Being First, Inc. Leading Transformation … · Being First, Inc. Leading Transformation ... • Developing your mindset and skills as a change ... integration strategy, and

Being First, Inc.Leading Transformation

Being First, Inc. • 1242 Oak Dr., DW2 • Durango CO 81301 • (970) 385-5100

© 2010 Being First, Inc. All Rights Reserved.

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LEADING LEADING LEADING LEADING LEADING LEADING LEADING LEADING

TRANSFORMATIONTRANSFORMATIONTRANSFORMATIONTRANSFORMATIONTRANSFORMATIONTRANSFORMATIONTRANSFORMATIONTRANSFORMATIONHow to Set Up YourHow to Set Up YourChanges for SuccessChanges for Success

Linda Ackerman Anderson, Being First, Inc.Linda Ackerman Anderson, Being First, Inc.

March 2, 2011March 2, 2011

PurposePurpose

To increase your ability to lead transformation successfully by:

• Learning how to consciously set up your changes for success through addressing the people and process dynamics of transformation

• Developing an understanding of the CLR process model and how to apply it to further your change project

• Understanding the power of enterprise-level change leadership and its strategic disciplines

• Developing your mindset and skills as a change consultant and leader

• Introduction

• Foundations for Successful Change Leadership

� Critical Focus Areas: Content, People, and Process

� Three Types of Change

� The Conscious Change Leader Accountability Model

• The Change Leader’s Roadmap Methodology

• Enterprise level Strategic Disciplines for Change

• Influence of Mindset on the Success of Change

• Developing Yourself as a Powerful Agent of Change

• Closing

AgendaAgenda

Day OneDay One




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The Value of Conscious The Value of Conscious

Change LeadershipChange Leadership

A

Work

A - Core business activities

B

Work

B - Techniques and strategies to

improve “A” work

C

Work

C - Techniques and strategies

to improve “B” work;

“Improving how we improve

the work of the organization:

CONSCIOUS CHANGE

LEADERSHIP”

FOUNDATIONS FOR FOUNDATIONS FOR FOUNDATIONS FOR FOUNDATIONS FOR FOUNDATIONS FOR FOUNDATIONS FOR FOUNDATIONS FOR FOUNDATIONS FOR

SUCCESSFUL CHANGE SUCCESSFUL CHANGE SUCCESSFUL CHANGE SUCCESSFUL CHANGE SUCCESSFUL CHANGE SUCCESSFUL CHANGE SUCCESSFUL CHANGE SUCCESSFUL CHANGE

LEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIP

Critical Focus Areas of Leading Critical Focus Areas of Leading

ChangeChange

CONTENT

Content of Change

The organizational focus of the

change (structure, strategy,

business process, technology,

culture, product, or service)




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ChangeChange

CONTENT

PEOPLE

People in Change

Handling the human dynamics

of change: people’s mindsets,

commitment to change;

emotional reactions, behavior,

engagement, relationships,

politics; cultural dynamics

impacting the change


ChangeChange

PROCESS

CONTENT

Process of Change

The way in which change is

planned, designed, and

implemented; adjusting to

how it unfolds; its A-Z

roadmap, governance,

integration strategy, and

course corrections

Three Types of ChangeThree Types of Change

• Developmental Change

• Transitional Change

• Transformational Change




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Developmental Change


Transitional Change

OLDSTATE

TRANSITION STATE

NEWSTATE

OLDSTATE


Transformational Change

Success Plateau

Death:

Mindset Shifts

Re-emergence

Chaos

Growth

Birth

Wake-Up

Calls




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The Transformational JourneyThe Transformational Journey

CURRENT REALITY

Course Correction

Learning

Wake-Up Calls:

Feedback telling you to learn

and course correct

VisionVision

WorksheetWorksheet

Developmental, Transitional, or

Transformational…which is your primary type

of change?

