2. “It’s not so much that we’re afraid of change,
or so in love with the old ways, but it’s the
place in between that we fear… it’s like being
between trapezes. It’s Linus when his blanket
is in the dryer. There’s nothing to hold on to.”
- M. Ferguson
3. Class agenda
Part I: Organizational Issues and change
Part II: The nature of change.
Part III: Leading others through
change.
4. Characteristics of The Adaptive Organization
The Prerequisites for Change
Characteristics of Effective Change Sponsors
What Effective Change Leaders Need to Do
The Internal Players in the Change Process and
their Roles
The Role of Outside Consultants
Part I: Organizational IssuesPart I: Organizational Issues
5. The Adaptive Organization
Willingness to make change
Identifies problems quickly
Internal and external looking
Implements solutions
rapidly
Focus on innovation
Upward communication
Trust
Risk taking is rewarded
Candidness
Open to feedback
Enthusiasm
Long-term focus
Skill Development
Learning Organization
6. Prerequisites for Change
Vision: Develop, articulate and communicate a shared
vision of the desired change
Need: A compelling need has been developed and is
shared
Means: The practical means to achieve vision: planned,
developed and implemented
Rewards: Aligned to encourage appropriate behavior
compatible with vision and change
Feedback: Given Frequently
7. An Effective Change Sponsor Must Have
Power: to legitimize change
Pain: Personal Stake
Vision: Total in-depth view
Public/Private Role: Commitment and ability to support
change publicly/ meet privately with agents
Performance Management: Ability to reward/confront
Sacrifice: Pursue change despite personal price
8. What Effective Change Leaders Do
Embrace change when it’s needed
Develop a vision for change
Communicate effectively
Shake things up by challenging status quo and encouraging others to do
the same
Stay Actively Involved by walking the walk and being visible about it.
Direct, Review Implementation of change - continued participation -
never done attitude. Be in position to notice and coach.
9. Roles: The Change Players
Sponsors: Senior management leaders - the driving force
of change - must walk the walk.
Advocates: Allies of leaders, deploy the vision -
communicate - involve - sell - MOTIVATE
Agents: Influence sponsors’ commitment, target
resistance, measure readiness, assess existing
people/structures
Targets: Everyone in organization - develop, train,
reinforce, support
10. Role of Consultants
Assessment of: management, key players, barriers, opportunities
Coach/Develop/Train: help people adopt new behavior
Plan: Assist in process/knowledge
Values / Vision: Facilitate their development
Redesign Organizational Factors: Rewards, Reports, Re-engineer
Communications: Facilitate the process
Project Management Assistance
11. Introduction
Change in business is not new — it’s just accelerating due
to…
New technology.
Global competition.
Growth & increased complexity.
The result: Change or die
Part II: The Nature of ChangePart II: The Nature of Change
12. What to expect from change
Sense of loss, confusion.
Mistrust and a “me” focus.
Fear of letting go of that which led to success in the past.
People hold onto & value the past.
High uncertainty, low stability, high emotional stress
Perceived high levels of inconsistency.
High energy — often undirected.
Control becomes a major issue.
Conflict increases — especially between groups.
13. Individual prerequisites for change to occur
Thinking &
understanding
Emotional/
Motivational
Behavioral
Head Heart
Hands
Why should I change?Why should I change?
What’s in it for me?What’s in it for me?
What do I do differently?What do I do differently?
15. Stages of change management
“Coming to Grips with the Problem”
“Working through the Change”
“Attaining and Sustaining Improvement”
16. Strategy/change implementation
“Coming to
Grips with
the Problem”
1.
Arenas of
Change
Stages
of Change
Management
2. “Working
through the
Change”
3. “Attaining and
Sustaining
Improvement”
Changing
Behavior and
Developing
Competency
and Capability
Behavior
(Capability)
Mind-set
(Thinking/
Understanding)
Breaking the
Conventional
Mind-set and
Generating a
Picture of the
Future
Dealing with
Reactions to
Loss and
Creating the
Will to
Succeed
Motivation
(Emotional/
Intuitive Dynamics)
17. 1. Identify (roughly) the stage person/group is in.
2. Determine obstacles/arenas:
a. Head
b. Heart
c. Hands
d. All of the above
3. Use tools to move through obstacles.
May need several simultaneously.
4. Recognize and acknowledge steps forward.
5. Cycle back to Step 1.
Part III: Leading Others
through Change
Part III: Leading Others
through Change
18. Understanding what stage of change they’re in
Questions Stage
Do they see a need for change?
