1 / 35

Leading Change

Leading Change. Group Members. William Osborn Hector Gutierrez Josh Thomas Alfredo Alvarez Dawn Hackett. The Eight-Stage Process of Creating Major Change. Establishing A Sense of Urgency Creating THE Guiding Coalition Developing A Vision AND Strategy Communicating THE Change Vision

lore
Download Presentation

Leading Change

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leading Change

  2. Group Members William Osborn Hector Gutierrez Josh Thomas Alfredo Alvarez Dawn Hackett

  3. The Eight-Stage Process of Creating Major Change Establishing A Sense of Urgency Creating THE Guiding Coalition Developing A Vision AND Strategy Communicating THE Change Vision Empowering Broad-Based Action Generating Short-Term Wins Consolidating Gains AND Producing More Change Anchoring New Approaches IN THE culture

  4. Establishing A sense of Urgency Examining the market and competitive realities. Identifying and discussing crises, or major opportunities.

  5. Crisis Looking foreword to crisis Crises fuels urgency Creating crises

  6. Complacency Majority rules Avoiding change Recipe for complacency

  7. Creating the Guiding Coalition • Major Transformations are usually associated with one highly regarded individual. • Examples • Lee Iacocca in the 80’s of Chrysler • Sam Walton of Wal-Mart • Lou Gerster of IBM

  8. GOING IT ALONE: The Isolated CEO • BETWEEN 1975 AND 1990 • AFTER 1990

  9. THE LOW-CREDIBILITY COMMITTEE • WHAT IS A LOW-CREDIBILITY COMMITTEE • WHAT ARE THE CONSEQUENSES OF ONE.

  10. KEEPING PACE WITH CHANGE THE TEAM • TODAYS BUSINESS ENVIRONMENT • DECISIONS MADE INSIDE THE FIRM • NEW DECISION-MAKING PROCESS

  11. PUTTING TOGETHER THE GUIDING COALITION • POSITION POWER • ENTERPRISE • CREDIBILITY • LEADERSHIP

  12. BUILD AN EFFECTIVE TEAM BASED ON TRUST AND A COMMON GOAL. • FORTY YEARS AGO • TEAM BUILDING TODAY • THE ELEMENT TO TEAMWORK • MAIN REASON FOR LACK OF OVER ALL COMMITMENT

  13. MAKING CHANGE HAPPEN • FIND THE RIGHT PEOPLE • CREATE TRUST • DEVELOP A COMMON GOAL

  14. DEVELOPING A VISION AND A STRATEGY • WHY VISION IS ESSENTIAL • Breaking through resistance w/vision • The Relationship of Vision, Strategies, Plans and Budget • LEADERSHIP CREATES • VISION • STRATEGIES • Management Creates • Plans • Budgets

  15. The Nature of an Effective Vision • Characteristics of an Effective Vision • Imaginable: conveys a picture • Desirable: Appeals to the long-term interests • Feasible: Comprises of realistic, attainable goals • Focused: is clear enough to provide guidance in decision making • Flexible: Allows for individual initiative and alternative responses in changing conditions • Communicable: is easy to communicate; can be successfully explained w/ in 5 minutes

  16. An Imaginable Picture of the Future • STRATEGIC FEASIBILITY • FOCUS, FLEXIBILITY, AND EASE OF COMMUNICATION • EFFECTIVE AND INEFFECTIVE VISIONS: A FEW EXAMPLES.

  17. Creating an Effective Vision • FIRST DRAFT: • ROLE OF THE GUIDING COALITION: • IMPORTANCE OF TEAMWORK: • ROLE OF THE HEAD AND THE HEART: • MESSINESS OF THE PROCESS: • TIME FRAME: • END PRODUCT:

  18. A Word from John P. Kotter • Whenever you leave one of the steps in the eight-stage change process without finishing the work, you usually pay a big price later on • Without a sufficiently strong foundation, the redirection collapses at some point, forcing you to go back and rebuild. For stage three, creating a vision and strategy, this means taking the time to do the process correctly. Think of it as an investment, an important, in creating a better future

  19. Communicating THE Change Vision Lead By Example Keep it Simple Use Metaphors-a picture is worth a thousand words Use Multiple Forums Repetition Explanation of Seeming inconsistencies Listen and Be Listened to

  20. Empowering Employees for Broad-Based Action Remove obstacles that can undermine your Vision Employees may understand your vision however may be boxed in due to company structure Vision Structural Barrier Strict policy on who can communicate with over Seas Clients. Which may cause delay in response time. Direct contact and support for Over Seas Clients

  21. Effects of Not Removing Barriers Employees become Frustrated Less motivated to work toward new vision Give up and revert back to old ways of doing business

  22. Provide Training Be aware of new behavior, skills and possible attitudes when introducing change. Message for training might be “We will be delegating more so we are providing courses to help you with your new responsibilites”

  23. Align the System to the new Vision Review and Update Accordingly Work Performance Appraisals Promotions Compensation HR policies and Procedures

  24. Troublesome Bosses Confront & Deal with Supervisor immediately who undercut needed change Set time frame for new changes Reiterate Vision, new industry trends If they need to be replaced, Replace them If not others see this and may become less motivated & discouraged & discouraged employees do not provide the short term wins needed to build momentum in change.

  25. Empowering people to Effect Change Communicate a Sensible Vision Shared sense of purpose it will be easier to initiate and achieve vision Make Structure compatible with Vision Unaligned structures Block needed action Provide Training Without the right skills people feel disempowered Align System to the Vision Unaligned systems block needed action Confront supervsors who undercut needed change. Nothing Disempowers the way a bad boss can

  26. Generating Short –Term Wins 1

  27. The Role of Short Term Wins Short-term performance improvements help transformations in at least six ways. Provide evidence that sacrifices are worth it. Reward change agents with a pat on the back. Help fine-tune vision and strategies. Undermine cynics and self-serving resisters. Keep bosses on board. Build momentum. 27

  28. Consolidating Gains and Producing more Change 28

  29. Consolidating Gains Good leadership. Anticipate conflicts. 29

  30. Producing more Change Reduction of Unnecessary Interdependencies More Change,Not Less Leadership From Senior Management Project Management and Leadership From Below MoreHelp 30

  31. Anchoring New Approaches in the Culture

  32. Culture – norms of behavior and shared values among a group

  33. Culture is powerful and difficult to manipulate Because individuals are selected and indoctrinated so well. Because the culture exerts itself through the actions of hundreds or thousands of people. Because all of this happens without much conscious intent and thus is difficult to challenge or even discuss.

  34. Comes last, not first Depends on results Requires a lot of talk May involve turnover Makes decisions on succession crucial

  35. THANK YOU

More Related