Leadership and Change Management

1. Leadership and Change Management Liana GarciaOL663 SNHU June 7, 2013

2. Hanover County Community Services Board • Suzy Christopher, LCSW • Program Coordinator, Children’s Services • Rural community in Central Virginia • Population: 96,309 • Provides clinical services to adults and children • Stakeholders: private, faith-based and nonprofit providers Organization

3. Requires a vision that energizes and motivates • Be a team leader: concern for people and productivity • Focus on accomplishments over authority • Empower through trust, respect and credibility • Communicate with questions, feedback, symbols and stories Leadership The process of social influence which maximizes the efforts of others towards the achievement of a goal. (Kruse, 2013)

4. Elements of an organization that are affected by a change initiative • Organization • Workplace • Tasks • People • Rewards • Metrics • Information Distribution • Decision Allocation Adapt to present conditions utilizing interventions that enable a balance of compliance and autonomy Organizational Development

5. Theory E: • Economics focused • Value shareholders • Top-down leadership • Theory O: • Values participation • Capabilities of the organization • Leaders should assess past performance and existing relationships with employees before undertaking a change initiative. • Strengths • Weaknesses Kotter’s 8 Steps

6. Hanover County needed to reevaluate their on-call after hours crisis hotline program • Previously operated by part-time staff • Master clinicians will take on-call rotation 7-8 times per year Change Initiative

7. Set the Tone Champions for Change Seek volunteers with energy and excitement for the change initiative How will it improve the organization? • Match words with actions • Speak with passion • Insight to recognize areas of need Urgency

8. Build a strong guiding team that is diverse with unique skills and perspectives. Credibility and innovation of the members of the guiding team lead to higher levels of productivity and success. Hanover County was forced to reevaluate current team members and devise a new plan for success. The Guiding Team

9. Vision and strategy guide the way and lead the organization to a successful change initiative. The vision is based on clear personal values while exploring different opinions in order to lead to success. • How will the organization look after the change? • Is it focused? • Is it flexible to adapt when needed? • Solid and emotionally appealing? Vision

10. What’s In It For me? To ensure full participation, focus on communication and training interventions Combat resistance through group meetings, focus groups, and surveys. Practice active listening and empowerment to create buy-in and excitement for the change initiative. • Change Barriers • Negative perceptions • Fear • Frustration • Ambiguity Buy-In

11. Empower action & Promote growth • What must employees do? • What should employees do? • What may employees do? Remove leadership, system, emotional, and information barriers Ensure active participation Maintain commitment and dedication Action!

12. Create wins that are: • Visible • Unambiguous • Related Opportunities to create trust and credibility Build morale by telling stories and relaying positive messages Short Term Wins

13. Persistence is key • Develop performance measures • Career planning • Leadership development Manage complacency Eliminate hoopla No false sense of accomplishment Are you hitting your target? Be mindful of organizational interdependence Don’t Let Up

14. Successful change initiatives leave a lasting cultural change • Achieved through: • Transparency and authentic communication • Inclusive and collaborative workplace Creates shared ownership and commitment Cultural Change

15. The free flow and management of explicit, tacit, and embedded knowledge Provide two-way communication and learning opportunities to facilitate decision making capabilities Utilize incentives and common goals Share artifacts such as records, reports and data for visible and examinable knowledge Knowledge Management

16. Did you know? Change initiatives have a 60-70% failure rate Why? Lack of leadership development Declare victory too soon Integration issues Failure to recognize drivers of change Unmanaged complacency Problem Solving

17. Change effort brought improved services to members of the community • Eliminated financial waste • Improved inclusion and camaraderie among clinicians • Eased anxiety and resistance through group meetings, brown bag lunches, and mentoring Conclusion

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