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Inventory of Changes

Jim Burnett
Jim Burnett

The document discusses leading change efforts in organizations. It suggests taking an inventory of employees' brain preferences as left-brain, right-brain, or middle-brain, which can influence how they respond to management and leadership. Building on strengths and understanding different preferences can help people get more excited about change. The document provides questions to catalyze change, including defining success, assessing buy-in, identifying necessary initiatives, values, and a change strategy. It emphasizes modeling personal change and assessing progress to course-correct change plans.

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Leadership in Educational Los Cambios Productions Administration Presenter Jim Burnett Presents An Inventory of Changes
Do We Manage or Lead Leader Manager 2
Take An Inventory of the People you work with SIZE THEM UP 3
Each one of us has a left -, a right -, or a middle-brain preference, and believe it or not this significantly influences the way we manage/lead By understanding the processes at work in the brain, we can better help explore individual preferences. 4
The Left - Brain Left-brain strengths generally prefer using lecture and discussion. To incorporate sequence, they put outlines on the board or overhead, and they like to adhere to prepared time schedules. They give problems to solve independently. Left-brain prefer to work alone. They like to read independently and incorporate research into their papers. They favor a quiet surrounding without a lot of distraction 5
The Right-Brain Strengths generally prefer to use hands-on activities over a lecture format. Group projects and activities, prefer a busy, active, noisy environment. Prefer to design and make a mobile rather than write another handout, take notes, etc. 6
Left Brain Right Brain 7
Build a Bridge and Get Over it We can all strengthen the weaker parts of our brains. We each have our own individual neurological strengths and weaknesses. Research tell us that our brains are always searching for new meanings and adding new neural circuits to make connections. 8
FOCUS ON STRENGTHS People get most excited and involved when www.valdezhill.com/Pictures/MuscleArmWorld.JPG they can learn and do projects in their area of strength. 9
CHANGE IS GOOD People react to change. It is natural and expected. They will react to both your desired future state (if known) as well as your change process. Because an organization cannot transform without affecting its people, it is vital to design your change strategy in a way that will minimize the negative impacts. YOU GO FIRST. 10
Once you have decided on your preferred change methodology, learn the various strategies for how to roll it out in your organization so that you achieve its full value. 11
9 Steps to Initiate Change www.BeingFirst.com 12
Ten Questions that Catalyze Change 1 What outcomes results do you need to achieve through your change effort? How do you define success for this change? If this change were to be wildly successful, what would be happening to make it so? www.BeingFirst.com 13
Ten Questions that Catalyze Change 2 From your observations, to what degree do the people of the organization understand and buy in to the need for this change? If low, how will you help them understand the case for this change and engage them in ways that are energizing and inspiring, rather than threatening? What is in it for the people of your organization to want to make this change succeed? How will you motivate them? www.BeingFirst.com 14
Ten Questions that Catalyze Change 3 What major change initiatives are needed in the organization for the outcomes to be achieved? How would you define the full scope of this change? Consider changes in any aspect of the organization: strategy, business processes and systems, structure, leadership and workforce mindset, culture, resources, technology, behavior, etc. www.BeingFirst.com 15
