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Executive LeadershipLeading Change
APHAAOct 2, 2018
1. Identify the difference between change and transition
2. Embrace the principles of change leadership3. Apply an organizational lifecycles lens to target
organizational change management strategies4. Identify concrete steps they can take immediately
to build their capacity to lead, implement and manage change
Learning Outcomes
• What learning are we bringing forward?
• Understanding change leadership• Transition vs change• ADKAR model• Life cycles approach
Agenda
Ice Breaker
• What learning are we bringing forward?
• Understanding change leadership• Transition vs change• ADKAR model• Life cycles approach
Agenda
What are some words that you think of and what emotions do you experience when you think of change?
Discussion
From Change Management to Leadership
Change Management Change Leadership
Begins with A plan to control change A vision to inspire change
Approach is Reactive Proactive
Emphasizes Process first People first
Works in relation to
Defined business processes, as a one-size-fits all solution
Organizational culture and lifecycle
Sees change as Pre-defined and incremental Transformational
Frames leading others as
Overcoming resistance Connecting with values and encouraging participation
Goal is to Managing the financial, organizational and reputational risks of change
Empowering those within your organization to embrace change
Think about an example of change done poorly. What did leaders fail to do to support it?
Change Done Poorly
Think about an example of change done well. What did leaders do to support it?
Change Done Well
Beckhard Change Equation
Dissatisfactionwith the status
quo
Visionof positive possibility
First Stepsin the direction
of the vision
Resistanceto the change
D V F R× × >
Case Study: Online Registration
How can you use the change equation in your life? Your work? Your projects and the teams you work with?
Discussion
• What learning are we bringing forward?
• Understanding change leadership• Transition vs change• ADKAR model• Life cycles approach
Agenda
Change is situationalTransition is psychological
Change vs. Transition
Three Phases of Transition
William Bridges
Ending, Losing,Letting Go
The Neutral Zone
The New Beginning
In order to initiate something new, we need to leave behind the old
Key Goal: Acknowledge and accept that the ‘old’ is ending
Ending Phase
• Honor past successes, contributions• Be clear about what is ending, and what is not• Focus on the need to change without discrediting
the past• Acknowledge the natural feelings of loss• CUSP: Control, Understanding, Support, Purpose
Strategies for the Ending Phase
The space ‘in between’ the old and the new
Key Goal: Provide reassurance, strengthen clarity and focus, and encourage innovation
Neutral Zone
• Encourage creative and innovative suggestions• Acknowledge new approaches• Create short term goals, short term wins• Minimize additional changes• Clarify and continually state the 4 Ps• Purpose, Picture, Plan, Part• WIIFM – help people navigate the transition
Strategies for the Neutral Zone
“This zone is an unpredictable place ripe with opportunity, yet extremely uncomfortable for some who believe they need to know everything before they can get out on the proverbial limb”
- Smith and Sandstrom
The Neutral Zone = Not Knowing
On a scale of 1 to 5:• How comfortable are you not knowing “the
answers”?• How often do you seek the ideas and perspectives
of others?• How well do you listen?
The Neutral Zone
1 2 3 4 5
With this phase comes a return of ease, confidence, and engagement.
Key Goal: Commit to the ‘new’ and to be future focused
The New Beginning
• Be clear about objectives• Know what you are gaining• Take deliberate steps• Solidify new skills• Just do it – move past hesitancy and indecision
Strategies for the New Beginning
What kind of feelings do you experience in each phase?
Discussion
Ending Phase Neutral Zone New BeginningFear Resentment
towards the change initiative
High energy
Denial, A sense of loss
Low morale and low productivity
Openness to learning
Anger, Frustration Anxiety about their role, status or identity
Renewed commitment to the group or their role
Disorientation, Uncertainty
Skepticism about the change initiative
What Do People Feel In Each Phase?
How would people express these feelings in their work, attitude and behaviour?
What experiences or best practices have helped you manage these phases?
How Do People Express Feelings?
Change Leadership is a Marathon
What conversations do you need to have to lead change with your board? Staff and/or volunteers?
Discussion
1. What is changing?2. What will actually be
different because of the change?
3. Who's going to lose what? Who’s going to gain what?
4. What is staying the same?
Four Questions for Smooth Transitions
Questions & Comments
Let’s Break
• What learning are we bringing forward?
• Understanding change leadership• Transition vs change• ADKAR model• Life cycles approach
Agenda
Awareness of the need to changeDesire to participate and support the changeKnowledge of how to change (and what the change looks like)Ability to implement the change on a day-to-day basisReinforcement to keep the change in place
ADKAR
Awareness and Desire
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness and Desire
• Discover what is and is not working• Communicate the case for change
• Present benefits of adopting change• Build a consensus with all stakeholders
• Build a project team and targets• Mobilize commitment from stakeholders
• Implement change• Support change
• Sustain momentum of change• Engage stakeholders in evaluation and adaptation
How do you know when change is required?
Where does the inspiration come from?
Discussion
How can you create a sense of urgency and clarity within your team in order to begin change?
Brainstorm
Knowledge and Ability
Awareness
Desire
Knowledge
Ability
Reinforcement
Knowledge and Ability
• Discover what is and is not working• Communicate the case for change
• Present benefits of adopting change• Build a consensus with all stakeholders
• Build a project team and targets• Mobilize commitment from stakeholders
• Implement change• Support change
• Sustain momentum of change• Engage stakeholders in evaluation and adaptation
Transformation requires constant learning and
growth. A learning organization is dedicated to
continually enhancing its ability to create its
desired future.
Peter SengeThe Fifth Discipline
Change & Organizational Culture
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement
Reinforcement
• Discover what is and is not working• Communicate the case for change
• Present benefits of adopting change• Build a consensus with all stakeholders
• Build a project team and targets• Mobilize commitment from stakeholders
• Implement change• Support change
• Sustain momentum of change• Engage stakeholders in evaluation and adaptation
• What learning are we bringing forward?
• Understanding change leadership• Transition vs change• ADKAR model• Life cycles approach
Agenda
Not-For-Profit Lifecycle Stages
(c) 2001 Susan Kenny Stevens, Ph.D. Licensed to Vantage Point Strategies Society through 2018. All rights reserved
Lifecycle Self-Identification
What characteristics, traits, and behaviours need to be present in order to successfully lead change at your lifecycle stage?
Brainstorm
Successful change leaders…• Can identify their organizational lifecycle stage• Understand the resources, strategies and risks
involved with executing change at that stage• Can anticipate some of the tensions that arise
when moving between lifecycle stages• Look to lifecycle-based fit when involving others
in change management activities
Change Leadership + Life Cycle
• Acknowledge the natural resistance to change• Be clear about the mission imperative• Encourage input• Check assumptions• Build in success, quick wins• Acknowledge achievements past and present• Repeat important messages• Consider what will be lost if change does not
occur
Strategies for Dealing with Resistance
• Is my passion matched with my aspiration? • Do I feel strongly about the need for the change? • Am I convinced it can be accomplished? • Can I convey excitement when I talk about it?• Am I willing to put my credibility on the line to
promise action on it?• Am I committed to seeing this through?• Can I be patient with the process?
Leaders’ Commitment to Change
• What learning are we bringing forward?
• Understanding change leadership• Transition vs change• ADKAR model• Life cycles approach
Agenda
Implementing New Practices
What is one thing you want to put into practice?
What is one thing you want to let go of?
Thank you
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