This document contains slides from a presentation on change leadership and change management. It discusses barriers to effective change, characteristics of effective change leaders, positioning change management and leadership, stakeholder analysis, change team roles, and change personas. Key points emphasized include the importance of leadership, clear vision and communication, addressing resistance, and engaging stakeholders in the change process. Soft skills like culture change and mindsets are identified as larger barriers than technical "hard skills".
Source: Making Sense of Change Management by Esther Cameron and Mike Green (2004): www.integralchange.co.uk
http://www.leadershipnow.com/leadingblog/2013/12/leading_through_uncertainty.html
Leading Change Through Uncertainty
Leading change through uncertainty means leading with the truth. People can handle the truth.
The negative energy created by worrying is replaced with positive, productive actions and attitudes. Some leaders are afraid of the truth because it incriminates them and exposes their weaknesses.
Source: http://connectedprincipals.com/archives/7184
Activate a Change Agent Network
Clear Vision - A change agent does not have to be the person in authority, but they do need to have a clear understanding of the vision and be able to communicate that clearly with others
Patient Yet Persistent - Change does not happen overnight; not everyone moves at the same pace; the persistence comes in that you will take opportunities to help people get a step closer often when they are ready, not just giving up on them after the first try
Asks Tough Questions - Keep asking questions to help people think, don't alleviate that by telling them what to do without discussion or debate
Knowledgeable and Leads by Example - Someone who is active in learning and can show by example what learning can look like will have much more credibility with others; if you want to create change, you have to not only be able to articulate what that looks like, but show it to others
Strong Relationships Built on Trust - Effective change agents must foster solid relationships with the people that they serve; people will not want to grow if they do not trust the person that is pushing the change; typically they are approachable and reliable
2014 Edelman Trust Barometer
http://www.edelman.com/insights/intellectual-property/2014-edelman-trust-barometer/about-trust/executive-summary/
Excerpt: Employees are considered the most trusted source across most clusters of trust attributes, especially among those attributes grouped under engagement (50percent) and integrity (37 percent), the most important as measured by the Edelman Trust Barometer. The public wants to hear directly from employees as ambassadors for the company who can attest to its integrity, the quality and relevance of products and services offered and the operational strength of the company, including its leadership.
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Source: http://www.forbes.com/sites/davidkwilliams/2013/07/18/the-best-leaders-are-vulnerable/
Compassion for Others
To be effective at supporting people and organizations through change, we must come from a basic fundamental perspective of compassion and empathy, not judgment, speaking up and acting on behalf of users, leaders and all stakeholders involved in the process.
We all know leaders who are filled with bravado and the fierce belief that showing the slightest hint of vulnerability would cause them to be seen as weak
In reality, they could not be more mistaken as it is a sign of courage and strength; the greatest leaders have this self-awareness
Vulnerability is the combination of uncertainty, risk and emotional exposure
Vulnerability is the absolute heartbeat of innovation and creativity
Source: Making Sense of Change Management by Esther Cameron and Mike Green (2004): www.integralchange.co.uk
http://www.leadershipnow.com/leadingblog/2013/12/leading_through_uncertainty.html
Leading Change Through Uncertainty
Leading change through uncertainty means leading with the truth. People can handle the truth.
The negative energy created by worrying is replaced with positive, productive actions and attitudes. Some leaders are afraid of the truth because it incriminates them and exposes their weaknesses.
Source: Adapted from the Kubler-Ross profound change curve (1969/2012)
Change Curve
The change curve demonstrates how we, as individuals, react to change and typically what phases we go through, until we accept the change
People are at the heart of the change curve
Key stages: Awareness, Alignment, Acceptance, Competency and Engagement
Source: http://www.forbes.com/sites/danschawbel/2012/08/13/how-to-use-storytelling-as-a-leadership-tool/
The Power of Storytelling