MAKING MASTERS

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WELCOME TO
MAKING LEADERS
NO FOLLOWERS ALLOWED, ONLY LEADERS IN TRAINING
CHANGE MANAGEMENT
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CHANGE MANAGEMENT
What is Change Management? What is Change? Why
Change? When Do We Change? What Do We Change? How
Do We Change Change Leadership Success Paths
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What Is Change Management?

• Process, Tools and Techniques
• Manage the people-side of change
• Achieve the required outcomes

Helps to Answer the Questions In order to
sustain and grow as an Organization and as
Individuals within What are the proceduresWhat
is the Know-How we need to maintainWhere do we
need to change? And How can we manage a change
that is in harmony with the values we hold as
individuals and as an organization?
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What is Change?
Transition from one condition to another
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Why Change?
CORRECTIVE Resolving faults in the current
configuration (Bug Fix)
ADAPTIVE Including new features (Enhancements)
PERFECTIVE Raising the quality of the
features (Better, Faster, Cheaper)
PREVENTATIVE Anticipation of future
needs (Creating the Future)
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When Do We Change?
(ABD)gtX C
When your Level of Dissatisfaction with the
Present State (A) Your Need for a Desired
Future State (B) Your Knowledge of Practical
First Steps (D) gt Cost of Change (X) Make
Changes (C)
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ATTRIBUTES OF EFFECTIVE ORGANIZATIONS
Attribute 1 Financial Sustainability

• Acquires sufficient funding from a broad range
  of sources
• Level to continue to exist throughout the
  indefinite future
• Ability to identify and access new revenues
• Efficient use of scarce resources
• Diversification of the organization's funding
  base
• (Dont become dependent on a single source of
  funding)

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ATTRIBUTES OF EFFECTIVE ORGANIZATIONS
Attribute 2 Stakeholder Focused

• Primary concern is meeting the needs of its
  stakeholders
• (Includes direct recipients of its programs and
  services
• and the larger community)
• Understands which programs and services
  stakeholders value
• Understands how to improve existing programs
  and services
• Understands how to develop new programs and
  services
• Know how to respond to their stakeholders '
  needs
• Treat stakeholders as if they are a "market of
  one"

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ATTRIBUTES OF EFFECTIVE ORGANIZATIONS
Attribute 3 Entrepreneurial

• Leaders of the organization are dynamic and
  innovative
• Their pursuit of mission-directed innovation is
  relentless
• They motivate and inspire others to high levels
  of performance
• The leaders have an obedience to the
  unenforceable
• The Leadership and Craft demonstrate high
  levels of integrity ethics
• Are held in high esteem by everyone associated
  with the organization

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ATTRIBUTES OF EFFECTIVE ORGANIZATIONS
Attribute 4 Results - Oriented

• Links the mission to performance
• Can describe the expected results of its
  activities in concrete,
• realistic terms
• Assesses the extent to which its desired
  results are achieved
• Because all outcomes are measurable, the
  organization
• documents results and lessons learned
• Uses the information to improve

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ATTRIBUTES OF EFFECTIVE ORGANIZATIONS
Attribute 5 Adaptability

• Able to respond quickly and with flexibility to
  changing
• circumstances in the environment in which it
  operates
• Aware of both sudden and gradual changes in
  membership
• (death and aging), funding sources (past
  performance is no
• guarantee of future performance), legal
  requirements and
• community needs, and is able to make the
  adjustments
• necessary to adequately respond to such
  changes
• Is resilient. It has the ability to rebound
  from setbacks and
• continues its pursuit of the mission

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ATTRIBUTES OF EFFECTIVE ORGANIZATIONS
Attribute 6 Mission - Directed

• The organization has written mission and vision
  statements that clearly express the reason for
  the organization's existence and serve as focal
  points of commitment for the membership
• Decisions at all levels are consistent with the
  mission of the organization
• The relationship between the mission and the
  organization's actions are explicit and clearly
  evident in all that the organization does
• The vision, while lofty and largely
  unattainable, drives the organization toward its
  ultimate goal

