Leading Change - Overview

8/6/2019 Leading Change - Overview

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LeadingLeading ChangeChange


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LeadershipLeadershipa hota hot subjectsubject MoreMore thanthan 26,00026,000

articles on leadershiparticles on leadership

AnAn integralintegral definitiondefinitionof leadershipof leadership isis thethe

subjectsubject of a 60of a 60--pagepagearticlearticle 11

11Winston et Patterson (2006)Winston et Patterson (2006)


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OurOur DefinitionDefinition of Leadershipof Leadership 22

TheTheprocessprocessofofinfluencinginfluencinga group bya group bylegitimatelegitimate

meansmeanstotoaccomplishaccomplishitsitsmissionmission..

22Roach &Roach & BehlingBehling(1984),(1984), GulatiGulati (2000)(2000)


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Leadership vs. ManagementLeadership vs. Management ClassicalClassical DefinitionDefinitionManagersManagers maintainmaintain statusstatus

quo byquo by controllingcontrolling, Leaders move, Leaders move thingsthings forwardforwardbyby influence.influence.

AccordingAccording to W. Edwards Deming (1982):to W. Edwards Deming (1982):

Management = LeadershipManagement = Leadership. One. One cannotcannot managemanagewithoutwithout leadership.leadership. LeadershipLeadership isis the job ofthe job ofmanagementmanagement

AlternateAlternateviewview:: Leadership =Leadership = ResponsabilityResponsability..

EachEachpersonperson in a leadership positionin a leadership position isisaccountableaccountabletoto stakeholdersstakeholders..


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LeadershipLeadership isis thethe EverybodyEverybodyssJobJob33

AllAllplayersplayers in anin an

organizationorganization areareresponsibleresponsible forforinfluencinginfluencing othersothers inin

thethe organizationorganizationtowardstowards successsuccess..

33Kouzes &Kouzes & PosnerPosner (2002)(2002)


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22 PrinciplesPrinciples ofofSuccessfulSuccessful LeadershipLeadership 44

The leader mustThe leader must desiredesire thethe

goodgood ofofthosethose hehe isis calledcalledtoto leadlead..

1.1. LeadershipLeadership consistsconsists ofoffindingfinding aa meansmeans ofofallowingallowing

people topeople to contributecontribute to theto theaccomplishmentaccomplishment ofofsomethingsomethingextraordinaryextraordinary..

2.2. LeadershipLeadership isis not anot a mattermatter ofof

thethe headhead. It. It isis aa mattermatter of theof theheartheart..



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QualitiesQualities MostMost DesiredDesired of a Leaderof a Leader55

33 studiesstudies (1987, 1995, 2002), 10 countries.(1987, 1995, 2002), 10 countries. ChosenChosen

fromfrom 2020 characteristicscharacteristics by moreby more thanthan 50% of50% ofrespondentsrespondents::1.1. HonestyHonesty

2.2. AAclearlyclearly communicatedcommunicatedvision of the futurevision of the future

3.3. CompetenceCompetence4.4. TheThe abilityability to inspire changeto inspire change

CanCan bebe summedsummed up by CREDIBILITYup by CREDIBILITY

IfIfyouyoudondonttbelievebelievethethemessengermessenger,,youyouwonwonttbelievebelievethe message.the message.



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TheThe FundamentalFundamental Secret of LeadershipSecret of Leadership 66

The leader mustThe leader must..bebeininlovelovewithwithleadership,leadership, withwiththe peoplethe peoplewhowhodo thedo theworkwork,, withwithwhatwhatthethe

organizationorganizationproducesproduces,,andandwithwiththosethosewhowhohonorhonorthetheorganizationorganizationbybyusingusingthethegoodsgoodsand servicesand servicesititproducesproduces..



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LeadingLeading ChangeChange

RequiresRequires bothboth

leadershipleadership(influence) and(influence) and

managementmanagement

(control).(control). WeWewillwill studystudy::

1.1. TheThe charactercharacter of theof the

leaderleader

2.2. TechniquesTechniques forfor

leadingleading changechange


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A LeaderA Leaderanan exampleexample ofof

CommitmentCommitment 77

1.1. Works intenselyWorks intensely

2.2.

DevelopsDevelops hishis competencecompetence,,communicationcommunication skillsskills,,interpersonalinterpersonal relationshipsrelationships..

3.3. ImprovesImprovesworkingworking conditionsconditionsforfor thosethose hehe leadsleads,, makesmakes

personalpersonal sacrifices, andsacrifices, and doesdoeswhateverwhatever elseelse isis requiredrequired totoleadlead thethe organizationorganization towardstowardsthethe accomplishmentaccomplishment ofofitsitslegitimatelegitimate goals.goals.

77Maxwell (1999)Maxwell (1999)


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HumilityHumility andand determinationdetermination 88

CollinsCollins researchresearch over 5over 5yearsyears, 1435, 1435

companiescompanies, 21, 21 researchersresearchers.. 1111 companiescompanies out of 1435out of 1435werewere able toable to

increaseincrease theirtheirperformanceperformancespectacularyspectaculary inin comparisoncomparisonwithwithothersothers on NYSE.on NYSE.

TheThe onlyonly commoncommon denominatordenominatoraaleaderleaderwhowhopossessedpossessed thethe rarerarecombinationcombination ofofhumilityhumility andand ferociousferociousdeterminationdetermination ..

AccordingAccording to Collins, theto Collins, the commoncommonnotionnotion thatthat charismaticcharismatic leadersleaders

produceproduce betterbetterperformanceperformance isis notnotborne out byborne out by researchresearch..

88Collins (2001)Collins (2001)


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The leader must:The leader must: 99

1.1. SurroundSurround himselfhimselfwithwith competentcompetentpeoplepeoplewhowho

desiredesire thethe organizationorganizationss successsuccess..2.2. UnderstandUnderstand thethe strengthsstrengths andandweaknessesweaknesses of theof the

organizationorganization hehe leadsleads..

3.3. TakeTake actionsactions thatthat maximizemaximize thethe strengthsstrengths andand

minimizeminimize thetheweaknessesweaknesses of theof the organizationorganization forforitsits ownown good.good.

4.4. BeBe disciplineddisciplined, in, in orderorder to putto put intointoplaceplace thosethoseactionsactionswithwithpersistencepersistence and focus.and focus.



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The LeaderThe LeaderServingServing HisHis

OrganizationOrganization

AccordingAccording to Collinsto Collins1010, the best, the best

leadersleaders concentrateconcentrate on theon theorganizationorganizationss good,good,withoutwithoutregard toregard to theirtheirpersonalpersonal successsuccess..

ParadoxicallyParadoxically,, thesethese leadersleaders meetmeetwithwith moremore successsuccess thanthan thosethosewhowho

concentrateconcentrate onon theirtheir ownown interestsinterests,,for thefor the loyaltyloyalty theythey breedbreed makesmakesthethe organizationorganization thrivethrive..



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ThreeThree FundamentalFundamental PrinciplesPrinciples 1111

1.1. Put the focus onPut the focus onwhatwhatyouyou are,are, ratherrather thanthanwhatwhatyouyou havehaveaccomplishedaccomplished..

