The Art of Change

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The Art of Change

• Sigma Phi Epsilon Fraternity
• Thursday, December 22, 2011

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Noteworthy facts to consider when making change
in your chapter!
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Babe Ruth struck out 1,330 times.

• In between,
• he hit 714 home runs

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Abraham Lincoln

• Failed twice in business and was defeated in six
  state and national elections before being elected
  president of the United States.

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Theodor S. Geisel

• Was rejected by 23 publishers.
• The 24th sold six million copies of the first
  Dr. Seuss book.

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The Hour Ahead

• Why chapters fail?
• Steps you can take to create change
• Put lessons into action

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What is it about change?
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One we hear a lot

• Its always been that way around here.
• Its tradition
• Has it really?
• Tradition is healthy, yet know why we have a
  tradition
• What was the original intent? Does it still add
  value?
• Reasonable man test Balanced Man Ideal

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Why do chapters fail?
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Why Chapters Fail?

• Allow too much complacency
• Unable to build a team
• Underestimate the power of vision
• Under communicate the vision
• Permit obstacles to stand in the way
• Fail to create short-term wins
• Declare victory too soon
• Fail to anchor new approaches

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A lot of room for error

• But, if we dont try to be better tomorrow than
  we are today

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John P. Kotter

• Professor of Leadership, Emeritus Harvard
  University
• Author of six best-selling business books
• SigEp Brother, MIT 68

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8 Steps to Major Change

• Establish urgency
• Create a coalition
• Develop a vision strategy
• Communicate the vision
• Empower broad-based action
• Generate short-term wins
• Consolidate gains produce more
• Anchor new approaches

Adapted from Leading Change by John P. Kotter
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1 Establish Urgency

• What is our current reality?
• Got SWOT?
• Why is it important?

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2 Build a team focused on the vision

• Put together a group able to lead change effort
• Get the group to work like a team

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Sports Leadership

• Perception Leaders just do it
• Reality Leaders win when theyre part of a team.

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3 Develop a Vision Strategy

• Vision directs the effort
• Strategies are how youll get there
• Vision should
• Guide decision-making
• Prioritize action

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Premier Student Organization

• Being the Best
• Sound Mind, Sound Body
• First-rate experience, housing, development, and
  character
• Honor tradition of Virtue, Diligence Brother
  Love
• A model for others

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4 Communicate Change Vision

• Communicate constantly
• Your team must model the behavior

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Perception People Know the Vision

• Reality Most dont
• .58
• Dont squander opportunities
• Be there

Vision Communication
Other Communication
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5 Empower chapter-wide action

• Get rid of obstacles
• May be processes
• May be people
• Encourage risk-taking and creative ideas,
  activities actions

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6 Generate short-term wins

• Plan for visible improvements in performance, or
  wins
• Create those wins
• Visibly recognize reward people who made wins
  possible

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7 Consolidate Gains Produce More Change

• Use small wins to go farther
• Recruitments impact
• You cant carve rotten wood

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8 Anchor New Approaches

• Reinforce steps taken
• Articulate connections between new behaviors and
  chapter success
• Develop means to ensure succession

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People know theyre appreciated

• Reality They usually dont.
• Take a minute and say thank you.
• Provide an award
• Send a volunteers wife flowers
• Make it personal
• Encourage, encourage, encourage

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8 Steps to Major Change

• Establish urgency
• Create a coalition
• Develop a vision strategy
• Communicate the vision
• Empower broad-based action
• Generate short-term wins
• Consolidate gains produce more
• Anchor new approaches

Adapted from Leading Change by John P. Kotter
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Put Lessons to Action

• Pick one change
• Use 8-step Process to Making Change
• Detail steps to accomplish change
• Faculty will circulate to coach you

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8 Steps to Major Change

• Establish urgency
• Create a coalition
• Develop a vision strategy
• Communicate the vision
• Empower broad-based action
• Generate short-term wins
• Consolidate gains produce more
• Anchor new approaches

Adapted from Leading Change by John P. Kotter
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SigEps Challenge to You

• Be a player, not a spectator
• SigEp as premier student organization
• Work towards the Balanced Man Ideal