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What Do We Change
Self Change Management Starts and Ends With
Individuals
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What Do We Change?
Self Maslows Hierarchy of Needs
Self Actualizationpersonal growth and
fulfillment
Esteem Needsachievement, status, responsibility,
reputation
Belonging and Love Needsfamily, affection,
relationships, group membership, etc.
SAFETY NEEDSprotection, security, order, law,
limits, stability, etc.
BIOLOGICAL PHYSIOLOGICAL NEEDSbasic life needs
air, food, water, shelter, warmth, sex, sleep,
etc.
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What Do We Change?
Self Joharis Window
A way to look at various facets of a
personspersonality character
I do not know this about myself
I know this about myself
OPEN
BLIND
These are the things which other people know
about me but of which I am unaware. They are not
necessarily negative things. Many people see
themselves less favorably than they are seen by
others.
These are all the things about myself which I do
not mind other people knowing or might even
actually want them to know. They are things
which I know and other people know.
Other people knowthis about me
HIDDEN
UNKNOWN
These are the parts of me which I hide from the
world. I know about these things but have reasons
for wishing to keep others from knowing.
This represent the potential within me - the
parts of me of which no-one, not even I, am as
yet aware.
Other Peopledo notknow this about me
Each pane of the window changes size/shape as our
personalities and confidence develop, and varies
depending on where we are and who we are with.
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What Do We Change?
Organization The Learning Organization
If we don't change direction soon, we'll end up
where we're going
The goal of learning is increased innovation,
effectiveness, and performance.

• A Learning Organization Systematically Learns
• What Works and What Doesnt
• Is a Non - Threatening, Empowering Culture
• Leadership, Management, and the Workforce Focus
  on Organizational Competence
• Delivers Effective Products, Services, and
  Solutions to Complex Problems

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What Do We Change?
Organization Three Types of Organizational
Learning
Single-Loop Learning - This occurs when errors
are detected and corrected and
organizations continue with their present
policies and goals. This may add
to the knowledge-base or organization-specific
competences or routines without altering the
fundamental nature of the organization's
activities. Also referred to
as Lower-Level Learning Adaptive
Learning Coping Non Strategic Learning
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What Do We Change?
Organization Three Types of Organizational
Learning
Double-Loop Learning - This occurs when, in
addition to detection and
correction of errors, the organization questions
and modifies its existing norms,
procedures, policies, and objectives.
Double-loop learning involves changing the
organization's knowledge-base or
firm-specific competences or routines. Also
referred to as Higher-Level Learning
Generative Learning Learning to Expand
an Organization's Capabilities
Strategic Learning
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What Do We Change?
Organization Three Types of Organizational
Learning
Deutero-Learning - This occurs when organizations
learn how to carry out Single-loop
learning and Double-loop learning. The first
two forms of learning will not occur if the
organization is not aware that learning must
occur. Being aware of ignorance should motivate
learning. This awareness makes the organization
recognize that learning needs to occur, and that
the appropriate environment and processes need
to be identified and created to promote learning.
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What Do We Change?
Organization The Seven S Model
A framework for analyzing organizations and their
effectiveness. It looks at the seven key
elements that make the organization successful,
or not
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What Do We Change?
Organization The Seven S Model
Structure - The way in which the organization's
units relate to each other functional,
divisional, matrix, or network.
Strategy - Plans for the allocation of scarce
resources, over time, to reach identified goals.
Environment, competition, stakeholders.
Systems - The procedures, processes and routines
that characterize how the work should be done
financial systems recruiting, ritualistic work,
etc.
Shared Values (also called Superordinate Goals).
What does the organization stand for and what
does it believe in. Central beliefs and
attitudes.
Style - Cultural style of the organization and
how key managers behave in achieving the
organization's goals
Skills - Distinctive capabilities of personnel or
of the organization as a whole.
Staff - Numbers, types, and demographics of
personnel within the organization.
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How Do We Change?
ObjectivesDescribe your goal/objectives in
positive, affirmative terms instead of expressing
what you want to get rid of. "What is your goal?
What do you want to achieve?"
Use SMART ObjectivesS - Specific Are Our
Objectives Clear and Well-Defined?M - Measurable
Can We Track Status on the Way to Success?A
Achievable, Attainable, Appropriate Can
Should We?R Realistic, Relevant Are
Resources Available and Value Added?T - Timely
What is Required By When?
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How Do We Change?
DetailsDescribe your goal with as much detail
as possible - use your different senses. What
would you see, hear, smell, taste, or feel when
you reached your goal?
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How Do We Change?
Evidences  Establish the evidence that would
show the progress on your way towards achieving
the goal (process indicators) How exactly
would you know that you are getting closer or
further away from your goal? How exactly would
somebody else know that you are getting closer or
further away from your goal?
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How Do We Change?
Actions Establish actions that would lead you
towards your goal. What will you do to
achieve your goal? What is your plan?
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How Do We Change?
Impact Establish the anticipated impact of the
achievement of your goal. What benefit would
the achievement of your goal give to you?
What is the long-term effect of the
achievement? What is it good for?
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How Do We Change?
Ecology Check Analyze your environment. Who
else will be affected and how? How will other
persons (or parts of yourself) perceive the
achievement of the goal or your plans and
operations?
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How Do We Change?