2.2. The Law of theThe Law of the SilentSilent SinnerSinner.. IfIfyouyou cancantt standstand seeingseeingyouryour actions on the front page of theactions on the front page of the newspapernewspaper,, dondontt dodothemthem. The. The truetrue charactercharacter of aof apersonperson isis determineddetermined byby

whatwhat hehe doesdoeswhenwhen hehe isis alonealone..3.3. The Law of theThe Law of theTombstoneTombstone.. WriteWrite down thedown the epitaphepitaphyouyou

wantwant toto seesee ononyouryour tombstonetombstone. Do. Doyouyou resembleresemble itit?? WhatWhatareareyouyou doingdoing toto becomebecome thatthatpersonperson??

1111Feiner (2004)Feiner (2004)


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Objective EvaluationObjective Evaluation

An excellent onAn excellent on--line testline test basedbased on Collinson Collins

researchresearch, the Leader, the Leader PotentialPotential IndicatorIndicator,, cancanbebe foundfound atatwww.myskillsprofile.comwww.myskillsprofile.com

CostCost

$17.90 CAD$17.90 CAD

RespondRespond honestlyhonestly,, thenthen changechange behaviorbehavior toto

suit.suit.


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3 sources of change3 sources of change

FromFrom aboveabove

strategicstrategic

FromFrom thethe

middlemiddle

sandwichsandwich

FromFrom the basethe base

organicorganic


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How toHow to failfail atat change managementchange management

everyevery time!time! (12)(12)1.1. ActAct toto satisfysatisfy thethe leaderleadersspersonalpersonal goals,goals,

ratherrather thanthan thosethose of theof the organizationorganization..

2.2. ChangeChange thatthat doesdoes notnot contributecontribute to theto theorganizationorganizationss mission.mission.

3.3. TooToo muchmuch satisfactionsatisfactionwithwith thethe statusstatusquoquo

4.4. FailureFailure toto createcreate aa guidingguiding coalitioncoalition

5.5. UnderestimateUnderestimate the power of athe power of awellwell--articulatedarticulatedvisionvision

6.6. FailureFailure toto communicatecommunicate the vision.the vision.

7.7. Permit obstacles to block the visionPermit obstacles to block the vision

8.8. FailureFailure to plan for andto plan for and achieveachieve shortshort--termtermgainsgains

9.9. DeclaringDeclaringvictoryvictory tootoo rapidlyrapidly..

10.10. Neglecting to anchor change in theNeglecting to anchor change in theorganizational culture.organizational culture.

(12)(12) Les points 1,2 viennent de Marc Bacon. Les autres viennent de KLes points 1,2 viennent de Marc Bacon. Les autres viennent de Kotter (1996)otter (1996)


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1.1.ActAct toto satisfysatisfy thethe leaderleadersspersonalpersonal goals,goals,

ratherrather thanthan thethe organizationorganizationss missionmission

DoesDoes notnot breedbreedloyaltyloyalty

LackLackof leaderof leadercredibilitycredibility andand

suspicion ofsuspicion oftruetruemotives.motives.

CanCan bebe successfulsuccessful ininshortshort termterm, but, but failsfails

toto effecteffect longlong--termtermstructural change.structural change.


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2.2. EffectEffect changeschanges thatthat do notdo not contributecontribute to theto the

organizationorganizationss missionmission

WasteWaste energyenergy andand

resourcesresources

CausesCauses

discouragementdiscouragement

andand apathyapathy

MakesMakes futurefuture

change effortschange efforts

muchmuch moremoredifficultdifficult


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3. Permit3. Permit tootoo muchmuch satisfactionsatisfactionwithwith

thethe statusstatusquoquo

YouYou cannotcannot saysay allall isiswellwell , and, and

thenthen wewe mustmust

changechange .. If theIf the emperoremperor

has nohas no clothesclothes

saysay it!it!


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4.4. FailureFailure toto createcreate aa guidingguiding

coalitioncoalition

NoNopersonperson cancan effecteffect majormajor

change all bychange all by himselfhimself..

AAdysfunctionaldysfunctional committecommitte isis notnot

aapowerfulpowerful coalition.coalition.

YesYes--menmen

GroupthinkGroupthink

LazinessLaziness

IncompetenceIncompetence

FingerFinger--pointingpointing


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5.5. UnderestimateUnderestimate the power of athe power of awellwell--

communicatedcommunicatedvisionvision

Plans and programs doPlans and programs do

not replace a vision.not replace a vision. ComplicatedComplicatedvisionsvisions

dondontt generategenerate supportsupport

IfIfyouyou cancantt explainexplain thethevision in 5 minutes andvision in 5 minutes and

generategenerate interestinterest,, itit isis

notnot sufficientlysufficiently clearclear..


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6.6. FailureFailure toto communicatecommunicate the visionthe vision(by a factor of 10, 100 or(by a factor of 10, 100 oreveneven1000)1000)

ThreeThree classicalclassical errorserrors::1.1. Excellent vision, butExcellent vision, but

communicatedcommunicatedwithwith a fewa fewmeetings or memos, andmeetings or memos, andnothingnothing more.more.

2.2. The CEOThe CEOpreachespreaches

enthusiasticallyenthusiastically, but, but otherotherleadersleaders remainremain silentsilent..

3.3. The CEO andThe CEO and mostmostleadersleaders adoptadopt the vision,the vision,butbutveryveryvisible andvisible and

powerfulpowerfulpeople opposepeople oppose ititoror becomebecomepassivepassive--aggressiveaggressive..


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7. Permit obstacles to block the7. Permit obstacles to block the

visionvision

AnAn organizationalorganizationalstructurestructurewithwithpoorlypoorly

defineddefined ororpoorlypoorly

adaptedadapted rolesroles AAsupervisorsupervisor/leader/leader

whowho doesndoesntt supportsupport

the change.the change.


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8.8. FailureFailure toto createcreate shortshort--termtermwinswins

Large transformationsLarge transformations

taketake a long time.a long time. FirstFirstvictoriesvictories mustmust

happenhappenwithinwithin 66--1818monthsmonths..

TheseThesevictoriesvictories mustmust bebeclearlyclearly relatedrelated to theto thechangeschanges

ShortShort--termtermpressurepressureturnsturns theorytheory and longand long--termterm goalsgoals intointo reality.reality.


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9.9. DeclaringDeclaringvictoryvictory tootoo rapidlyrapidly

RememberRemember thethewarwar inin

Iraq!Iraq! It takes much less timeIt takes much less time

to slip from successfulto slip from successful

change than it did tochange than it did toget there, as anyget there, as any

person who is trying toperson who is trying to

quit smoking canquit smoking canattest!attest!


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10.10. NeglectingNeglecting toto anchoranchor change in thechange in the

organizationorganization

ToTo effecteffect culturalcultural

change:change:1.1. DemonstrateDemonstrate thethe

importance of change forimportance of change for

the good of thethe good of the

organizationorganization inin orderorder toto

burnburn bridgesbridgeswithwith thethe

pastpast..

2.2. TakeTake the timethe time necessarynecessarytoto train future leaderstrain future leaders


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ConsequencesConsequences of the 10of the 10 errorserrors inin

leadingleading changechange

1.1. AAlacklackof confidence in theof confidence in the

leadersleaders2.2. TheThe organizationorganization doesdoes notnot

accomplishaccomplish itsits mission.mission.

3.3. New strategies are badlyNew strategies are badly

executed, if at all.executed, if at all.4.4. ReorganizationsReorganizations taketake tootoo

long andlong and costcost tootoo muchmuch..

5.5. ReducingReducing organizationorganization

sizesize doesdoes notnot reducereduce costcost6.6. Efforts toEfforts to improveimprove qualityquality

failfail..


