Leading Change - PowerPoint PPT Presentation

Loading...

PPT – Leading Change PowerPoint presentation | free to download - id: 3e525c-YzdkM



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Leading Change

Description:

The Seven Habits Of Highly Effective People: ... Successful change of any magnitude goes through all eight ... but poor leaders will NOT succeed - Never ... – PowerPoint PPT presentation

Number of Views:42
Avg rating:3.0/5.0
Slides: 38
Provided by: cfa95
Learn more at: http://www.fsli.org
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Leading Change


1
Leading Change
  • Keith L. Smith
  • Associate Vice President, Agricultural
    Administration Associate Dean, College of Food,
    Agricultural, and Environmental Sciences
    Director, OSU Extension andGist Chair in
    Extension Education and Leadership

2
Objectives
  • The learners will
  • Explain why change is needed in their
    organization
  • Explain the difference between structural change
    and cultural change
  • Explain Kotters eight-step process
  • Begin to develop a strategy to lead change
  • Develop the beginning of a strategy to lead a
    change effort in their current assignment

3
Objectives - continued
  • The learners will
  • Generate ways to increase a sense of urgency
  • Design a preliminary guiding coalition
  • Discuss communication strategies
  • Suggest ideas for short-term wins

4
Land Grant Administrators. . .
  • What are tough issues they face?
  • What are impediments in
  • Organization and structure?
  • Business practices?
  • Organizational culture?
  • What makes it difficult for them to make
    significant change?
  • What must they change for the future?

5
Your Position/Area of Influence
  • Identify a significant change that is absolutely
    needed.
  • Examples might be
  • Reorganization
  • Changing the reward system
  • Eliminating functions
  • Dramatic altering of the portfolio of efforts
  • Destroying silos
  • Merging with another unit

6
Your Position/Area of Influence
  • Identify something
  • that is real for your situation
  • that you care about
  • where you want to make progress
  • where applying what you learn here could help
    you accomplish it
  • Describe what is
  • Describe what you envision must be

7
Transforming Organizations Why Firms Fail
  • Allowing Too Much Complacency
  • Plunging ahead without establishing a high
    enough sense of urgency
  • Failing to Create a Sufficiently Powerful
    Guiding Coalition
  • Not gathering enough leaders and supporting staff
    to pull together as a guiding team for the
    change effort

8
Transforming Organizations Why Firms Fail
  • Underestimating the Power of Vision
  • Moving forward without a sensible vision
  • Vision helps direct, align, and inspire the
    actions of a large number of people
  • Under-communicating the Vision by a Factor of 10
    (100 or 1,000)
  • People will not make sacrifices unless they think
    the benefits are attractive and change is really
    possible

9
Transforming Organizations Why Firms Fail
  • Permitting Obstacles to Block the New Vision
  • Allowing obstacles to prevent action from a
    large number of people
  • Failing to Create Short-Term Wins
  • Efforts to change strategies or restructure
    businesses lose momentum if short-term goals are
    not met and celebrated

10
Transforming Organizations Why Firms Fail
  • Declaring Victory Too Soon
  • Until changes sink deep into a culture, new
    approaches are fragile and subject to regression
  • Neglecting to Anchor Changes Firmly in the
    Corporate Culture
  • Change sticks only when it becomes the way we
    do things around here

11
Management Vs Leadership
  • Management
  • Planning and budgeting
  • Organizing and staffing
  • Controlling and problem solving
  • Leadership
  • Establishing direction
  • Aligning people
  • Motivating and inspiring

12
Management Vs Leadership
  • Management
  • Doing Things Right
  • Efficiency
  • Leadership
  • Doing the Right Things
  • Effectiveness

13
Management Vs Leadership
  • Successful transformation is
  • 70-90 leadership and
  • only 10-30 management

14
Kotters Eight-Stage Process for Leading Change
  • Establish a Sense of Urgency
  • Create the Guiding Coalition
  • Develop a Vision and Strategy
  • Communicate the Change Vision
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

15
Kotters Eight-Stage Process for Leading Change
  • Empower Employees for Broad-Based Action
  • Generate Short-Term Wins
  • Consolidate Gains and Produce More Change
  • Anchor New Approaches in the Culture
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

16
Kotters Eight-Stage Processfor Leading Change
  • 1) Establish a Sense of Urgency
  • Crisis situation
  • Prevent business as usual
  • Get honest feedback
  • Force honest discussion
  • Focus on the Future
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