Determining the Type of Your Change Effort

THE CONSCIOUS CHANGE THE CONSCIOUS CHANGE THE CONSCIOUS CHANGE THE CONSCIOUS CHANGE THE CONSCIOUS CHANGE THE CONSCIOUS CHANGE THE CONSCIOUS CHANGE THE CONSCIOUS CHANGE

LEADER ACCOUNTABILITY LEADER ACCOUNTABILITY LEADER ACCOUNTABILITY LEADER ACCOUNTABILITY LEADER ACCOUNTABILITY LEADER ACCOUNTABILITY LEADER ACCOUNTABILITY LEADER ACCOUNTABILITY

MODELMODELMODELMODELMODELMODELMODELMODEL




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The Conscious Change Leader The Conscious Change Leader

Accountability ModelAccountability Model

• Your best strategy for success is awareness of

all of the factors that need your attention

and must be aligned to produce your results

� For advance planning

� While the change is unfolding

� To ensure sustained results over time

The Conscious Change LeaderThe Conscious Change Leader




Internal External

Co

lle

ctiv

eIn

div

idu

al

Four Quadrants




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Internal External

Co

lle

ctiv

eIn

div

idu

al

Focus Areas

Mindset Behavior

Culture Systems



Five Levels of System



Design your change

process to address all

quadrants and all

levels




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THE CHANGE LEADER’S THE CHANGE LEADER’S THE CHANGE LEADER’S THE CHANGE LEADER’S THE CHANGE LEADER’S THE CHANGE LEADER’S THE CHANGE LEADER’S THE CHANGE LEADER’S

ROADMAPROADMAPROADMAPROADMAPROADMAPROADMAPROADMAPROADMAP

FullstreamFullstream Transformation ModelTransformation Model

UPSTREAMUPSTREAMUPSTREAMUPSTREAMUPSTREAMUPSTREAMUPSTREAMUPSTREAMCHANGECHANGECHANGECHANGECHANGECHANGECHANGECHANGE

(Setting the Foundations for

Success)

MIDSTREAMMIDSTREAMMIDSTREAMMIDSTREAMMIDSTREAMMIDSTREAMMIDSTREAMMIDSTREAMCHANGECHANGECHANGECHANGECHANGECHANGECHANGECHANGE(Design)

DOWNSTREAMDOWNSTREAMDOWNSTREAMDOWNSTREAMDOWNSTREAMDOWNSTREAMDOWNSTREAMDOWNSTREAMCHANGECHANGECHANGECHANGECHANGECHANGECHANGECHANGE

(Implementation)

The Change Leader’s RoadmapThe Change Leader’s Roadmap

I. Prepare to Lead

the Change

I. Prepare to Lead

the Change

III. Assess the Situation to

Determine Design

Requirements

II. Create Organizational

Vision, Commitment,

and Capability

IV. Design the

Desired State

V. Analyze the ImpactsVI. Plan and Organize

for Implementation

VII. Implement the

Change

VIII. Celebrate and

Integrate the New State

IX. Learn and

Course Correct

Hear the

Wake-up

Call




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as a as a FullstreamFullstream ProcessProcess


I. Prepare to Lead

the Change

I. Prepare to Lead

the Change


Determine Design

Requirements


Vision, Commitment,

and Capability

IV. Design the

Desired State

V. Analyze the ImpactVI. Plan and Organize

for Implementation

VII. Implement the

Change

VIII. Celebrate and


IX. Learn and

Course Correct

Hear the

Wake-up

Call

Copyright 2010 Being First, Inc. All rights reserved.


Phase IPhase I

I.I.

PREPARE TO LEAD THE PREPARE TO LEAD THE CHANGECHANGE

I.I.