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WhenWhen isis itit the right time tothe right time to effecteffect

organizationalorganizational change?change?

TheThe onlyonlyvalidvalid reasonreason

toto effecteffect organizationalorganizationalchangechange isis thatthat thethe

organizationorganizationwillwill betterbetter

accomplishaccomplish itsits missionmissionafterafter the changethe change thanthan

beforebefore..


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LeadershipLeadership failsfails toto actact in thein the thethe

good of thegood of the organizationorganizationwhenwhen

ItIt failsfails toto enactenactnecessarynecessary changechange

ItIt enactsenacts

unnecessaryunnecessary

changechange


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StrategicStrategic reasonsreasons toto effecteffect changechange

BetterBetter respondrespond toto

competitivecompetitive

environmentalenvironmental forcesforces

SWOT, VRIO,SWOT, VRIO, PorterPorterss

5 force5 force analysisanalysis, etc., etc.

ThisThis analysisanalysis typicallytypically

arisesarises fromfrom the top ofthe top of

thethe organizationorganization..


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ContinuousContinuous improvementimprovement TweakTweakperformanceperformance

Efforts comeEfforts come mostlymostly fromfromthe middle or the base ofthe middle or the base of

thethe organizationorganization

More effective if theMore effective if the entireentire

organizationorganization isis mindedmindedtowardstowards continuouscontinuous

improvementimprovement..

CreatingCreating aa learninglearningenvironmentenvironment isis thethe

responsibilityresponsibility of the leader.of the leader.


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ChangeChange atat itsits mostmost basic levelbasic level1313

1.1. InternalInternal questioningquestioning

2.2.

ThawThaw

3.3. MovementMovement

4.4. RefreezingRefreezing

MostMostfailuresfailuresin changein changeleadership comeleadership comefromfromfailurefailuretotothawthawbeforebeforeattemptingattemptingto move, andto move, andfailurefailuretotorefreezerefreezeafteraftermovingmoving..1313Bacon (2006), Lewis (1951), tel que dBacon (2006), Lewis (1951), tel que dcrit parcrit par CummongsCummongs &&WorleyWorley (2005)(2005)


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AnAn equationequation for changefor change1414

C=D x M x PC=D x M x P > R> R C= ChangeC= Change D =D = DissatisfactionDissatisfactionwithwith thethe currentcurrent statestate

M = Effective Model for changeM = Effective Model for change

P =P = ProceduresProcedureswhichwhichwillwill direct the changedirect the change

R = Resistance to changeR = Resistance to change

ChangeChangewillwill taketakeplaceplacewhenwhen thetheproductproduct ofof

dissatisfactiondissatisfaction

withwith

thethe

presentpresent

state, the model,state, the model,

and theand theproceduresprocedures arearepowerfulpowerful enoughenough to breakto breakresistanceresistance to change.to change.

1414Hughes,Hughes, GinnetGinnet && CurphyCurphy (2002)(2002)


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Resistance to changeResistance to change ChangeChange requiresrequirespeople topeople to

leaveleave theirtheir comfortcomfort zones andzones and

move to a new state ofmove to a new state ofequilibriumequilibrium..

ChangeChangeproducesproduces fearfear,, sincesincepeoplepeople fearfear lossloss..1515

People tend toPeople tend to overestimateoverestimate

the value ofthe value ofwhatwhat theythey alreadyalreadypossesspossess andand underestimateunderestimatethe value ofthe value ofwhatwhat theythey couldcouldobtainobtain byby leavingleaving behindbehindsomesome ofofthosethosepossessions.possessions.

1515BeersBeers (1988)(1988)


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Resistance to ChangeResistance to Change ((contcontdd.).) ChangeChangeproducesproduces aa reactionreaction

similarsimilar to grief.to grief.1616

ShockShock AngerAnger

DefensiveDefensive retreatretreat

AcceptanceAcceptance

Adaptation to changeAdaptation to change LeadingLeading changechange requiresrequires

sensitivitysensitivity andand resilienceresilience ononthe part of the leader.the part of the leader.

WeWewantwantto light ato light afirefireininthemthem,,

and notand notunderunderthemthem..

1616GulatiGulati (2000)(2000)


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RiskRiskassociatedassociatedwithwith changechange AAstudystudy by Wyatt andby Wyatt and

CompanyCompany of change effortsof change efforts

of 1005 Americanof 1005 Americancompaniescompanies:: FewerFewer thanthan 50%50% managedmanaged toto

achieveachieve theirtheir goals.goals.

FewerFewer thanthan 1/31/3 increasedincreasedtheirtheirprofitabilityprofitability..

FewerFewer thanthan 1/51/5 increasedincreasedthe ROI of thethe ROI of the shareholdersshareholders..

DespiteDespite

thisthis

,,

mostmost

ofof

thosethose

surveyedsurveyedplannedplannedtotoundertakeundertakemajormajorrestructuringrestructuringin the future!in the future!


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After the breakAfter the break..

The 5The 5 stepssteps ofof

changechange Lots more..Lots more..

SeeSeeyouyou atat..


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The 5 stages of changeThe 5 stages of change1717

1.1. PlateauPlateau

2.2. CliffCliff

3.3. ValleyValley

4.4. TheThe climbclimb

5.5. TheThe summitsummit

17Jellison (2006)


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RepetitiveRepetitive changechangeforfor betterbetter ororworseworse!!


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StrategicStrategic change in 10 stepschange in 10 steps1818

LeaderLeaders introspections introspection1.1. Constantly examine whether change is needed, and why.Constantly examine whether change is needed, and why.

2.2. Ensure the proposed change advances the organizationEnsure the proposed change advances the organizations mission, and iss mission, and is

best for it.best for it. ThawThawof theof thecurrentcurrentsituationsituation

3.3. EstablishEstablish aa sensesense ofofurgencyurgency..

4.4. CreateCreate aapowerfulpowerful coalition to guide changecoalition to guide change

5.5. DevelopDevelop a vision and aa vision and a strategystrategy

6.6. CommunicateCommunicate the change visionthe change vision MovementMovement

7.7. Put in placePut in place meansmeans thatthatpermitpermit everyoneeveryone totoparticipateparticipate in thein theaccomplishmentaccomplishment of the vision.of the vision.

8.8. GenerateGenerate shortshort--termterm gains.gains.

9.9. ConsolidateConsolidate change tochange to buildbuild onon itit.. RefreezeRefreezeonce the visiononce the visionisisaccomplishedaccomplished

10.10. Anchor the newAnchor the newwaysways ofofdoingdoing thingsthings in thein the organizationorganizationss culture.culture.

18Bacon (2006), Kotter (1996)


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StepStep 3:3: EstablishEstablish aa sensesense ofofurgencyurgency AtAt leastleast 75% of leaders, and a75% of leaders, and a

majoritymajority ofofmembersmembers mustmust

believebelieve thatthat the situationthe situationrequiresrequires urgent changeurgent change ininorderorder totoprovideprovide enoughenoughreasonsreasons for a major change.for a major change.

Examine theExamine the

marketmarket

andand

itsits

competitivecompetitive realitiesrealities..

IdentifyIdentify andand discussdiscuss crisescrisespotentialpotential crises, andcrises, andopportunitiesopportunities..

EstablishEstablish methodsmethods toto avoidavoidgroupthinkgroupthink,, complacencycomplacency,,andand lazinesslaziness..