Ten Questions that Catalyze Change 4 What values, behaviors, or ways of working and relating must be in place for the change to occur? What are the organizing principles that lie at the heart of this change and are key to its success? www.BeingFirst.com 16
Ten Questions that Catalyze Change 5 What key aspects of the organization and the culture are critical to protect and preserve because they already support your outcomes and core principles? How can you celebrate and build on them? www.BeingFirst.com 17
Ten Questions that Catalyze Change 6 Do you have an enterprise-wide change strategy for accomplishing your outcomes and your various initiativesthat people can understand and align behind? Your change strategy would include your plans for catalyzing the changes; telling a unified story that incorporates all of the initiatives; and establishing adequate change infrastructures and resources, realistic timing, communications, and milestone events for achieving your outcomes. www.BeingFirst.com 18
Ten Questions that Catalyze Change 7 What change methodology or process roadmap will be used to orchestrate and integrate all of the various initiatives afoot in the organization? If more than one change model is being used in the organization, can they be identified and assessed for whether or not they meet the unique requirements of transformational change? Do they accommodate the integration of competing initiatives? www.BeingFirst.com 19
Ten Questions that Catalyze Change 8 What are you and your team planning to do to prepare the people of the organization, and your key stakeholders, to succeed in making this change as quickly and effectively as possible (i.e., communicating to build understanding and trust, developing skills, shifting old mindsets and culture, expanding the knowledge base, increasing readiness, providing emotional support, etc.)? www.BeingFirst.com 20
Ten Questions that Catalyze Change 9 How will you assess your progress and course correct your change plans when you need to? How will you ensure getting truthful, accurate, and timely information from the organization and your customers about how the changes are going, and how will you deal with information that indicates a need to alter what you are doing, the pace, or your outcomes? www.BeingFirst.com 21
Ten Questions that Catalyze Change 10 How are you going to model the required personal changes you are asking of the organization (i.e., changes in behavior, mindset, language, decision- making, work practices)? How do you want to be seen by the senior executives, managers, and workforce, and what will you do to wake them up to the need to make these personal changes as well? www.BeingFirst.com 22
The issues in these questions require self reflection on your part as a leader/manager. Transformation demands commitment to personal change, and to the development of your leadership/management capacity. Open the door for this possibility here, and follow it up with a well-paced plan for supporting the work needed to succeed. 23
24
Because leading change efforts is different from running current operations, success often requires to think more deeply and thoroughly about the effort and what should be included in it. Generate the discussions and decisions to set your changes up for success. Be prepared to follow up with the change strategy that brings all of the insights your questions have generated to life. 25
IN SUMMARY Some Thoughts The choice really boils down to thiseither we manage change, or it will manage us. A rule of thumb is this: out of every 10 employees within a department, there is usually 1 that will have significant influence over how the others will think. 26
IN SUMMARY Some Thoughts So plant the right seeds, respect the growing process, and watch great things happen! - Page: 78 27

