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8 Steps for Leading the Change Process to a Paperless Agency
July 25, 2013
Today’s Presenters
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John P. Kotter & Leading Change
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John Kotter’s Bio • Former professor at Harvard • Authored 18 books on leadership
and change • Rated #1 Leadership Guru in
America by Business Week • Focus is developing practical
leadership skills to lead change in complex environments
John P. Kotter & Leading Change
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• Leading Change is the blueprint for how to sequentially lead successful change in an organization
• MediSked applies and follows these techniques when guiding provider agencies through a technology implementation
• A change to a paperless agency is a shock to the culture and underpinnings of an agency and should not be taken lightly!
Management vs. Leadership
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Management • Planning and budgeting: establishing steps and
timetables for achieving results, then allocating resources to make it happen
• Organizing and staffing: delegating responsibility and authority for carrying out the plan. Providing policies and procedures to help guide people
• Controlling and problem solving: monitoring results, identifying deviations from plan, problem solving
Produces predictability and order and has potential to produce short term results
Source: From A force for change: How leadership differs from management by John Kotter. Copyright 1990
Management vs. Leadership
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Leadership • Establishing direction: developing a vision of
the future & strategies for producing change • Aligning People: communicating direction in
words and deeds to all those who are needed to create teams and coalitions
• Motivating and inspiring: energizing people to overcome major political, bureaucratic and resource barriers to change by satisfying basic, unfilled needs
Produces change, often to a dramatic degree & has the potential to produce extremely useful change
Source: From A force for change: How leadership differs from management by John Kotter. Copyright 1990
MOST ARE TAUGHT MANAGEMENT SKILLS, FEW ARE TAUGHT LEADERSHIP
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So you wanna take your agency paperless?
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Where do you start?
You have to have a plan
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• Your transition needs to be deliberate and thought out
• Be realistic on timeframes
• Your agency is looking for leadership, not just management – are you up to the challenge?
The 8 Steps to Leading Change
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1. Create Urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short term wins
7. Build on change
8. Anchor the changes in your corporate culture
1. CREATE URGENCY!!
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• Things are fine the old way, why change? – Identify potential threats or scenarios that show
what could happen in the future
– Opportunities that could be exploited
• In any approach, it’s imperative to be aware that this change affects everyone in your agency. Scenarios have to tie urgency back directly to their jobs
1. CREATE URGENCY!!
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• Strong commitment and belief from majority of management (75%) that urgency is absolutely essential
• Complacency is your enemy!!
1. CREATE URGENCY!!
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• To create urgency if external factor is not “looming”
– With managers, map out current work flows (ex. Service notes, billing claims, matching time & attendance)
– The more quantifiable with length of time & number of steps, the more it will make the urgency seem real
2. Form a powerful coalition
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• It starts from the top
– Common mistake: trying to go at it alone
– You have to LEAD change, not force it
– Management team responsible for facilitating and enabling change, not employees
– Build support around TRUST and COMMON GOAL
2. Form a powerful coalition
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• Choose wisely – Build your team or coalition of change
champions and influencers
– Doesn’t have to follow traditional hierarchy, need to be influential
– Give your team responsibility that will empower them- they need to have input on how the change will be managed
2. Form a powerful coalition
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• Hold discovery sessions with your different departments and programs regarding change to make their area better
• Identify the people who bring ideas and possible solutions, not just problems
• Create diverse team: position at the agency, expertise, credibility, leadership
3. Create a vision for change
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• Crafting your overall vision
– Determines the values that are central to the change
– Develops a short summary that captures what you see as the future (going back to urgency)
– Helps create a strategy to execute vision
3. Create a vision for change
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Authoritarian decree Vision Micromanagement
Forces that support the status quo
3. Create a vision for change
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• Creating an effective vision – Relate change to broader external environment
& how you will be successful in it. <<Going paperless to save trees will not motivate your staff >>
– Short term goals should be specific & achievable: costs, measurables, timetables, dependencies
– Long term should be broader and vision based
4. Communicate the Vision
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• Communicate vision frequently!
• Use vision to make daily decisions and solve problems
• Should reinforce the reasons for the change
4. Communicate the Vision
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Simplicity Eliminate jargon and tech-y terms. KISS
Metaphor, analogy A verbal picture can be more effective
Multiple forums Large & small meetings, emails, newsletters
Repetition Ideas sink in more when they have been heard many times
By example Behavior that is inconsistent with the vision is a killer
Explanation of seeming inconsistencies
Unaddressed inconsistencies undermine credibility
Give and take Listen as much as your talking
TIPS
4. Communicate the Vision
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• Create forums for discussion
– Face to face and virtually
• Create email newsletter with regular updates
• Provide outlets for your staff to provide feedback. They need to feel heard & process the change.
Remember, change threatens most people
5. Remove Obstacles
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• As change actually begins to happen, resistance will set in with some
It was easier before!
This is cumbersome!
They don’t know what they’re doing!
5. Remove obstacles
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• A leader puts a structure in place for change & continually checks barriers against it
• Aligning & changing process and systems to the vision
• Remove people from the project who reinforce old systems
• Encourage, enable & develop accepting team members
5. Remove obstacles
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• Do not shun those resistant to change; seek to understand them. Provide outlets
• Relate change to resisting parties back to “what’s in it for me”
• Confront supervisors who undercut the vision or change
6. Create short term wins
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• Nothing motivates more than success
• Create attainable, short term targets
• Without short term wins, the critics start to appear
6. Create short term wins
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• Role of short term wins
– Provides evidence that sacrifices are worth it
– Reward change agents with pat on the back
– Help fine tune vision and strategies
– Undermine cynics
– Keep bosses on board
– Build momentum
6. Create short term wins
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• With software implementation, plan short term goals and wins along the way
• Create visuals around the office
• Celebrate your wins
• Embed into your culture
7. Build on Change
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• Most often, tech projects fail because victory was declared to early
• The importance of training cannot be stressed enough
• Increased comfort with technology = decreased anxiety about the change
7. Build on Change
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• What Stage 7 looks like in a successful effort
– More change, not less
– Leadership from senior management
– Leadership from below
– Reduction of unnecessary interdependencies
7. Build on Change
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• Incorporate training best practices from your software vendor
• Build technology training into your onboarding process
• Continue to empower your staff to look for improvements
8. Anchor the changes in your corporate culture
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• Your culture determines what gets done; the values behind your vision must be present day to day
• Continuous efforts: talk progress, success stories, include change values in hiring and training
8. Anchor the changes in your corporate culture
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Comes last, not first Most alterations in norms and shared values come at the end of the transformation process
Depends on results New approaches sink into culture only after it’s clear they work
Requires lots of talk Without verbal instruction & support, people are often reluctant to admit the validity of new practices
May involve turnover Sometimes the only way to change a culture is to change key people
Makes decisions on succession crucial
If promotion processes are not changed to be compatible with new practices, old culture will stick
Concepts in anchoring change
8. Anchor the changes in your corporate culture
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• Methods of open communication & feedback
• Be consistent with vision and action
8. Anchor the changes in your corporate culture
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• In the end, you will realize the change from paper to software was only a small piece of the overall change
• Opportunity to empower employees and create culture where everyone is united in the same vision
• The change management process is the catalyst to ensuring your agency’s health into the future
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