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Leading Change Karen Sledge

Leading Change Karen Sledge. Objectives. Background Transformation Through Change Describe the 8 stages Examine the actions needed for change Give common mistakes that lead to failure Connection to other readings. Background.

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Leading Change Karen Sledge

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  1. Leading Change Karen Sledge

  2. Objectives • Background • Transformation Through Change • Describe the 8 stages • Examine the actions needed for change • Give common mistakes that lead to failure • Connection to other readings

  3. Background • Dr John Kotter authored works on leadership and change management – “Leading Change, Why Transformation Efforts Fail” • Change is a process • Sequential • Takes time (think years, not days) • No room for short cuts • Critical mistakes result in • Loss of momentum • Reversal of progress • Pervasive distrust 1996 2005 2002 2008 1982 2012 MANAGING YOUR BOSS 1993 2010 1992 1985

  4. Stage 1: Establish a sense of urgency • What’s needed • Finding potential crises or untapped opportunities • Aggressive cooperation of many individuals • A good leader who sees the need for major change • Buy-in from 75% of company management convinced current practices are unacceptable • How it fails • Underestimating energy to move out of comfort zone • Overoptimistic in conveying the “urgent” message • Impatience

  5. Stage 2: Form a Guiding Coalition • What’s needed • Completing previous stage • Shared commitment to excellent performance only possible through change • Leading by power, expertise, reputation and network • Functioning outside of normal hierarchy and expectations • How it fails • Eliminating components of previous stage • Underestimating difficulties in achieving change • Undervaluing importance of coalition membership

  6. Stage 3: Define a vision • What’s needed • Complete previous stages • Guiding coalition strategizes to achieve vision • Succinctly communicating the vision • Individuals return understanding and interest • How it fails • Eliminated components of previous stages • Wrong vision = Incompatible projects • Unclear vision = No direction • Complicated vision = Confusion

  7. Stage 4: Communicate the Vision • What’s needed • Completing previous stages • The Coalition incorporating the vision into daily activities • Using all modes of communication • How it fails • Eliminating components of previous stages • Under communicating the vision • Inconsistent behavior with the vision

  8. Stage 5: Remove Obstacles • What’s needed • Completing previous stages • Convinced constituents that no external roadblocks exist • Encouraging constituents to take risk • Fostering nontraditional ideas, activities and actions • Functions outside of normal hierarchy and expectations • How it fails • Eliminating components of previous stages • Powerful naysayers who refuse to change • Demands inconsistent with the overall effort

  9. Stage 6: Plan and Create Short-Term Wins • What’s needed • Completing previous stages • Engineering visible performance improvements • Recognizing constituents • Retaining the “urgency” • Clarifying the vision • How it fails • Eliminating components of previous stages • Stopping the process to soon • Expecting results to occur quickly • Leaving the short-term wins to chance

  10. Stage 7: Wait to Declare Victory • What’s needed • Completing previous stages • Using early, small wins to address areas that undermine the vision • Integrating vision into hiring and promotion practices • How it fails • Eliminating components of previous stages • Relaxing change initiatives • Letting resistors reintroduce traditional ways

  11. Stage 8: Anchor Changes into the Culture • What’s needed • Completing previous stages • Cultivating the next generation of vision leaders • New Behaviors + Performance = Company Success • How it fails • Eliminating components of previous stages • Shallow roots of new behavior • Status quo on promotion criteria

  12. Connection to Other Readings • People need to see they’re integral to the solution (Aaron & Nelson) • Adaptive change requires individuals to alter their ways – without some distress there is no incentive to change (Heifetz & Linsky) • Change will create conflict – resist the urge to resolve it (Weiss & Hughes) • Change involves risks (Kouzes & Posner) • Change will never stop (Berson & Stieglitz) Our Iceberg is Melting

  13. Back-up slide About the author • Created and co-founded Kotter International helping develop Global 5000 leaders • Written 18 books w/12 best sellers • HBR articles have sold more reprints • Youngest tenured professor at Harvard • 2011 & 2013 Thinkers 50 recipient for change management ideas (Clayton Christensen honored as top ranked thinker in 2011)

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