How uncomfortable are they with the status quo?
Do they have any sense of urgency about changing?
Are they struggling with making the change work?
Are they looking for ways to make it work?
Are they communicating with others involved in the
change, to get salutations to problems, share Best
Practices, etc.
Are they looking for ways to leverage the change?
To enhance it?
One:
Coming to grips with the
problem.
Two:
Working through the
change.
Three:
Attaining & sustaining
improvement.
19. The technology of leading sustainable change
Mind-set
(Thinking/
Understanding)
Stage One:
Arenas of
Change
Stages
of Change
Management
Motivation
(Emotional/
Intuitive Dynamics)
Behavior
(Capability)
Gather data to convince
you/others that old way
no longer works.
Confront myths,
assumptions, & beliefs
that prevent seeing
problem & changing.
Increase dissatisfaction
with old ways.
Increase confidence that
change is achievable.
Outline costs of old way
& benefits of new way.
Form team to gather
data.
Have management talk
about data & need for
change.
Assess individual
readiness to change.
Identify specific
behaviors to change.
“Coming to
Grips with
the Problem”
20. The technology of leading sustainable change
Mind-set
(Thinking/
Understanding)
Stage Two:
Arenas of
Change
Stages
of Change
Management
Motivation
(Emotional/
Intuitive Dynamics)
Behavior
(Capability)
“Working
through the
Change”
Create a vision of the
future & articulate the
new mind-set.
Help people understand
both the big picture &
the details.
Communicate the
purpose & benefits
broadly.
Help people make the
link between solving
today’s issues & the new
plan.
Hold “reality check”
meetings to work
through the threats,
losses, and resistance.
Work through the
leaders’ emotion/
resistance first.
Use individual gain/loss
analysis as as tool.
Discuss how to manage
stress. Be supportive of
one another.
Develop a new profile
of leadership success.
Evaluate the top levels
of management in
stores.
Involve employees in
building change plans.
Reward successes;
expect & learn from
mistakes.
Drive individual
behavior change.
21. The technology of leading sustainable change
Mind-set
(Thinking/
Understanding)
Arenas of
Change
Stages
of Change
Management
Motivation
(Emotional/
Intuitive Dynamics)
Behavior
(Capability)
“Attaining &
Sustaining
Improvement”
Continually update
vision of desired future
& teamwork.
Create forum for
feedback & continuous
learning.
Continue to articulate
why’s & benefits.
Celebrate & reward
successes.
Deal with people who
will not change.
Establish two-way
communication.
Involve people for buy-
in.
Continue to support
each other in managing
stress & change.
Make sure systems &
rewards reinforce
desired behaviors.
Train incoming people
in the new behaviors.
Coach, give feedback,
& reinforce new
behavior.
Deal with people who
cannot change.
Stage Three:
22. Addressing mind-set
Learn it thoroughly yourself.
Build relationships.
Explain the purpose of change. Help them understand &
teach concept.
Articulate the benefits.
Link daily activities to their higher purpose & benefits.
Repetition: Provide frequent & consistent communication
about change & what’s needed.
Paint a picture of the successful future using best
practices.
Working with Mind-SetWorking with Mind-Set
23. Addressing behaviors
Model desired behaviors & attitudes.
Clearly define desired behaviors & behaviors that need to
change.
Give feedback frequently to reinforce changed behavior
& correct wrong behavior.
Coach & teach desired behavior.
Working with BehaviorsWorking with Behaviors
24. Addressing behaviors
Identify training needs & communicate upwards.
Create goals to work toward: a vision of success.
Help people create specific, concrete behavior-change
plans as needed.
Communicate in multiple forms.
Working with BehaviorsWorking with Behaviors
25. Summary
You have to be comfortable with the change before you
can get others to change.
People can’t (or don’t want to) change when they don’t
understand.
What, why, how, WIIFM.
You can’t intervene until you understand the situation.
Resistance is part of the change process.
Work with it.
Address change at all three levels to be successful.
Sustainable change occurs in steps.
Define your priorities. Don’t take on too much at once.
26. A stepped approach to change
Start
X
A journey of a thousand miles
occurs one step at a time.
Success
Objectives:
Understanding change as a process.
Learn about & practice using some tools for managing change.
Be better equipped to manage change, both for/in yourself & for/in others whom you manage/lead, directly or indirectly.
Gain an understanding of the dynamics of change.
Develop yourself as a leader of change.
Build skills needed to effectively manage change.
After making the slide point, you may add this:
Change was not “invented” in the 20th century but it’s received immense attention because it is the most visible feature of business today.