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Sources ofSources ofcomplacencycomplacency1.1. No visibleNo visible crisiscrisis ((firefire,,

bankruptcybankruptcy,, lawsuitlawsuit,, healthhealth))

2.2. TooToo manymanyvisiblevisible resourcesresources3.3. LowLowperformance standardsperformance standards

4.4. OrganizationalOrganizational structuresstructureswhichwhichputput individualindividual focus onfocus on narrownarrow

goals,goals, ratherrather thanthan tyingtying themthem totothethe organizationorganizationss mission.mission.

5.5. InternalInternal measuringmeasuring systemssystems thatthatdondontt measuremeasure the rightthe right thingsthings oror

dondonttprovideprovide timelytimely feedback tofeedback tothosethosewhowho cancan effecteffect change.change.


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Sources ofSources ofcomplacencycomplacency ((contcontdd.).)6.6. AAlacklackofofexternalexternal feedback to comparefeedback to compare

performanceperformancewithwith the best possiblethe best possible

((benchmarkingbenchmarking).).7.7. A cultureA culturewhichwhichpreventsprevents the discussionthe discussion

ofofnegativenegative thingsthings,,whichwhich killskills thethemessengermessenger, points, points fingersfingers, or, orpreventspreventsconstructiveconstructive criticismcriticism..

8.8. Cognitive dissonance,Cognitive dissonance,whichwhichpreventspreventspeoplepeople underunder stressstress fromfromwantingwanting totoentertainentertain eveneven more stress bymore stress by effectingeffectingchange (thechange (the ostrichostrich mentalitymentality).).

9.9. TooToo muchmuch happy chatterhappy chatter fromfrom leaders.leaders.ThisThis oftenoften comescomes fromfrom leadersleaderswhowho areareproudproud ofoftheirtheirpersonalpersonal successsuccess andanduncomfortableuncomfortablewithwith criticismcriticism..


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ToTo increaseincrease thethe sensesense ofofurgencyurgency

BeBe frankfrankininpresentingpresenting

problemsproblems and theand the needneedfor change.for change.

CongratulateCongratulate, but, but alsoalso

censure andcensure and exhortexhort EliminateEliminate externalexternal

symbolssymbols ofofsuccesssuccess..

EstblishEstblish barelybarelyattainableattainable goals.goals.


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TheThe finerfinerpoints ofpoints ofcreatingcreating aa sensesense

ofofurgencyurgency DonDontt manipulatemanipulate byby creatingcreating falsefalse

crises. Thiscrises. This reducesreduces leadershipleadership

credibilitycredibility..

ListenListen to howto howinternalinternal andand externalexternal

playersplayers respondrespond inin orderorder gaugegauge

whetherwhether thethe sensesense ofofurgencyurgency isissufficientsufficient for change, but notfor change, but not

enoughenough to cause panic.to cause panic.

IfIftherethere isis tootoo muchmuch complacencycomplacency,,

dondontt initiateinitiate change.change. GetGet moremoredatadata thatthat confirmsconfirms oror rejectsrejects thethe

needneed for change.for change.

SS 44 CC P f lP f l C li iC li i


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StepStep 4:4: CreateCreate aa PowerfulPowerful Coalition toCoalition to

Guide ChangeGuide Change

TakingTaking thethe

wrongwrongpathpath TheThe competentcompetent,,

butbut isolatedisolatedCEOCEO

TheThepowerlesspowerlesscommitteecommittee((withoutwithoutenoughenough

powerfulpowerfulplayersplayers).).

QualitiesQualities requiredrequired of coalitionof coalition


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QualitiesQualities requiredrequired of coalitionof coalition

membersmembers

PositionalPositionalpower.power. Are the principalAre the principalplayersplayers onon boardboard??

Expertise.Expertise. Do theDo the membersmembers of the coalition have theof the coalition have theskillsskills necessarynecessary to guide the change andto guide the change and bringbring differentdifferentpoints ofpoints ofviewviewthatthat representrepresent thosethose of theof the restrest of theof theorganizationorganization??

CrCrdibilitydibility.. Do people in the group have the confidenceDo people in the group have the confidenceof theof the majoritymajority ofofothersothers in thein the organizationorganization??

Leadership.Leadership. Are coalitionAre coalition membersmembers truetrue leaders, orleaders, orsimplysimplypowerfulpowerfulpeoplpeoplwhowho desiredesire theirtheir ownown selfself--interestinterest?? ManagementManagementwithoutwithout leadershipleadership

ProducesProducesplans andplans and tacticstactics, but no vision, but no vision

ControlsControlspeople,people, ratherrather thanthan motivatingmotivating themthem toto surpasssurpass themselvesthemselves


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ToTo RemedyRemedy aa LackLackof Leadershipof Leadership FindFind leadersleaders fromfrom outsideoutside thethe

organizationorganization.. (This(This bringsbrings leadershipleadership knowledgeknowledge,,butbutwithoutwithout technicaltechnical expertise andexpertise and historichistoric credibilitycredibility).).

PromotePromote leadersleaders fromfrom aa lowerlower levellevel.. ((EnsureEnsure

thesethesepeople havepeople have necessarynecessarypower andpower and arenarentt seenseen asassimplingsimpling beingbeing the bossthe boss friendsfriends))

EncourgageEncourgagepeoplepeoplewithwith leadershipleadership

potentialpotential toto stepstep forwardforward andand acceptacceptadditionaladditional challenges.challenges.


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People toPeople to

AvoidAvoid

in thein the

GuidingGuiding

CoalitionCoalition

EgotistsEgotists andandproudproudpeople,people,whowho are notare not consciousconscious ofof

theirtheir ownown faultsfaults andand seekseektheirtheir ownown interestsinterests..

SnakesSnakes,,whowho destroydestroycredibilitycredibility and confidenceand confidence

PeoplePeoplewhowho hestitatehestitate toto actact,,andand onlyonly dodo sosowhenwhenpushedpushed.. CanCan bebe usefuluseful, if, iftheythey actact asas

footfoot soldierssoldiers.. TheyThey mustmust understandunderstand thethe

urgencyurgency andand needneed for change.for change.

FacilitateFacilitate teamworkteamworkbasedbased onon trusttrust and aand a


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commoncommon

visionvision

TeamworkTeamworkcannotcannot bebeimposedimposed

OftenOften severalseveralpeoplepeople cancan formform aahighhigh--performingperforming groupgroupwithouwithoueverever becomingbecoming a team.a team.

HoweverHowever,, onlyonly teamsteams cancan leadleadchange.change.

TrueTrue teamworkteamworkrequiresrequires thetheleader to encourageleader to encourage differingdifferingpoints ofpoints ofviewview.. EachEachpersonperson mustmust bebe able toable to

givegive andand receivereceive criticismcriticism

withoutwithout fearfear or maliceor malice The change team mustThe change team mustpresentpresent aa

unitedunited front to thefront to the organizationorganization,,eveneven ififitit disagreesdisagrees internallyinternally..


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How toHow to BuildBuild aa CohesiveCohesiveTeamTeam SocialSocial familyfamily activitiesactivities

Once far moreOnce far morepopularpopular

thanthan nownow

OffOff--site meetingssite meetings

PopularPopular,, sometimessometimes

usefuluseful

OftenOften costlycostly andand

ineffective.ineffective.

The bestThe best toolstools areare aa

commoncommonvisionvision andandtrust.trust.


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After dinnerAfter dinner..

StepsSteps 55--10 in10 in strategicstrategic

change management.change management. Much moreMuch more

BackBackatat..


