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LEADING CHANGE

LEADING CHANGE. PDG Terry Weaver D-7750 Assistant Rotary Coordinator. Why Organizations Fail to Perform. Winning Hearts & Minds. They Don’t Get It They don’t understand why it’s important. They Don’t Care Or care enough to make a difference. Leading Change. Training & Coaching.

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LEADING CHANGE

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  1. LEADING CHANGE PDG Terry Weaver D-7750 Assistant Rotary Coordinator

  2. Why Organizations Fail to Perform Winning Hearts & Minds They Don’t Get ItThey don’t understand why it’s important They Don’t CareOr care enough to make a difference Leading Change Training& Coaching They Don’t Know How • Selection • Training • Coaching

  3. Why Organizations Fail to Perform They Don’t Get ItThey don’t understand why it’s important They Don’t CareOr care enough to make a difference Winning Hearts & Minds Leadership& Inspiration Leading Change Training& Coaching They Don’t Know How • Selection • Training • Coaching

  4. Two Things Rotarians Don’t Like The way things are CHANGE

  5. Errors in Leading Change • Allowing Too Much Complacency (Rotary’s #1 Enemy) • Failing to Create a Sufficiently Powerful Guiding Coalition • Underestimating the Power of Vision(or the vacuum if one is lacking) • Undercommunicating the Vision by a Factor of 10 (or 100 or even 1,000) • Permitting Obstacles to Block the New Vision (including elder naysayers) • Failing to Create Short-Term Wins

  6. Error #1 - Allowing Too Much Complacency • Insufficient sense of urgency • Lack of visible crises • Low expectations • Acceptance of mediocrity

  7. Error #1 - Allowing Too Much Complacency

  8. Error #2 - Failing to Create a Sufficiently Powerful Guiding Coalition • Not including influential “thought leaders” from the membership • Getting hijacked by group dynamics vs. early “consensus-building” conversations with key individuals KEY

  9. Error #3 - Underestimating the Power of Vision • Plans, programs, procedures & campaigns in lieu of Vision • A Vision that takes more than 5 minutes to describe • A Vision that isn’t sufficiently compelling to excite and inspire the membership

  10. Error #4 - Undercommunicating the Vision by a Factor of 10 (or 100 or 1000) • Making only a few announcements or sending out only a few emails • Surprised when people don’t seem to understand • President making speeches – Board silent • Not enough reinforcement • High profile members’ behavior is counter to the Vision

  11. Error #5 - Permitting Obstacles to Block the New Vision • Lack of organizational support (an effective membership committee) • Lack of recognition systems • Lip service (or worse) from influential members • Elder naysayers

  12. Error #6 - Failing to Plan for & Create Short-Term Wins • No compelling evidence of progress • Urgency flags • Fatigue sets in • Vision is forgotten

  13. CONSEQUENCES?

  14. 6- Stage Process for Change Workbook Inside Cover • Establishing a sense of urgency • Creating the guiding coalition • Developing a Vision and Strategy • Communicating the change Vision • Empowering (expecting) a broad base of members to take action • Generating short-term wins

  15. Stage 1 – Establish a Sense of Urgency Recalibrate expectations – Status Quo is not an acceptable futureDoing more of what we’re doing will get us more of what we’ve got Eliminate “happy talk” – Don’t end with “but we’re OK” Create a necessity for a change If needed, create aCRISIS

  16. My Change Leadership Challenge • Describe the most pressing change leadership challenge in your club right now • Situation or problem that needs to be solved • The change you’d like to make – how would you like this situation to be different? Hint: Examples on P5 Workbook Page 1 2 minutes

  17. Stage 2 – Creating a Powerful Guiding Coalition • Assemble a small (2-3) group of like-minded thought leaders • Create trust • Develop a common goal

  18. My Guiding Coalition • Name members of your Guiding Coalition & identify their roles Workbook Page 1 2minutes

  19. Stage 3 – Creating a Vision VERSION #1: Our goal is to reduce our mean time to repair parameters so that they are perceptually lower than all major competitors inside the United States and out. In a similar vein, we have targeted new-product development cycle times, order process times, and other customer-relevant processes for change. VERSION #2: We are going to become faster than anyone in our industry at satisfying customer needs "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.” John F. Kennedy

  20. Stage 3 – Creating a Vision VERSION #1:Our Rotary club will continue its legacy of community service, utilizing our influential membership to assist agencies in our community to achieve their missions VERSION #2: Our Rotary club will be the growing, effective, vibrant force in our community, making it a better place to live

  21. Stage 3 – Creating a Vision Characteristics of an Effective Vision • Imaginable -- A picture of the future • Desirable -- Appeals to the long-term interests of stakeholders • Feasible -- Realistic, attainable goals • Focused -- Guides decision making • Flexible -- Allows initiative • Communicable -- Can be successfully explained within five minutes

  22. My Vision • Write a Vision for the Change Leadership situation you choseHints: Start with “I See…..”Examples on Page 6 • Be prepared to present your Vision Workbook Page 1 3 minutes

  23. Stage 4 – Communicating the Vision

  24. Stage 4 – Communicating the Vision Key elements in the effective communication of Vision Simplicity -- All jargon and technobabble eliminated Metaphor, analogy, and example -- A verbal picture Multiple forums -- Big meetings and small, memos and newsletters, formal and informal interaction Repetition Leadership by example -- Behavior from important people Explanation of seeming inconsistencies

  25. KEYS TO EFFECTIVE COMMUNICATION Stage 4 – Communicating the Vision • Situation • Explain current facts • Problem • “The problem with that is…..” • Implication • “That means……” • Need • “Therefore, we need to……”

  26. SPIN Example Stage 4 – Communicating the Vision • Situation “Our club has been on a steady downward membership trend, losing an average of 2 members per year for the past 5 years.” • Problem “The problem with that is the club has learned to accept membership decline as a natural occurrence and has forgotten that growth, not attrition, is the goal.”

  27. SPIN Example Stage 4 – Communicating the Vision • Implication “If we stay on this track, we’re going to find ourselves with steadily smaller meetings and potential members asking, “Is this really a group I want to be a part of?” “Once we lose the ability to attract members, it’s only a matter of time until we all age out together and the club goes out of business.”

  28. SPIN Example Stage 4 – Communicating the Vision • Need “Therefore, we need to help the members understand that growing the club is essential to our survival. “We need to help them understand that attracting more members is in everyone’s best interest, including the new members. “We need to provide a compelling VISION of a growing, vibrant club and inspire them to make it that way.”

  29. SPIN Example Your Vision Communication Plan • Situation • Explain current facts • Problem • “The problem with that is…..” • Implication • “That means……” • Need • “Therefore, we need to……” Page 2

  30. Communicating the Vision • Build a SPIN script – same situation • Be prepared to present your SPIN script 4 minutes

  31. Stage 5 -- Empowering Others to Act • Communicate a sensible vision to members -- If members have a shared sense of purpose, it’s easier to initiate actions to achieve that purpose • Provide the training members need -- Without the right skills and attitudes, people feel disempowered • Provide data and scorecards to track progress • Confront members who undercut your vision -- Nothing disempowers people like a bad example

  32. Stage 6 – Planning & Creating Short-Term Wins The role of short-term wins • Provide evidence that the effort is worth it • Reward achievers • Helps fine-tune vision and strategies • Clear improvements make it difficult to block change • Keep believers on board • Build momentum

  33. Summary Antidotes

  34. BREAK

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