PREPARE TO LEAD THE PREPARE TO LEAD THE CHANGECHANGE

Activity I.AStart Up and Staff

Change Effort

Activity I.BActivity I.BCreate Case for Change and

Determine Initial Desired Outcomes

Activity I.CAssess and Build

Organization’s Readiness and Capacity

Activity I.DBuild Leaders’ Capability to

Lead the Change

Activity I.EClarify Overall

Change Strategy

Activity I.FBuild Infrastructure and Conditions to Support

Change Effort




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Phase IIPhase II

II.II.CREATE ORGANIZATIONAL CREATE ORGANIZATIONAL VISION, COMMITMENT, AND VISION, COMMITMENT, AND

CAPABILITYCAPABILITY

II.II.CREATE ORGANIZATIONAL CREATE ORGANIZATIONAL VISION, COMMITMENT, AND VISION, COMMITMENT, AND

CAPABILITYCAPABILITY

Change Strategy

Activity II.ABuild Organizational

Understanding of Case for Change, Vision, and

Change Strategy

Activity II.BIncrease Organization’s

Capability to Change


Phase IIIPhase III

III.III.ASSESS THE SITUATION TO ASSESS THE SITUATION TO

DETERMINE DESIGN DETERMINE DESIGN REQUIREMENTSREQUIREMENTS

III.III.ASSESS THE SITUATION TO ASSESS THE SITUATION TO

DETERMINE DESIGN DETERMINE DESIGN REQUIREMENTSREQUIREMENTS

Activity III.A Assess the Situation to

Determine Design Requirements


Phase IVPhase IV

Activity IV.A Design Desired State

IV.IV.

DESIGN THE DESIREDDESIGN THE DESIREDSTATESTATE

IV.IV.

DESIGN THE DESIREDDESIGN THE DESIREDSTATESTATE




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Phase VPhase V

Activity V.AAnalyze Impacts of

Desired State

V.V.

ANALYZE THE IMPACTANALYZE THE IMPACT

V.V.

ANALYZE THE IMPACTANALYZE THE IMPACT


Phase VIPhase VI

Activity VI.ADevelop Implementation

Master Plan

Activity VI.BPrepare Organization to Support Implementation

VI.VI.

PLAN AND ORGANIZE FOR PLAN AND ORGANIZE FOR IMPLEMENTATIONIMPLEMENTATION

VI.VI.

PLAN AND ORGANIZE FOR PLAN AND ORGANIZE FOR IMPLEMENTATIONIMPLEMENTATION


Phase VIIPhase VII

Activity VII.A Implement the Change

VII.VII.

IMPLEMENT THE CHANGEIMPLEMENT THE CHANGE

VII.VII.

IMPLEMENT THE CHANGEIMPLEMENT THE CHANGE




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Phase VIIIPhase VIII

Activity VIII.ACelebrate Achievement of

Desired State

Activity VIII.BSupport Integration and

Mastery of New State

VIII.VIII.

CELEBRATE AND INTEGRATE CELEBRATE AND INTEGRATE THE NEW STATETHE NEW STATE

VIII.VIII.

CELEBRATE AND INTEGRATE CELEBRATE AND INTEGRATE THE NEW STATETHE NEW STATE


Phase IXPhase IX

IX.IX.

LEARN ANDLEARN ANDCOURSE CORRECTCOURSE CORRECT

IX.IX.

LEARN ANDLEARN ANDCOURSE CORRECTCOURSE CORRECT

Activity IX.ABuild System to

Continuously Improve New State

Activity IX.BLearn from Your Change

Process and Establish Best Practices

Activity IX.CDismantle Temporary Change Infrastructure


I. Prepare to Lead

the Change

I. Prepare to Lead

the Change


Determine Design

Requirements


Vision, Commitment,

and Capability

IV. Design the

Desired State

V. Analyze the ImpactVI. Plan and Organize

for Implementation

VII. Implement the

Change

VIII. Celebrate and


IX. Learn and

Course Correct

Hear the

Wake-up

Call




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WorksheetWorksheet

• What phases or activities are you now in?

• What activities have you done well?

• What activities were overlooked or are

incomplete?

• What activities come next?

Assessing Your Change Process

LEADING CHANGE AS A LEADING CHANGE AS A LEADING CHANGE AS A LEADING CHANGE AS A LEADING CHANGE AS A LEADING CHANGE AS A LEADING CHANGE AS A LEADING CHANGE AS A

STRATEGIC DISCIPLINESTRATEGIC DISCIPLINESTRATEGIC DISCIPLINESTRATEGIC DISCIPLINESTRATEGIC DISCIPLINESTRATEGIC DISCIPLINESTRATEGIC DISCIPLINESTRATEGIC DISCIPLINE

The Importance of LeadingThe Importance of Leading

Change StrategicallyChange Strategically

CompetingInitiatives

Leadership and Integration Driven by Executive Oversight

and Change Disciplines

Shared Vision; No Strategy or Integration




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Change as a Strategic DisciplineChange as a Strategic Discipline

• All other key functions in the organization are designed as strategic disciplines

� Finance

� HR

� IT

� Supply Chain

� Marketing…

THE SAME IS NEEDED FOR CHANGE!!!