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StrategicStrategic change in 10 stepschange in 10 steps

1818

LeaderLeaders introspections introspection1.1. Constantly examine whether change is needed, and why.Constantly examine whether change is needed, and why.

2.2. Ensure the proposed change advances the organizationEnsure the proposed change advances the organizations mission, and iss mission, and is

best for it.best for it. ThawThawof theof thecurrentcurrentsituationsituation

3.3. EstablishEstablish aa sensesense ofofurgencyurgency..

4.4. CreateCreate aapowerfulpowerful coalition to guide changecoalition to guide change

5.5. DevelopDevelop a vision and aa vision and a strategystrategy

6.6. CommunicateCommunicate the change visionthe change vision MovementMovement

7.7. Put in placePut in place meansmeans thatthatpermitpermit everyoneeveryone totoparticipateparticipate in thein theaccomplishmentaccomplishment of the vision.of the vision.

8.8. GenerateGenerate shortshort--termterm gains.gains.

9.9. ConsolidateConsolidate change tochange to buildbuild onon itit.. RefreezeRefreezeonce the visiononce the visionisisaccomplishedaccomplished

10.10. Anchor the newAnchor the newwaysways ofofdoingdoing thingsthings in thein the organizationorganizationss culture.culture.

18Bacon (2006), Kotter (1996)

StepStep 5:5: DevelopDevelop a Vision and aa Vision and a


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StepStep 5:5: DevelopDevelop a Vision and aa Vision and a

StrategyStrategy AAWellWellArticulatedArticulated

Vision:Vision: ClearlyClearly indicatesindicates thethe

direction thedirection the organizationorganizationmustmust taketake

MotivatesMotivatespeople topeople to taketakeactionsactions thatthat are not inare not intheirtheir shortshort--termterm interestinterestinin orderorder to arriveto arrive atat aalongerlonger--termtermvision.vision.

HelpsHelps toto improveimprove

efficiencyefficiency byby aligningaligningeffortseffortswithwith commoncommonobjectives.objectives.


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How a Common VisionHow a Common Vision ProducesProducesActionActionVision

Stratgies

Plans

Budgets

Une image attrayante etrationelle de lavenir

Des tapes avec les

ressources (temps, argent,ressources humaines,etc.) ncessaires afin de

mettre les stratgies loeuvre

La conversion des plansdans des projections

financires et des butsSMART.

Une approche logique quipermettra de raliser lavision

Planning

Execution


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InfluencingInfluencing

byby

LegitimateLegitimate

Use of PowerUse of Power

InfluenceInfluence ComesComes fromfrom 5 Sources of5 Sources ofPowerPower

LegitimateLegitimatepowerpower CoerciveCoercivepowerpower

RewardRewardpowerpower

Expert powerExpert power

ReferentReferentpowerpower

Use ofUse oflegitimatelegitimate,, coercivecoercive, and, and rewardrewardpowerpower alonealonewillwill eventuallyeventuallyproduceproduceresistanceresistance andand becomebecome ineffective.ineffective.

Expert powerExpert powerwillwill inspireinspire allegianceallegiance

whenwhen usedusedwithwith humilityhumility.. ReferentReferentpowerpower combinedcombinedwithwith a visiona vision

thatthat the teamthe team cancan adoptadoptwillwill catalyzecatalyzechange.change.


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WhatWhat isis an Effective Vision?an Effective Vision? Imaginable.Imaginable. ProducesProduces a concept of a future state ina concept of a future state in

thethe mindsminds of the groupof the group membersmembers..

DesirableDesirable.. AppealsAppeals to longto long--termterm interestsinterests andandvalue propositions ofvalue propositions ofstakeholdersstakeholders..

DoableDoable.. ContainsContains realisticrealistic andand attainableattainable goals.goals.

FocusedFocused.. ClearClear enoughenough to guideto guide decisionsdecisions.. Flexible.Flexible. BroadBroad enoughenough toto rallyrally individualindividual

initiatives and toinitiatives and to allowallowalternativealternative tacticstactics totomatch amatch a changingchanging environmentenvironment..

EasyEasy toto communicatecommunicate.. CanCan bebe explainedexplained in 5in 5minutes andminutes and generategenerate genuinegenuine interestinterest..


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Ineffective VisionsIneffective Visions 15%15% growthgrowth (Not(Not

precisepreciseenoughenoughtoto

givegivea direction,a direction, tootoohard tohard toachieveachieveforfor

somesome, not hard, not hard

enoughenoughforforothersothers.).) AAfolderfolderwithwith 8080

pagespages describingdescribing aa

qualityqualityplanplan AAlistlist ofofcorporatecorporate

valuesvalues


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An Effective VisionAn Effective Vision

WeWewillwillgrowgrowPatella toPatella tobecomebecomethe premierthe premier

provider ofprovider ofhighhigh--qualityqualityarchitecturalarchitecturalmillworkmillworkandandassociatedassociatedproductsproductsininNorthNorthAmericaAmerica. To. Tododothisthiswewewillwill::

IncreaseIncreasesales by asales by acompoundedcompoundedannualannualrate of 6rate of 6--10% per10% peryearyearbyby

delightingdelightingthethecustomercustomerwithwithhighhighperceivedperceivedvalue.value. ContinuouslyContinuouslyimproveimprovethe R.O.E. of thethe R.O.E. of theorganizationorganization..

ContinuouslyContinuouslyreducereducethe totalthe totalcostcostofofqualityqualityas aas apercentagepercentageof sales onof sales onaayearyearoveroveryearyearbasis.basis.

ContinuouslyContinuouslyimproveimprovethethetimelinesstimelinessofofdeliveriesdeliverieson aon ayearyearoveroveryearyear

basis.basis.

ProvideProvideaaworkplaceworkplacethatthatencourages longencourages long--termtermemployeeemployeeengagement.engagement.


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How toHow to createcreate a visiona vision VisioningVisioning takestakes time.time. ItIt isis aa

mattermatter ofofbothboth thethe headhead andandthethe heartheart, and, and oftenoften difficultdifficult..DevelopingDeveloping a visiona vision cancan taketakeanywhereanywhere fromfromweeksweeks toto

yearsyears!!

OftenOften developeddeveloped inin

embryonicembryonic formform by oneby onepersonperson,, the visionthe vision shouldshould bebeunderstoodunderstood,, modifiedmodified, and, anddebateddebated untiluntil itit isis mademade clearclearby the coalitionby the coalition thatthatwantswants toto

makemake the changes.the changes. TeamworkTeamworkisis necessarynecessary toto

developdevelop aa clearclearvision.vision.

(( dd ))


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How toHow to CreateCreate a Visiona Vision((contcontdd.).)

A visionA vision isis not thenot theworkworkof aof aprophetprophetwhowho seesseeswhatwhat othersothersdo not,do not, althoughalthoughentrepreneursentrepreneurs maymay have thehave theknackknackofofseeingseeing fartherfarther thanthanmostmost.. A visionA vision becomesbecomesmoremore clearclear asas itit isis refinedrefined andanddeveloppeddevelopped..

A visionA vision thatthat isis notnot clearclear orordoesdoes notnot representrepresent thethecommoncommonviewpointviewpoint of theof thegroupgroupprovokesprovokes resistanceresistance

ratherrather thanthan motivatingmotivating totoaction.action.