• Risk Assessment
• Specify all anticipated problems and
  limitations, and what you will do about them.
• What could prevent you from achieving the goal?
• Is there something you would lose when you
  achieve
•      the goal (or during the operation)?
• Which resources do you have to mobilize to deal
  withthese barriers and limitations?

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Change Leadership

• 1. Articulate a Compelling Vision
• Paint a picture of a compelling desired state.
• Promote a sense of urgency around the cause.
• Think holistically.

• 2. Build a Guiding Coalition
• Mobilize and energize people around a cause.
• Build a high-performance leadership team.
• Be respected at all levels within the
  organization.

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Change Leadership

• 3. Operate Effectively in the Current Culture and
  Climate
• Understand the current political climate.
• Operate effectively through informal and formal
  channels
• and processes.
• Proactively reduce bottlenecks and resistance to
  change.
• Keep focused on the attainment of the vision and
  plan
• despite pressures to buckle under.

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Change Leadership

• 4. Model Desired Behavioral and Process Changes
• Lead change through example.
• Establish and use new processes.
• Work interdependently.
• Exhibit trustworthiness.

• 5. Possess a Practical Knowledge of
  Organizational Change
• Understand organizational change theories.
• Use and apply proven change models,
  methodologies,
• And tools.
• Design change efforts that create commitment,
• ownership, and buy-in among stakeholders.

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Change Leadership

• 6. Display Effective Interpersonal Skills
• Practice Power Listening.
• Think Win-Win.
• Build trust and interdependence in
  relationships.
• Balance courage and consideration.

