Accelerating Change

1. -6 -4 -2 0 2 4 6 Accelerating Change

2. Moving Ahead CurrentState TransitionState ImprovedState

3. Leading Change CurrentState Making Change Last Creating A Shared Need ImprovedState Shaping A Vision Monitoring Progress Mobilizing Commitment TransitionState Changing Systems & Structures Change Management Model

4. Attention – Time – Behavior: “Walk the talk” Change Skills Enroll Others – Facilitative Leadership Skills – Inquiry – Win/Win Passion – Personal involvement – Is "known for"... Leading Change • Key Principle: A Champion or Champions who sponsors the change • Leadership Change Skills:

5. 1. 2. Identify 4-5 things you feel strongly about (at home or at work) Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you Tools & Techniques • Calendar Check:

6. Creating a Shared Need • Key Principle: The reason to change whether driven by threat or opportunity is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance

7. Opportunities Strengths Weaknesses Threats Tools & Techniques • SWOT Analysis:

8. Shaping a Vision • Key Principle: The desired outcome of change is clear, legitimate, widely understood and shared

9. Making a Vision Actionable Goal/Mission/Vision Mindset Behavior Tools and Techniques • Bull’s Eye Chart

10. Mobilizing Commitment • Key Principle: There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention

11. Tools and Techniques • Key Stakeholders Map • Attitude Charting EarlyAdopters LateAdopters % ofPopulation Resistors Innovators

12. Stakeholder Assessment Names Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive Tools and Techniques • Stakeholder Assessment • TPCF Analysis

13. Issues/Concerns Identify“Wins” InfluenceStrategy Stakeholder Tools and Techniques • Influence Strategy

14. Making Change Last • Key Principle: Once change is started, it endures, flourishes and learnings are transferred throughout the organization

15. Leading Change Ability ToAdjust Understanding Reflection/Integration Clear PathForward MakingChangeLast Ongoing Support/Commitment Motivation/Energy ClearContinuousCommunication Changing Systems& Structures Important Factors

16. Profile on Change Processes 100 75 50 25 0 Leading Creating Shaping Mobilizing Making Monitoring Changing Change a Shared Need Progress a Vision Commitment Change Systems & Last Structures Tools and Techniques • Change Profile • Change Management Self-Assessment

17. Measure- ment Reward Staffing Develop- ment Org. Design Tools and Techniques • Systems and Structures Worksheet

18. Monitoring Progress • Key Principle: Progress is real; benchmarks set and realized; indicators established to guarantee accountability

19. Changing Systems and Structures • Key Principle: Making sure that the management practices are used to compliment and reinforce change Changing Systems & Structures Involves Using/Modifying: • Staffing (How we acquire/place talent) • Development (How we build competence/capability) • Measures (How we track performance) • Rewards (How we recognize/reward desired behavior) • Communication (How we use information to build and sustain momentum) • Designing Organizations (How we organize to support the change initiative)

20. 3 4 5A 7 8A 6 Making a Vision Actionable Existing Measures 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Which existing measures provide littleor no information about any of the desired behaviors? 1. 2. 3. 4. 5. etc. Which desired behaviors cannot be reliably measured by any existing measure? 1. 2. 3. 4. 5. etc. If you achieve your desired changes, which existing measures will emit false signals indicating that performance is degrading? 1. 2. 3. 4. 5. etc. If an employee carries out each of the desired behaviors, what is likely to be the organization’s reaction? A = Reward or Approval B = Punishment or Disapproval C = No Reaction D = Impossible to Predict More of: 1. 2. etc. Less of: 1. 2. etc. Existing Rewards Financial 1. 2. 3. etc. Non-financial 1. 2. 3. etc. Mission/Vision Mindset Actions/ Behavior 8A How could we reward the desired behaviors not now being rewarded? 5B How could we measure these desired behaviors? Tools and Techniques • Measurement Assessment

21. Action Choice (1 – 4 ) a. Coming up with and trying out new, untested ideas b. Exceeding your authority when necessary to get the job done c. Bending the rules when necessary to get the job done d. Violating the chain of command when necessary to get the job done e. G oing along with the boss even when (s)he's wrong f. Always going along with the majority view g. Presenting your boss with an unpopular point of view h. Sharing information with other units and departments i. Keeping information from other units and departments j. Achieving your group's goals at the expense of other groups l. Setting very easy goals and then making them m. Maximizing short term bottom line at the expense of long term bottom line n. Spending money in the short term that will - pay off later o. Achieving your volume and budget objectives, but at the expense of product or service quality Rewarding Performance Examples