More Related Content

Inventory of Changes

  • 1. Leadership in Educational Los Cambios Productions Administration Presenter Jim Burnett Presents An Inventory of Changes
  • 2. Do We Manage or Lead Leader Manager 2
  • 3. Take An Inventory of the People you work with SIZE THEM UP 3
  • 4. Each one of us has a left -, a right -, or a middle-brain preference, and believe it or not this significantly influences the way we manage/lead By understanding the processes at work in the brain, we can better help explore individual preferences. 4
  • 5. The Left - Brain Left-brain strengths generally prefer using lecture and discussion. To incorporate sequence, they put outlines on the board or overhead, and they like to adhere to prepared time schedules. They give problems to solve independently. Left-brain prefer to work alone. They like to read independently and incorporate research into their papers. They favor a quiet surrounding without a lot of distraction 5
  • 6. The Right-Brain Strengths generally prefer to use hands-on activities over a lecture format. Group projects and activities, prefer a busy, active, noisy environment. Prefer to design and make a mobile rather than write another handout, take notes, etc. 6
  • 7. Left Brain Right Brain 7
  • 8. Build a Bridge and Get Over it We can all strengthen the weaker parts of our brains. We each have our own individual neurological strengths and weaknesses. Research tell us that our brains are always searching for new meanings and adding new neural circuits to make connections. 8
  • 9. FOCUS ON STRENGTHS People get most excited and involved when www.valdezhill.com/Pictures/MuscleArmWorld.JPG they can learn and do projects in their area of strength. 9
  • 10. CHANGE IS GOOD People react to change. It is natural and expected. They will react to both your desired future state (if known) as well as your change process. Because an organization cannot transform without affecting its people, it is vital to design your change strategy in a way that will minimize the negative impacts. YOU GO FIRST. 10
  • 11. Once you have decided on your preferred change methodology, learn the various strategies for how to roll it out in your organization so that you achieve its full value. 11
  • 12. 9 Steps to Initiate Change www.BeingFirst.com 12
  • 13. Ten Questions that Catalyze Change 1 What outcomes results do you need to achieve through your change effort? How do you define success for this change? If this change were to be wildly successful, what would be happening to make it so? www.BeingFirst.com 13
  • 14. Ten Questions that Catalyze Change 2 From your observations, to what degree do the people of the organization understand and buy in to the need for this change? If low, how will you help them understand the case for this change and engage them in ways that are energizing and inspiring, rather than threatening? What is in it for the people of your organization to want to make this change succeed? How will you motivate them? www.BeingFirst.com 14
  • 15. Ten Questions that Catalyze Change 3 What major change initiatives are needed in the organization for the outcomes to be achieved? How would you define the full scope of this change? Consider changes in any aspect of the organization: strategy, business processes and systems, structure, leadership and workforce mindset, culture, resources, technology, behavior, etc. www.BeingFirst.com 15
  • 16. Ten Questions that Catalyze Change 4 What values, behaviors, or ways of working and relating must be in place for the change to occur? What are the organizing principles that lie at the heart of this change and are key to its success? www.BeingFirst.com 16
  • 17. Ten Questions that Catalyze Change 5 What key aspects of the organization and the culture are critical to protect and preserve because they already support your outcomes and core principles? How can you celebrate and build on them? www.BeingFirst.com 17
  • 18. Ten Questions that Catalyze Change 6 Do you have an enterprise-wide change strategy for accomplishing your outcomes and your various initiativesthat people can understand and align behind? Your change strategy would include your plans for catalyzing the changes; telling a unified story that incorporates all of the initiatives; and establishing adequate change infrastructures and resources, realistic timing, communications, and milestone events for achieving your outcomes. www.BeingFirst.com 18
  • 19. Ten Questions that Catalyze Change 7 What change methodology or process roadmap will be used to orchestrate and integrate all of the various initiatives afoot in the organization? If more than one change model is being used in the organization, can they be identified and assessed for whether or not they meet the unique requirements of transformational change? Do they accommodate the integration of competing initiatives? www.BeingFirst.com 19
  • 20. Ten Questions that Catalyze Change 8 What are you and your team planning to do to prepare the people of the organization, and your key stakeholders, to succeed in making this change as quickly and effectively as possible (i.e., communicating to build understanding and trust, developing skills, shifting old mindsets and culture, expanding the knowledge base, increasing readiness, providing emotional support, etc.)? www.BeingFirst.com 20
  • 21. Ten Questions that Catalyze Change 9 How will you assess your progress and course correct your change plans when you need to? How will you ensure getting truthful, accurate, and timely information from the organization and your customers about how the changes are going, and how will you deal with information that indicates a need to alter what you are doing, the pace, or your outcomes? www.BeingFirst.com 21
  • 22. Ten Questions that Catalyze Change 10 How are you going to model the required personal changes you are asking of the organization (i.e., changes in behavior, mindset, language, decision- making, work practices)? How do you want to be seen by the senior executives, managers, and workforce, and what will you do to wake them up to the need to make these personal changes as well? www.BeingFirst.com 22
  • 23. The issues in these questions require self reflection on your part as a leader/manager. Transformation demands commitment to personal change, and to the development of your leadership/management capacity. Open the door for this possibility here, and follow it up with a well-paced plan for supporting the work needed to succeed. 23
  • 24. 24
  • 25. Because leading change efforts is different from running current operations, success often requires to think more deeply and thoroughly about the effort and what should be included in it. Generate the discussions and decisions to set your changes up for success. Be prepared to follow up with the change strategy that brings all of the insights your questions have generated to life. 25
  • 26. IN SUMMARY Some Thoughts The choice really boils down to thiseither we manage change, or it will manage us. A rule of thumb is this: out of every 10 employees within a department, there is usually 1 that will have significant influence over how the others will think. 26
  • 27. IN SUMMARY Some Thoughts So plant the right seeds, respect the growing process, and watch great things happen! - Page: 78 27