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Change Leadership
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Failure Paths
Failure Paths
3. Resistance to Change and Lack of Buy-in
5. Inadequate Project Planning and Project
Management
4. Lack of Trust and Interdependence
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1. Lack of Accountability
Lack of clear expectations Lack of performance
measures Lack of tracking and monitoring
Management sending mixed messages
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2. Loss of Focus and Momentum
Lack of a compelling vision Loss of urgency and
felt need for change Lack of a powerful guiding
coalition Length of project Lack of publicizing
successes Attention deficit syndromelack of
follow-through Various uncontrolled external
demands and pressures
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3. Resistance to Change andLack of Buy-in
Barriers to change ignored or inadequately
addressed Unclear business case for change Lack
of ownership and involvement Snipers spread
poison Fear of changing status quo
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4. Lack of Trust and Interdependence
Low member involvement and input Scarcity
mentality Win-lose thinking Territorialism Leader
s failing to walk the talk Motive of change
project questioned Leadership already has the
answers mentality
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5. Inadequate Planning and Management
No clear roadmap and project plan for the
effort No milestones or targets in place
Inadequate resource allocation Lack of project
sponsorship Unclear point of contact for project
management
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How Do You Overcome Failure Paths?
Recognize that there will be failure paths! Seek
to understand what those failure paths might
be. What is the history of your organization in
dealing with failure paths? Proactively
implement strategies that avoid or overcome
failure paths.
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Success Paths
1. Develop a Compelling Business Case for Change
7. Overcome Resistance and Secure Buy-in
2. Establish the People Infrastructure
Success Strategies
3. Create a Comprehensive Project Plan
6. Model Desired Behaviors
5. DevelopIndividualTrustworthiness
4. CreateWin-Win Agreements
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1. Develop a Compelling Business Case for Change

• Purpose Establish a strong sense of urgency
  around the
• need for change that will
• Create enthusiasm and a willingness to change
  among participants.
• Create sustainable momentum and focus throughout
  the life of the change effort.

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General Attributes of a Compelling Business Case
for Change
Describes why the current situation is
unacceptable in a clear and meaningful way,
including historical information, internal
statistics, and marketplace data Describes the
projected cost of not changing Paints a
compelling picture of the desired future state,
including concrete quantitative and qualitative
goals Provides a general strategic path to attain
the desired future state Produces a felt need for
change within members (ultimate test)
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2. Establish the People Infrastructure
Purpose Create the people infrastructure needed
to successfully lead, manage, and support the
change effort.

• Sponsor
• Who Chief Executive of the unit
• What
• Champion the change effort.
• Ensure support by the Steering Committee.
• Ensure a compelling
• future-state vision.
• Shield the organization from outside disturbances.

• Steering Committee
• Who Senior managers
• What
• Direct the change process.
• Ensure proper allocation of resources.
• Approve new changes.
• Assure successful implementation.

• Design Team
• Who Cross-functional subject matter experts
• What
• Conduct diagnosis, design, develop, deliver, and
  learn phases.
• Propose new solutions.
• Implement new solutions.

• Consulting Team
• Who Internal change leader and external
  consultant
• What
• Provide technical assistance.
• Facilitate and consult as needed.
• Assist with project planning and management.
• Provide industry subject matter expertise.

Membership Population Who Anyone What Assist in
any area of the project.
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3. Create a Comprehensive Project Plan
Purpose Create a comprehensive and detailed
roadmap for the change initiative.

• Components of Project Plans
• Tasks and activities
• Deliverables
• Timelines, milestones, and stakes-in-the-ground
• Resource needs (human, technical, and financial)
• Quantifiable financial or productivity (hard)
  results specified
• Quantifiable behavioral (soft) results specified

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4. Create Win-Win Agreements
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5. Develop Individual Trustworthiness
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Components of Character and Competency Development
Identify skills and competencies required in the
new culture. Cascade core education. Establish
mentoring and coaching systems. Create training
plans to develop the skills of impacted members.
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6. Model Desired Behaviors

• Purpose Ensure that leaders lead by example and
  walk the talk.
• Holding people accountable . . . follow through
  with fairness
• Leading with integrity . . . live the values and
  model new behaviors
• Exhibiting persistence . . . go the distance
• Listening . . . to feedback (positive and
  negative) from all levels
• Remaining open . . . to change and new approaches
• Having courage . . . to tell the truth
• Displaying humility . . . willing to involve
  others
• Building . . . capability of others

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7. Overcome Resistance and Secure Buy-in
Know your audience. Champion involvement. No
involvement, no commitment and ownership. Provide
answers to the questions who, what, when, where,
why, how, etc. Communicate. Reduce resistance
before increasing force. Expand horizons and
shift paradigms.
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CUBIT
Commitment Understanding Belief Involvement
Trust