17
Sources of ComplacencyKotter, J. P. (1996).
Leading Change. Boston Harvard Business School
Press. p. 40.
  • The absence of a major and visible crisis
  • Too much happy talk Too many visible
  • from senior management resources
  • Human nature, with its Low overall
  • capacity for denial performance
  • especially if people are standards
  • already busy or stressed
  • A kill-the-messenger-of
    Organizational
  • bad-news, low-candor, structures
    that focus
  • low-confrontation culture employees
    on narrow
  • functional goals

COMPLACENCY
18
Kotters Eight-Stage Processfor Leading Change
  • 2) Create the Guiding Coalition
  • Find the right people
  • Create trust
  • Develop a common goal
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

19
Building a Coalition ThatCan Make Change Happen
  • Find the Right People
  • With strong position power, broad expertise, and
    high credibility
  • With leadership and management skills, especially
    the former

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. pp. 57-61.
20
Discussion Creating Trust
  • How can you create trust within your
    organization?
  • Benevolence --- Relationships
  • Ability --- Competencies
  • Integrity --- Character

21
Building a Coalition ThatCan Make Change Happen
  • Develop a Common Goal
  • CHANGE -- with strong position power, broad
    expertise, and high credibility
  • CHANGE -- with leadership and management skills,
    especially the former

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. pp. 57-61.
22
Kotters Eight-Stage Processfor Leading Change
  • 3) Develop a Vision and Strategy
  • General direction
  • Motivating Action
  • Coordinating Actions
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

23
Kotters Eight-Stage Processfor Leading Change
  • 4) Communicate the Change Vision
  • Keep it simple
  • Paint a verbal picture
  • Use multiple forums
  • Repeat
  • Lead by example
  • Explain inconsistencies
  • Allow give and take
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

24
Kotters Eight-Stage Processfor Leading Change
  • 5) Empower Employees for Broad-Based Action
  • Communicate a sensible vision
  • Improve compatibility
  • Provide training
  • Align systems
  • Confront supervisors
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

25
Empowerment
  • People wont help when they feel powerless
  • Move commitment to change AND participation in
    change out beyond the guiding coalition and the
    management team
  • Beyond the umbrella organization

26
Discussion - Empowerment
  • What can you do to empower people to lead,
    assist, and enable change in your organization?
  • What are you willing to try?
  • What are you willing to assault to make progress
    in this area?

27
Kotters Eight-Stage Processfor Leading Change
  • 6) Generate Short-Term Wins
  • Visible
  • Unambiguous
  • Related to change effort
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

28
The Role of Short-Term Wins
  • Provide evidence that sacrifices are worth it
    Wins greatly help justify the short-term costs
    involved.
  • Reward change agents with a pat on the back
    After a lot of hard work, positive feedback
    builds morale and motivation.

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. p. 123.
29
The Role of Short-Term Wins
  • Help fine-tune vision and strategies Short-term
    wins give the guiding coalition concrete data on
    the viability of their ideas.
  • Be willing to keep building the bridge as you
    cross it.
  • Undermine cynics and self-serving resisters
    Clear improvements in performance make it
    difficult for people to block needed change.

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. p. 123.
30
The Role of Short-Term Wins
  • Keep bosses on board Provide those higher in
    the hierarchy with evidence that the
    transformation is on track.
  • Building momentum Turns neutrals into
    supporters reluctant supporters into active
    helpers, etc.

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. p. 123.
31
Discussion Short-Term Wins
  • What might be some short-term wins for the
    change effort you are committed to leading?

32
Kotters Eight-Stage Processfor Leading Change
  • 7) Consolidate Gains and Produce More Change
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

33
Behavior Patternsthat Create Paralysis
  • Each unit/individual for itself
  • Hierarchy rules
  • Consensus at all costs
  • Always have the right answer
  • Whatever is done must be done by all
  • All will agree to whatever is decided

34
Kotters Eight-Stage Processfor Leading Change
  • 8) Anchor New Approaches in the Culture
  • Culture Norms Shared Values
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

35
Kotters Eight-Stage Processfor Leading Change
  • Anchor New Approaches in the Culture
  • Change
  • Comes last, not first
  • Depends on results
  • Requires a lot of talk
  • May involve turnover
  • Makes decisions on succession critical
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

36
A New Set of Rules
  • Questions are more compelling than answers.
  • Learning is more a function of critical thinking
    than being right.
  • Purposeful experimentation is more important than
    predictive thinking.
  • How could you use this notion to help you lead
    change where you are now?

37
Quiet Leadership
  • A leader is best
  • When people barely know he exists,
  • Not so good when people obey and acclaim him,
  • Worse when they despise him.
  • Fail to honor peoplethey fail to honor you.
  • But of a good leader, who talks little
  • when his work is done, his aim fulfilled,
  • they will say, we did this ourselves.
  • -- Lao-Tzu
About PowerShow.com