ChangeMark J. Tager and Harry L. Woodward

“Plans are worthless. Planning is everything”

Winston Churchill

Change Situational Grid


I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd what I was rdanieg. The phaonmneal pweor of the hmuan mnid Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a poberlm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh and I awlyas thought slpeling was ipmorantt.

Not Eveyrhtnig Is As It Aappers


Thank-You!

Business

Leading through change