Approaches to Change as a Approaches to Change as a

Strategic DisciplineStrategic Discipline

• Enterprise Change Agenda

• Common Change Process Methodology

• Change Infrastructure and Best Practices

• Strategic Change Center of Excellence

ENTERPRISE ENTERPRISE ENTERPRISE ENTERPRISE ENTERPRISE ENTERPRISE ENTERPRISE ENTERPRISE

CHANGE AGENDACHANGE AGENDACHANGE AGENDACHANGE AGENDACHANGE AGENDACHANGE AGENDACHANGE AGENDACHANGE AGENDA




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Enterprise Change AgendaEnterprise Change Agenda

The enterprise change agenda ensures five

critical success requirements:

1. Current change efforts are the right ones to

execute and fulfill business strategy.

2. Efforts are prioritized, organized, assigned, and

optimally paced.

3. Organization has the capacity, stamina,

capability, and in-house change resources to

succeed in change.


The enterprise change agenda ensures five

critical success requirements: (cont’d)

4. Ability to assess and drive required culture

change in every major initiative.

5. The best coordination and leverage of all

external consultants.


• Follows Strategic Business Planning

• Precedes Operational Planning

• Is revisited throughout the year

• Is set up for each autonomous business unit

• Has one executive in charge of its process and value




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COMMON COMMON COMMON COMMON COMMON COMMON COMMON COMMON

CHANGE PROCESS CHANGE PROCESS CHANGE PROCESS CHANGE PROCESS CHANGE PROCESS CHANGE PROCESS CHANGE PROCESS CHANGE PROCESS

METHODOLOGYMETHODOLOGYMETHODOLOGYMETHODOLOGYMETHODOLOGYMETHODOLOGYMETHODOLOGYMETHODOLOGY


I. Prepare to Lead

the Change

I. Prepare to Lead

the Change


Determine Design

Requirements


Vision, Commitment,

and Capability

IV. Design the

Desired State

V. Analyze the ImpactsVI. Plan and Organize

for Implementation

VII. Implement the

Change

VIII. Celebrate and


IX. Learn and

Course Correct

Hear the

Wake-up

Call

CHANGE CHANGE CHANGE CHANGE CHANGE CHANGE CHANGE CHANGE

INFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTURE

AND BEST PRACTICESAND BEST PRACTICESAND BEST PRACTICESAND BEST PRACTICESAND BEST PRACTICESAND BEST PRACTICESAND BEST PRACTICESAND BEST PRACTICES




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Change Infrastructure ElementsChange Infrastructure Elements

• Standard practices: case for change and change

strategy

• Governance: roles, charters, decision-making

• Recommended conditions for success and

metrics

• Templates for communication and engagement

• Mechanisms to ensure adequate capacity

Change Infrastructure ElementsChange Infrastructure Elements

• Mechanisms for rapid course correction

• Vehicles for multiple project integration (“air traffic control”)

• Change leadership competencies: skills, knowledge, behaviors, mindsets

• Roster of best practices and tools

• Electronic information and knowledge management tools

STRATEGIC CHANGE STRATEGIC CHANGE STRATEGIC CHANGE STRATEGIC CHANGE STRATEGIC CHANGE STRATEGIC CHANGE STRATEGIC CHANGE STRATEGIC CHANGE

CENTER OF EXCELLENCECENTER OF EXCELLENCECENTER OF EXCELLENCECENTER OF EXCELLENCECENTER OF EXCELLENCECENTER OF EXCELLENCECENTER OF EXCELLENCECENTER OF EXCELLENCE




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Strategic Change (SC)Strategic Change (SC)

Center of ExcellenceCenter of Excellence

Your organization’s vehicle for:

• Ensuring alignment on how to lead change

• Masterful SC consulting expertise

• Stewarding methodology and best practices

• Access to all change resources

• Supporting mission-critical change efforts

• Continuous professional development

Advancing Strategic Change Advancing Strategic Change

DisciplinesDisciplines

• Which of the disciplines do you see as most

important/needed/of value NOW?

• How can you raise the issue with your

executive clients? How would you generate

real data to demonstrate the value/need?