StepStep 6:6: CommunicateCommunicate the Changethe Change


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pp gg

VisionVision ToTo findfind out if a vision has beenout if a vision has beenwellwell

communicatedcommunicated,, askaskpeoplepeople atat severalseveral levelslevels ofof

thethe organizationorganization and inand in manymany departmentsdepartments thethefollowingfollowing 5 questions:5 questions:

1.1. WhatWhat are theare the greatestgreatest challengeschallenges facingfacing thethe organizationorganization nownowand in the future?and in the future?

2.2. WhyWhy isis thethe organizationorganization facingfacing (or must face)(or must face) thesethesechallenges?challenges?

3.3. WhatWhat are theare the opportunitiesopportunities thethe organizationorganization must seize?must seize?

4.4. WhatWhat isis thethe organizationorganization doingdoing toto taketake up challenges andup challenges andseizeseize opportunitiesopportunities??

5.5. WhatWhatpart dopart doyouyou have inhave in contributingcontributing to theto the organizationorganizationsssuccesssuccess??

IfIfresponsesresponses differdifferwidelywidely, the vision, the vision isis unclearunclear oror

has beenhas beenpoorlypoorly communicatedcommunicated..

Four ImportantFour ImportantThingsThings toto


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pp gg

CommunicateCommunicate1919

1.1. The goalThe goalWhyWhy changechange isis necessarynecessary..

2.2.

The visionThe visionWhatWhat accomplishingaccomplishing thisthisvisionvisionwillwilldo for us.do for us.

3.3. The planThe planTheThe devildevil isis in thein the detailsdetails .. BeingBeinga change agenta change agent meansmeans beingbeing aa competentcompetentprojectproject

manager.manager. ManagingManaging detaildetail isis hard, buthard, butnecessarynecessary forfor successsuccess..

4.4. TheThe rolerole eacheachpersonpersonwillwill havehaveDefineDefine thethe rolerole

eacheachpersonperson mustmust makemake in the change.in the change.

19Bridges & Mitchell (2000)

Use allUse allAvailableAvailable MeansMeans andand


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CommunicateCommunicate ConstantlyConstantly The message mustThe message must bebe simplesimple..

FordFord QualityQuality isis job 1job 1 ..

UseUse metaphorsmetaphors, analogies,, analogies,

images.images.WordWordpicturespictures stick.stick.

UseUse manymany meansmeans.. BigBig andand

smallsmall meetings, memos,meetings, memos,articles,articles, formalformal and informaand informa

meetings,meetings, directeddirected

conversations by allconversations by all membersmembers

of theof the guidingguiding coalition.coalition. RepeatRepeat,, repeatrepeat,, repeatrepeat,, repeatrepeat,,

repeatrepeat,, repeatrepeat,, repeatrepeat

Use AllUse AllAvailableAvailable MeansMeans andand


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CommunicateCommunicate ConstantlyConstantly ((contcontdd.).) GiveGive thethe exampleexample..

The leader mustThe leader must

bebe

the modethe mode

whowho

reflectsreflects

moremore

thanthan

anyoneanyone elseelse thethe organizationorganizationssvision and values.vision and values.

TheThe entireentire guidingguiding coalition mustcoalition must understandunderstand thethe

importance ofimportance ofmodelingmodeling the vision.the vision.

ExplainExplain thingsthings thatthat dondontt appearappear toto bebe alignedalignedwithwith the vision.the vision.

CommunicateCommunicate 22waysways.. ListenListen more and talkmore and talklessless..

StepStep 7:7: Put in place thePut in place the meansmeans toto achieveachieve thethe


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goalsgoals

RemoveRemove obstaclesobstacles likelike

StructuresStructures thatthatpreventprevent

peoplepeople fromfrom attainingattaining theirtheirgoals.goals.

StubbornStubborn managers,managers,

especiallyespecially thosethosewhosewhose

expertise or positionexpertise or positionmakesmakes themthem hard to move.hard to move.

LackLackof money orof money or

resourcesresources..

MethodsMethods ofofcommunicationcommunication thatthat areare

nonexistentnonexistent or inefficient.or inefficient.


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StepStep 8:8: GenerateGenerate ShortShort--TermTerm GainsGains


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StepStep 8:8: GenerateGenerate ShortShort-TermTerm GainsGains

PlanPlan aheadahead for shortfor shorttermterm gainsgains thatthat are:are:

ClearlyClearlyvisible to thevisible to themajoritymajority

UnambiguousUnambiguous

ClearlyClearly relatedrelated to theto thechange effortchange effort

CreateCreate thesetheseimprovementsimprovements

RecognizeRecognize andand rewardreward

thosethosewhowhoworkedworked totomakemake the shortthe short--termtermgainsgains happenhappen..

StepStep 8:8: GenerateGenerate ShortShort--termterm GainsGains ((contcontdd.).)


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StepStep 8:8: GenerateGenerate ShortShort termterm GainsGains ((contcontdd.).)

TheThepurposepurpose of shortof short--termterm gainsgains ProvideProvide evidenceevidence thatthat the sacrifices arethe sacrifices areworthworth itit..

RewardReward thosethosewhowhoworkedworked Help toHelp to refinerefine the vision andthe vision and strategiesstrategies

RemoveRemovepowerpower fromfrom cynicscynics andand thosethosewhowho resistresist change inchange in orderordertoto furtherfurther theirtheir ownown interestsinterests

BuildBuild confidence in leaders,confidence in leaders, bankersbankers, etc., etc.

BuildBuild momentummomentum.. NeutralNeutralpeoplepeople getget onon boardboard, people, people alreadyalreadyonon boardboardworkworkharder andharder and betterbetter..

Planning andPlanning and achievingachieving shortshort--termterm gains forces shortgains forces short--termterm goalsgoals thatthatprovideprovide aa healthyhealthypressure topressure to succeedsucceed..

AchievingAchieving shortshort--termterm gainsgains requirerequire bothboth leadershipleadership(motivation) and management (control).(motivation) and management (control).

AAtruetrue leaderleader isis alsoalso a good manager.a good manager.

StepStep 9:9: ConsolidateConsolidate Gains toGains to ProduceProduce EvenEven


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more Changemore Change UseUse increasedincreased credibilitycredibility toto

push thepush the envelopeenvelope of changeof changeeveneven furtherfurther..

DonDontt crycry victoryvictory tootoo fastfast,,becausebecause itit removesremoves thethe sensesenseofofurgencyurgency and theand the impetusimpetustoto completecomplete requiredrequired

changes. (changes. (RememberRemember thetheTrojanTrojan horse!)horse!)

SlippingSlipping back in the middleback in the middleof a changeof a change cancan occuroccur muchmuchfasterfaster thanthan the changethe change itselfitself

(As people(As peoplewhowho trytry toto quitquitsmoking aresmoking arewellwell awareaware))

StepStep 9:9: ConsolidateConsolidate Gains inGains in OrderOrder toto ProduceProduce


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EvenEven More ChangeMore Change ((contcontdd.).)

Just as inJust as inwarwar, one, one cannotcannotattackattackon all frontson all fronts

Change mustChange must bebe ledled by theby thelowestlowest levellevel of theof theorganizationorganizationpossible,possible, soso asastoto mobilizemobilize the maximumthe maximumnumbernumber of people.of people. HoweverHowever,,

leaders areleaders are responsibleresponsible forforresultsresults..

Engage, pushEngage, push forwardforward, and, anddevelopdeveloppeoplepeoplewhowho cancanmakemake the visionthe vision happenhappen..

