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Implementing Change

Implementing Change. APAMSA Leadership Development Module . Implementing Change. Task-Oriented Behaviors . Successful change depends on when, where, and how it is implemented and who is involved Broad changes require multiple key players in the organization

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Implementing Change

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  1. Implementing Change APAMSA Leadership Development Module

  2. Implementing Change Task-Oriented Behaviors • Successful change depends on when, where, and how it is implemented and who is involved • Broad changes require multiple key players in the organization • Formulate a collective strategy for change with a coalition of supporters Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  3. Task-Oriented Behaviors Leadership Challenge (9) • Implementing Change • Major transformation often involves recruitment of new leaders and a mandate for radical change • Identify the most important leadership behavior when implementing major change and briefly describe an example why this is the case.

  4. Implementing Change Guidelines For Implementing Change • A sense of urgency • Prepare for change • Help people cope • Allow early successes • Keep people informed • Commitment to change • Empower people Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  5. Implementing Change A Sense Of Urgency • Persuade key players of the urgent need for immediate vs. gradual change • Identify reasons that make the current situation an ideal opportunity to initiate change: • Key players share the desire to implement change • Resources are available, change is feasible • Problems are evident & policy change is urgent Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  6. Implementing Change Prepare For Change • Adjustments must be made by multiple persons with major changes • Avoid dissatisfaction and rebelliousness among team members by clarifying expectations and adjustments needed during the change • Be realistic and anticipate potential problems and setbacks regardless of the wide appeal for change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  7. Implementing Change Help People Cope • Major changes are stressful, anxiety provoking, and depressing for persons making adjustments • Help people cope with past failed efforts, or who struggle with new policies or practices by holding informal discussions to air out grief and frustration with the changes Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  8. Implementing Change Allow Early Successes • Create opportunities to accomplish simple tasks in the early phase of a new project • Early success marks progress that can build the confidence of team members • Some skeptics will only participate after noting progress Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  9. Implementing Change Keep People Informed • When no one is informed of progress, people may wonder if the push for change has died and efforts reverted back to old ways • Build enthusiasm and optimism by informing people of progress: steps initiated, established changes, improvements in performance • Celebrate progress with public announcements and ceremonies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  10. Implementing Change Commitment To Change • See things through and stay committed to the end • Enthusiasm may dwindle when problems or setbacks are encountered • Leaders will be looked upon for resilience to stay the course—if not, all is lost • Leaders will invest time, effort, and resources to resolve problems and implement change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  11. Implementing Change Empower People • Avoid micromanaging every aspect of the transformation process • Delegate authority to multiple individuals whom may better deal with anticipated problems • Empower key players to implement changes most relevant to their vested needs and interests Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  12. Task-Oriented Behaviors Summary • Implementing Change • Broad changes will involve multiple key players in the organization • The Guidelines for Implementing Change offer a collective strategy for change with a coalition of supporters • Apply these guidelines to effectively provide motivation, support, guidance, and resources to facilitate change

  13. Leadership Development Next Topic… • Time Management • Our next module discusses guidelines for effective time management

  14. Task-Oriented Behaviors Sources • G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 300-307 • Free Management Library • www.managementhelp.org/ldrship/ldrship.htm

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