• White Paper from Being First for more

details…

THE INFLUENCE OF MINDSET THE INFLUENCE OF MINDSET THE INFLUENCE OF MINDSET THE INFLUENCE OF MINDSET THE INFLUENCE OF MINDSET THE INFLUENCE OF MINDSET THE INFLUENCE OF MINDSET THE INFLUENCE OF MINDSET

ON THE SUCCESSON THE SUCCESSON THE SUCCESSON THE SUCCESSON THE SUCCESSON THE SUCCESSON THE SUCCESSON THE SUCCESS

OF CHANGEOF CHANGEOF CHANGEOF CHANGEOF CHANGEOF CHANGEOF CHANGEOF CHANGE




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WorksheetWorksheet

What are your thoughts and feelings about the

change effort you are currentlycurrently engaged in?

Personal Reactions to Change

What is Mindset?What is Mindset?

• Our worldview; the place or orientation from

which we experience our reality and form our

perceptions of it

• Fundamental assumptions about reality: core

beliefs, values, mental models

• The source of our decisions, actions, and

resultsresults!

Mindset Demonstration 1Mindset Demonstration 1

Individual Muscle Test




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Environment:

The World We Live In

The Influence of MindsetThe Influence of Mindset

Internal StateThoughtsDecisions

SensationsEmotionsEnergy

Behavior

Actions/Performance

Results

Facts

InterpretationPerception

Environment:

The World We Live In

Conscious

Awareness

and Choice

Leverage Point for ChangeLeverage Point for Change

“If you continue to think the way you have

always thought, you will continue to get what

you have always gotten.”

…Marilyn Ferguson

Mindset Demonstration 2Mindset Demonstration 2

Group Muscle Test




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GROUP

• Team Norms

Impact of Mindset at Multiple Impact of Mindset at Multiple

LevelsLevels

SELF

• Mindset

WHOLE

SYSTEM

• Culture

DEVELOPING YOURSELF AS A DEVELOPING YOURSELF AS A DEVELOPING YOURSELF AS A DEVELOPING YOURSELF AS A DEVELOPING YOURSELF AS A DEVELOPING YOURSELF AS A DEVELOPING YOURSELF AS A DEVELOPING YOURSELF AS A

POTENT AGENT OF CHANGEPOTENT AGENT OF CHANGEPOTENT AGENT OF CHANGEPOTENT AGENT OF CHANGEPOTENT AGENT OF CHANGEPOTENT AGENT OF CHANGEPOTENT AGENT OF CHANGEPOTENT AGENT OF CHANGE

Your Greatest StrengthsYour Greatest Strengths

Context: Consulting to/Leading Change

• Knowledge and Skills

• Behavioral patterns

• Mindset/Beliefs/Values/Attitude

• Ways of interacting with others

• Your personal presence




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Your SelfYour Self--Limiting PatternsLimiting Patterns

• How do you respond when you are outside of

your comfort zone?

(The Good, the Bad, and the Ugly…)

We respond and live in either an expanded

state (our strengths and comfort zone) or a

contracted state (reactive, defensive, etc.)

My EXPANDED Ways of Being

• Trusting

• Open

• Curious

• Empowered

• …

• …

• …

My CONTRACTED Ways of Being

• Afraid

• Doubting/suspicious

• Self-Protective

• Controlling

• …

• …

• …

Self ReflectionSelf Reflection

Triggers of My EXPANDED Ways of Being

• Being appreciated

• Being given a new

opportunity

• Being asked to be creative

• …

• …

• …

• …

Triggers of My CONTRACTED Ways of Being

• Being confronted

• Being blamed

• Fear of failure

• …

• …

• …

• …

Self ReflectionSelf Reflection




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Conscious Use of SelfConscious Use of Self

Use contraction/breakdowns/challenges to trigger self-reflection. Notice:

� Your personal reactions

� Your mindset that is generating your reactions

� Your view of the issues/facts

� Your mindset that is causing you to see the issues/facts this way

� Other ways to interpret/see to enable a better outcome

Get to know your expanded self and choose expansion as your way of being!

Thank You!Thank You!Thank You!Thank You!Thank You!Thank You!Thank You!Thank You!

Documents

Being First, Inc. Leading Transformation … · Being First, Inc. Leading Transformation ... • Developing your mindset and skills as a change ... integration strategy, and