StepStep 9:9: ConsolidateConsolidate Change inChange in orderorder toto


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ProduceProduce EvenEven More ChangeMore Change (Conclusion)(Conclusion)

ToTo consolidateconsolidate gains,gains,proceedproceed byby stepssteps, and, and

progressivelyprogressively involveinvolvepeople inpeople in activitiesactivities relatedrelated

to change,to change, soso thatthat theythey cannotcannot back up.back up.2020

AvoidAvoidmanipulationmanipulationpeoplepeoplereactreactpositivelypositivelytoto

burnedburnedbridges ifbridges iftheytheyknow the bridgesknow the bridgeswillwillbebe

burntburnt, but, buttheytheywillwillbebeafraidafraid.. TheyTheywillwillrevoltrevoltifif

bridges arebridges areburnedburnedwithoutwithouttheirtheirknowledgeknowledge..

GiveGive new drive to thenew drive to theprocessprocess byby introducingintroducing

newnewthemesthemes,,projectsprojects, and change agents., and change agents.

2020Watkins (2003).Watkins (2003).

StepStep 10:10: Anchor the NewAnchor the NewMethodsMethods inin


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the New Culturethe New Culture TheThe organizationalorganizational

cultureculture reflectsreflects thethe

groupgroup

ss

behaviorbehavior

((quitequite

easyeasy to change) andto change) and itsitsfundamentalfundamentalvaluesvalues((difficultdifficult, if not, if notimpossible to change).impossible to change).

Corporate culture is theCorporate culture is thelast, rather than the firstlast, rather than the firstthing to be changed.thing to be changed.

To change a corporateTo change a corporate

culture, the vision mustculture, the vision musthave produced thehave produced thedesired results.desired results.

StepStep 10:10: Anchor NewAnchor NewApproachesApproaches inin


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the New Culturethe New Culture ((contcontdd.).) Cultural changesCultural changes requirerequire aa

greatgreat deal of communication.deal of communication.

It may be necessary for theIt may be necessary for the

organization to lose someorganization to lose some

players.players.

ItIt isis important to train futureimportant to train future

leaders inleaders in orderorder for thefor the

cultural change tocultural change to remainremain

permanent once the changepermanent once the changeleaders haveleaders have movedmoved on.on.

After the breakAfter the break


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After the breake e b ea

InfluencingInfluencing towardstowardschangechange

OrganicOrganic changechange

LeadingLeading fromfrom thetheMiddleMiddle

Question toQuestion to thinkthinkaboutabout

BackBackatat....

Do not skip steps


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Do not skipp

stepsp

AccordingAccording toto KotterKotter (1996),(1996),

skippingskipping stepssteps oror movingmoving

tootoo fastfast throughthrough multiplemultiplestepsstepswithoutwithout finishingfinishing

previousprevious stepssteps destroys thedestroys the

changechangeprocessprocess..

The 2The 2 mostmost commoncommon errorserrors

are:are:

LackLackofofurgencyurgency for changefor change

AApoorlypoorly defineddefined oror badlybadlycommunicatedcommunicatedvision.vision.

Projectswithinprojects


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Projectsj

withinprojectsp j

Most change initiatives have a goodMost change initiatives have a good

numbernumber ofofsubsub--projectsprojects builtbuilt intointo

themthem.. ItIt isis important toimportant to aimaim towardstowards longlong--

termterm goals, butgoals, but equallyequally important toimportant to

getget

thingsthings

donedone

on aon a

dailydaily

,,weeklyweekly

,,

monthlymonthly,, quaterlyquaterly, and, andyearlyyearly basis.basis.

Management vs. Leadership


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Management vs. Leadershipg p

AccordingAccording to Kotter (1996),to Kotter (1996), successfulsuccessful changechangeinitiativesinitiatives dependdepend 1010--30% on good management,30% on good management,

and 70and 70--90% on90% on strongstrong leadership.leadership. InIn mostmost organizationsorganizations, the control, the control functionfunction

(management)(management)predominatespredominates,, becausebecause itit isis easiereasier

toto teachteach,, itit caterscaters more tomore to individualindividual desiredesire forforpower, andpower, and itit isis lessless riskyrisky..

Most change effortsMost change efforts dondontt succeedsucceed becausebecause ofofpoorpoor

leadership (love for theleadership (love for the

organizationorganization

,,personalpersonal

humilityhumility, and a, and a ferociousferociouspersistencepersistence).).

How to Influence PeopleHow to Influence PeopleTowardsTowards


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ChangeChange2121 TheThe conventionaconventiona approachapproach

startstartwithwith ananinspirationalinspirational speech, andspeech, andassumeassume everyoneeveryoneunderstandsunderstands. This. Thisproducesproduces divisionsdivisionswithwiththethe followingfollowing reactionsreactions::

ThoseThosewhowho arearewillingwilling totochange.change.

ThoseThosewhowhowaitwait andand seesee..

ThoseThosewhowho resistresist..

SpeechesSpeeches informinform, but, but dondonttproduceproduce muchmuch change.change.

21Jellison (2006)


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Resistance to ChangeResistance to Change


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g

IsIs quitequite naturalnatural.. ItIt comescomes fromfrom aa fearfear ofofchange and achange and a needneed toto grievegrieve thethe lossloss ofofthethepresentpresent comfortcomfort zone.zone.

RarelyRarely doesdoes resistanceresistance to changeto change meanmeanopposition to the leaderopposition to the leaderatat leastleast atat first.first.Most of the time, oppositionMost of the time, opposition comescomes fromfrom

peoplepeoplewhowho the leaderthe leader dislikesdislikes becausebecausehehe//sheshe feelsfeels threatenedthreatened byby theirtheirresistanceresistance ThisThis eventuallyeventually causescauses bothbothsidessides toto drawdrawbattlebattle lineslines,, ratherrather thanthanshareshare aa commoncommonvision.vision.2222

WhenWhen resistanceresistance becomesbecomes opposition, theopposition, theleaderleader becomesbecomes isolatedisolated, and, and thosethose heheleadsleads no longer support change.no longer support change.

MultipleMultiple unsuccessfulunsuccessful change effortschange effortsbreedbreed apathyapathy and territorialand territorial behaviorsbehaviors bybylocallocal strongstrongpersonalitiespersonalities thatthat undermineundermineorganizationalorganizational goals.goals.

2222Goldberg (2005)Goldberg (2005)

ToTo OvercomeOvercome ResistanceResistance


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PersuasionPersuasion isis onlyonly effectiveeffective withinwithinthethelimitlimitofofcomfortcomfortzoneszonesdefineddefinedbyby values. It values. Itisis,, howeverhowever,, rapidrapid andand easyeasy..

ManipulationManipulation findsfinds itsits rootsroots in a lie, andin a lie, andwillwill eventuallyeventually destroydestroy

trust. Ittrust. It isis easyeasy for a leaderfor a leaderwhowho isis intelligent,intelligent, educatededucated, or a, or astudentstudent of powerof power relationshipsrelationships toto breachbreach trust fortrust for reasonsreasons ofofexpediencyexpediency, but, but anyany advantageadvantage gainedgained isis shortshort termterm..

ThreatsThreatsproduceproduce compliancecompliance due todue to fearfear, but do not change, but do not changeattitudes.attitudes. TheyThey areare habithabit--formingformingfor the manager,for the manager, becausebecause theythey

obtainobtain immediateimmediate resultsresultswithoutwithout muchmuch effort.effort. RewardsRewards givengivenpriorprior to change into change in orderorder toto motivatemotivate towardstowards

change have achange have a highhigh costcost andand diminishingdiminishing returnsreturns..