Change has impacted virtually every business, industry, & profession including non-profits & governmental entities.
I know that, for most of you, this is a review of things you already know.
No matter how positive, promising or proactive the change is, expect a sense of loss.
No matter how competent & committed you or your team members are, expect a sense of confusion.
No matter how loyal team members are, expect loss & confusion to cause some degree of mistrust and a “me” focus.
No matter how much you believe new behavior is required, expect fear of trying new ways.
To what extent have you seen this going on around us?
Ask for 1-2 examples (don’t need to use names).
What are the psychological aspects of change?
Areas for focus in helping people change.
There are other questions that characterize these arenas.
These are for example.
The effective management of change involves an integrated approach in each of these 3 areas:
Head.
Heart.
Hands.
Maybe the first stage = denial.
Emphasize that change is a process with different stages. Give an example from Retail Simplification (SOP) showing the different stages the different groups may be at — at any one time.
Now, put them together: The three arenas across the top and the stages along the sides.
You need to deal with people where they are, in leading change.
So, assessment/diagnosing the issues becomes key!
People, at any one time, will fall into categories:
Resist it.
Watch it.
Make it happen.
Need to find out where someone is in order to effect change.
1.Define what would be realistic, incremental movement forward, based on where they are currently (Jennifer’s stepwise ladder approach).
2.We’ll talk about techniques for recognizing the nature of roadblocks. It doesn’t have to be an exact science, but useful, for examples…
3.(Example continued….) When you’ve presented all relevant evidence/facts and the person shows a depth of understanding, yet he or she still strangely resists--then you may be dealing with an emotional (Heart) roadblock. All the logical, rational discussions & good teaching you can apply, won’t help. Have to deal with it using tools appropriate for the emotional arena.
4.Recognize progress. Important especially for you — to sustain yourself. Important to point it out to others who may be frustrated with a person or group’s (lack of) progress. (They may be expecting too much too fast.) Warning: never gloat or say “see, I told you so!”
Again, no need to be scientific about it. It’s useful, however, to identify -- roughly -- where the person or group is, so your approach is appropriate.
Now, put them together: The three arenas across the top and the stages along the sides.
You need to deal with people where they are, in leading change.
So, assessment/diagnosing the issues becomes key!
People, at any one time, will fall into categories:
Resist it.
Watch it.
Make it happen.
Need to find out where someone is in order to effect change.
Now, put them together: The three arenas across the top and the stages along the sides.
You need to deal with people where they are, in leading change.
So, assessment/diagnosing the issues becomes key!
People, at any one time, will fall into categories:
Resist it.
Watch it.
Make it happen.
Need to find out where someone is in order to effect change.
Now, put them together: The three arenas across the top and the stages along the sides.
You need to deal with people where they are, in leading change.
So, assessment/diagnosing the issues becomes key!
People, at any one time, will fall into categories:
Resist it.
Watch it.
Make it happen.
Need to find out where someone is in order to effect change.
1.Big picture and details.
2.If people don’t know/trust you, they will resist your advice.
3.People need to know why change is needed. The more compelling the reason the better (WIIFM).
4.Articulate the benefits for the individual (WIIFM) and for the company.
5.E.g., when you make “saves” in Operations, you’re helping customers get product back sooner & help company save money.
1.People need to understand conceptually what kind of leadership will be required of them. Helpful to do this as an exercise with them, as we did in Part II.
2.Leader behaviors that don’t match the message really undermine change.
3.We need to be specific about what behaviors need to change.
4.This is good coaching. Make sure to use as much or more positive reinforcement as correctional feedback. Ask them first what they’re supposed to be doing.
5.Coach & teach to help people learn. Understand where they are coming from. Don’t just tell them what to do; it won’t stick! Be a detective/don’t give directives! (Help them learn to use questions to guide the “student.”
1.If you see a global need that is beyond your ability to coach, communicate to Training.
2.Paint a tangible picture of individual, team, store, company success. People need a star to shoot for.
3.Use the technology learned in Section II. Make sure you break desired goals into concrete, achievable steps.
4.Use formal meetings, informal groups, individual conversations. The change needs to occupy a central place in leaders’ daily activities.
Explain the diagram.
Example: learning to run 5 miles in 40 minutes.
You start with mile jogging @ 10 minute pace, then maybe increase every few days.
If you went out and ran 5 miles now, you’d probably quit the next day for soreness, and hate running.
If you build up (or cut down) slowly, the behavior is more likely to stick.