Change leadershipa
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The document discusses successful change leadership. It describes the difference between leaders and managers, why change often fails, and four complementary models for change: diffusion of innovation, crossing the chasm, organizational change, and applying the tipping point. It emphasizes listening to people's mental models, addressing resistors' concerns, and modifying the message over time as different groups adopt the change. The overall message is that successful change requires understanding people's perspectives and guiding the organization smoothly through the various stages of adoption.
Change leadershipa
- 1. Successful Change Leadership Successful Change Leadership Turning Theory into Reality Ian Kowalski 息 2011 Ian Kowalski 息 2010 Ian Kowalski 1
- 2. Successful Change Leadership Objectives By the end of this session, you will be able to: Describe the difference between Leaders and Managers Describe why change often fails Describe 4 complementary models for change Understand how to apply these models to lead successful change 息 2011 Ian Kowalski 息 2010 Ian Kowalski 2
- 3. Successful Change Leadership Exercise When change is successful This is the way we do it around here When change is not successful Flavor of the month This too shall pass Do what I say not what I do List examples of change you have experienced. What was the result? 息 2011 Ian Kowalski 息 2010 Ian Kowalski 3
- 4. Successful Change Leadership Managers and Leaders Management is about dealing with complexity Leadership is about dealing with Change Change Management is a Misnomer 息 2011 Ian Kowalski 息 2010 Ian Kowalski 4
- 5. Successful Change Leadership Leadership Can Be Learned Challenging the Process Inspiring a Shared Vision Enabling Others to Act Modeling the Way Encouraging the Heart Leaders are Born Not Made Leadership Challenge, Kouzes & Posner 息 2011 Ian Kowalski 息 2010 Ian Kowalski 5
- 6. Successful Change Leadership Leadership Can Be Learned Talk Respectfully about the Past Talk Realistically about the Present Talk Optimistically about the Future Leaders Talk For People, Not About People 息 2011 Ian Kowalski 息 2010 Ian Kowalski 6
- 7. Successful Change Leadership Change is Inevitable It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change - Charles Darwin 息 2011 Ian Kowalski 息 2010 Ian Kowalski 7
- 8. Successful Change Leadership Critical Mass 34% 34% 13.5% 16% 2.5% Innovators Early Adopters Early Majority Late Majority Laggards Is it really resistance? -- Consider where people fall on the adoption curve Diffusion of Innovation, Everett Rogers 息 2011 Ian Kowalski 息 2010 Ian Kowalski 8
- 9. Successful Change Leadership The Tipping Point TP Th e Ch as m 34% 34% 13.5% 16% 2.5% Innovators Early Adopters Early Majority Late Majority Laggards When the change becomes the new normal Crossing the Chasm, Geoffrey Moore 息 2011 Ian Kowalski 息 2010 Ian Kowalski 9
- 10. Successful Change Leadership Organizational Change TP 34% 34% 13.5% 16% 2.5% Innovators Early Adopters Early Majority Late Majority Laggards Originators Pragmatists Conservers Radical Change Want change to solve Gradual change specific problems Huge effect Preserve the current minimize effect on structure Ignore impact on existing structure structure Focus on results Dangerous Opportunity: Making Change Work, Chris Musselwhite 息 2011 Ian Kowalski 息 2010 Ian Kowalski 10
- 11. Successful Change Leadership Leading Change: A Good Checklist 1. Establish a sense of urgency 2. Forming a powerful guiding coalition 3. Create a Vision 4. Communicating the vision 5. Empowering others to act on the vision 6. Planning for and creating short term wins 7. Consolidate improvements and produce more changes 8. Institutionalize new approaches Leading Change, John Kotter 息 2011 Ian Kowalski 息 2010 Ian Kowalski 11
- 12. Successful Change Leadership Applying The Tipping Point Apathetics Incubators Advocates Resistors Applying the Tipping Point, Andrea Shapiro 息 2011 Ian Kowalski 息 2010 Ian Kowalski 12
- 13. Successful Change Leadership Seven Levers of Change People Support Mass Exposure Hiring Advocates Removing Resistors Contacts between Advocates and Apathetics Environmental Support Walk the Talk Reward and Recognition Necessary but not Sufficient Infrastructure Applying the Tipping Point, Andrea Shapiro 息 2011 Ian Kowalski 息 2010 Ian Kowalski 13
- 14. Successful Change Leadership Exercise Compliance Commitment TT 息 2011 Ian Kowalski 息 2010 Ian Kowalski 14
- 15. Successful Change Leadership The Change Challenge BEHAVIOR WORLD VIEW ATTITUDES Commitment (Paradigm) Possible vs (Mental Models) Appropriate Compliance Leadership for Extraordinary Performance, Jack and Carol Weber 息 2011 Ian Kowalski 息 2010 Ian Kowalski 15
- 16. Successful Change Leadership What Do You Think? The only thing harder than starting something new is stopping something old. Russell Ackoff -- systems thinker -- PS 息 2011 Ian Kowalski 息 2010 Ian Kowalski 16
- 17. Successful Change Leadership Leadership Exercise How would you convince How would you talk to a someone to change? person going through loss? Reason Listen Education / training Empathy Change their job Love Burning platform Support WIIFM Incentives Goals / targets Involvement 息 2011 Ian Kowalski 息 2010 Ian Kowalski 17
- 18. Successful Change Leadership Exercise Why does change fail? 息 2011 Ian Kowalski 息 2010 Ian Kowalski 18
- 19. Successful Change Leadership Putting It all Together Kotter as a check list Listen to the people to find the mental models Listen to the Resistors Address the mental models Intelligent use of the seven levers of Change Contact between Advocates and Apathetics Modify the message as we shift through the Originators to appeal to the Pragmatists 息 2011 Ian Kowalski 息 2010 Ian Kowalski 19
- 20. Successful Change Leadership Objectives By the end of this session, you will be able to: Describe the difference between Leaders and Managers Describe why change often fails Describe 4 complementary models for change Understand how to apply these models to lead successful change 息 2011 Ian Kowalski 息 2010 Ian Kowalski 20
- 21. Successful Change Leadership Questions Ian Kowalski 770-317-2985 iankowalski@msn.com 息 2011 Ian Kowalski 息 2010 Ian Kowalski 21