ActivationActivation isis the bestthe bestwayway ofofmotivatingmotivating thosethosewhowho resistresist

change.change. GetGet themthem to doto do somethingsomething thatthat contributescontributes to theto thechange effort,change effort, eveneven ififitit isis smallsmall..


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LeadingLeading OrganicOrganic ChangeChange ((contcontdd.).)


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ChangeChange isis oftenoften incrementalincremental, by, by smallsmall stepssteps..

ItIt isis oftenoftenviral,viral, spreadingspreading rapidlyrapidly throughthroughthethe organizationorganization andand circumventingcircumventingpocketspocketsofofresistanceresistance..

OftenOften moremore usefuluseful inin costcost reductionreduction efforts,efforts,

efforts toefforts to reducereduce complexitycomplexity, and efforts to, and efforts toimproveimprove qualityquality thanthan isis strategicstrategic change.change.

LessLesswellwell adaptedadapted to radical or structuralto radical or structural

changechange thanthan strategicstrategic change initiatives.change initiatives.

LeadingLeading OrganicOrganic ChangeChange ((contcontdd.).)


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OrganicOrganic changechange cancan have ahave a strategicstrategicdissonancedissonance withwith organizationalorganizational goals orgoals or resultresult inin

unneccessaryunneccessary complexitycomplexity,,whichwhich costscosts time andtime andmoney.money.

ItIt isis oftenoftenpracticalpractical,, costscosts littlelittle, and, and generatesgenerates littlelittleresistanceresistance..

CanCan givegive aa strongstrong competitivecompetitive advantageadvantage,, becausebecausebeneficialbeneficial continuouscontinuous changechange isis hard forhard forcompetitorscompetitors toto imitateimitate..

CanCan makemake managersmanagers fearfulfearful ififtheythey areare afraidafraid ofoflosinglosingpower.power.

ToTo facilitatefacilitate organicorganic changechange


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CommunicateCommunicate thethe organizationalorganizationalvision all thevision all thewayway toto itsitsbase.base.

FacilitateFacilitate decisiondecision--makingmaking atat allall levelslevels.. Be open to suggestionsBe open to suggestions comingcoming fromfrom thethe organizationorganizationss

base.base.

ProvideProvide necessarynecessary resourcesresources for the change tofor the change to occuroccur..

Train people inTrain people in orderorder toto increaseincrease theirtheir competencecompetence andandunderstandunderstand how andhow andwhywhytoto effecteffect continuouscontinuousimprovementimprovement..

CreateCreate aa learninglearning organizationorganization..

RewardReward thosethose thatthat effecteffect beneficialbeneficial change in thechange in theorganizationorganization..

Change leadershipChange leadership fromfrom the middlethe middle


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EveryEverypersonperson thatthat influencesinfluences othersothers has thehas the responsibilityresponsibilityof leadershipof leadership towardstowards themthem (up, down,(up, down, sidewayssideways).).

Harari (1999) etHarari (1999) et GulatiGulati (2000)(2000) offeroffer severalseveralrecommendationsrecommendations forfor thosethosewhowhowantwant toto leadlead change, butchange, butdondontt have a CEOhave a CEO rolerole::1.1. AllowAllowthe client (or the onethe client (or the onewhowhoprofitsprofits fromfrom thethe organizationorganizationss

output)output) bebe the onethe onewhowho leadsleads organizationalorganizational change.change.2.2. DevelopDevelop standards,standards, measurementmeasurement methodsmethods,,proceduresprocedures, and, and

rewardsrewards basedbased on theon the clientclientss needsneeds..

3.3. IfIfyouyou actactwithwith integrityintegrity for the good of thefor the good of the organizationorganization andandaccordingaccording toto itsits rulesrules,, dondontt askaskfor permissionfor permission beforebefore acting.acting.

HoweverHowever,, informinform asasyouyou actact. No boss. No bosswantswants toto bebe blindsidedblindsidedwithwithaa fait accomplifait accompli ..

Change leadershipChange leadership fromfrom the middlethe middle

((contcontdd ))


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((contcontdd.).)4.4. StayStay the coursethe coursewithwithyouryour convictions andconvictions andperseverepersevere..

5.5. DonDontt hesitatehesitate toto askaskwhywhy or to challengeor to challenge sacredsacred

cowscows ..6.6. Be a coach moreBe a coach more oftenoften thanthan a boss.a boss.

7.7. InsistInsist thatthat changechangeproduceproduce rapidrapid resultsresults..

8.8. EmbraceEmbrace continuouscontinuous changechangewhilewhile lookinglooking towardstowards futurefutureneedsneeds..

9.9. Be proactiveBe proactive towardstowards change. Changechange. Change isis chaoticchaotic.. AcceptAcceptchaos,chaos, insteadinstead ofoftryingtrying to controlto control itit. Control. Control mostlymostly thethedirection of change todirection of change to keepkeep itit movingmoving forwardsforwards..

10.10. BeBe readyready totoworkworkveryvery hardhard everyevery dayday..

The leader must serveThe leader must serve hishis organizationorganization


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AnyAny leaderleaderwhowho servesserveshimselfhimselfbeforebefore the good ofthe good of

hishis organizationorganization shouldshould notnotbebe in a leadershipin a leadership rolerole..DoingDoing good for thegood for theorganizationorganizationwillwill

paradoxicallyparadoxically resultresult in thein themostmost good for the leader.good for the leader.(The(The farmerfarmerwhowho doesdoes notnotsowsoworor fertilizefertilizewillwill notnotreapreap). This). This isiswellwell

supportedsupported by Collinsby Collinsresearchresearch citedcited earlierearlier..

DevelopingDeveloping leadershipleadership


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LeadershipLeadership comescomes in partin part fromfrom naturalnatural capacitiescapacities, but, but isismostlymostly developeddeveloped byby learninglearning andand reflectingreflecting on theon the lessonslessons

of life. (Hughes,of life. (Hughes, GinnettGinnett && CurphyCurphy, 2002)., 2002). LeadershipLeadership developmentdevelopment requiresrequires the leader tothe leader to reflectreflect onon

whywhythingsthings happenedhappened and changeand change theirtheir ownown behaviorsbehaviors totosuit.suit.

Leaders are stewards,Leaders are stewards,withwith aa fiduciaryfiduciary responsibilityresponsibility toto theirtheirorganizationsorganizations.. TheyThey mustmust bebe humble andhumble and ferociouslyferociously determineddetermined..

TheyThey mustmust constantlyconstantly learnlearn toto becomebecome betterbetter managers and leaders.managers and leaders.

UltimatelyUltimately, leaders must have, leaders must have followersfollowers. This. This isis not a right,not a right,but anbut an earnedearnedpriviledgepriviledge..

ThingsThings toto thinkthinkaboutabout


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WhereWhere amam II leadingleading thisthisorganizationorganization ??

Am IAm Iwillingwilling toto investinvest the timethe timeto gain collaboration?to gain collaboration?

Am IAm Iwillingwilling toto makemakepersonalpersonalchanges?changes?

Am IAm Iwillingwilling toto bebe accountableaccountableand to obligeand to oblige othersothers toto bebeaccountableaccountable??

Can I putCan I put mymy organizationorganizationssneedsneeds aboveabove mymy ownown??

Do IDo I listenlistenwellwell?? Am IAm Iwillingwilling toto askaskfor helpfor help

whenwhen II needneed itit??


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Documents

Leading Change - Overview