Leading a Team to Create Change

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Leading a Teamto Create Change

• Mary Lynn Manns, Ph.D.
• University of North Carolina at Asheville
• manns_at_unca.edu
• October 2007

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Managers vs. Leaders

• What are the differences?

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Leadership Styles

• What are some styles of leadership you have seen?

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Leadership and Power

• Legitimate power
• Reward power
• Coercive power
• Expert power
• Referent power

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Leading Change

• You are a
• powerless leader

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The Project

• Began around 1998, Manns Rising
• Change strategies acquired from
• discussions with people leading change worldwide
• leaders of change throughout history
• change theories
• Strategies documented in the form of patterns
• A pattern is a recurring, successful technique
• Each pattern has a name
• Emphasis is on bottom-up change by powerless
  leaders
• The book Fearless Change Patterns for
  Introducing New Ideas (Addison Wesley Publishing
  Co., 2005)

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Some Misconceptionsthat get change leaders into
trouble

• If I have a good idea that adds value, it will be
  easy to convince others to accept it.
• All I need is a lot of knowledge about the new
  idea and an effective plan.
• I can convince people with my charm and a nice
  PowerPoint presentation.
• Run away from the skeptics.
• I can lead this change initiative alone.
• Once I convince people, they will stay convinced.
• And why do I need this information? I am in a
  position to impose the change.

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Imposing the changesome issues to consider

• Compliance versus Commitment
• Short term speed versus long term satisfaction
  with the change
• Powerless leader
• The goal of Fearless Change
• People become so involved and interested
• in the change process
• that they want to change.

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The Context

• You belong to an organization
• You have an idea that you would like to bring
  into the organization
• This is an idea that stirs something in you. You
  have passion for it.
• You are a powerless leader

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Patterns

• A name is given to
• a recurring problem
• its context
• a known solution
• the positive and negative consequence of using
  that solution
• The names allow us to converse about problems and
  solutions.

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Categories of the Patterns

• Roles
• Getting things going
• Events
• Influence strategies
• Handling resistance
• Keeping things going
• etc. etc. etc.

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Myth 1I need a specific plan for leading the
change.

• However.
• Change happens one individual at a time.
• Change is not an event. It is a process.
• Can you predict how individuals will react
  during this process?
• How does a powerless leader begin the process
  of change?

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Keep a Package of PatternsWith You

• Take on a role
• Evangelist
• Create short-term goals build on your successes
  and learn from your failures
• Test the Waters
• Step by Step
• Time for Reflection
• Small Successes

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Get Started

• Learn about the new idea
• Study Group
• Just Do It
• Gain visibility
• Hometown Story
• Token
• Do Food
• In Your Space

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Myth 2If I just explain the value in the new
idea, people will understand and accept it.

• However.
• Are people reasonable and logical
  decision-makers?
• Behavior change happens mostly by speaking to a
  person's feelings. (J.P. Kotter, The Heart of
  Change)
• Relate to whats going on in the other persons
  head, not in yours. (R.N. Bolles, What Color is
  Your Parachute?)

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Different people accept new ideas at different
rates

• Do you know these people?
• This is new so it is cool. (Innovator)
• This is an interesting idea, but I want to hear
  more before making a decision. (Early Adopter)
• I want to see what other people think about the
  new idea before I make a decision. (Early
  Majority)
• Ill accept the new idea when I have to. (Late
  Majority)
• Its always been done this way why do we have
  to introduce anything new? (Laggard)

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Tailor your message

• Personal Touch
• Innovator
• Early Adopter
• Early Majority
• Whisper in the Generals Ear

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Myth 3I can lead this change alone.(After
all, reaching out is a sign of weakness.)

• However.
• You dont have an unlimited supply of time and
  energy.
• The change could become all about you.
• What separates those who achieve from those who
  do not is in direct proportion to ones ability
  to ask for help. (D. Keough, former president of
  Coca-Cola)

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Get Connected

• Ask for Help
• Innovators
• Early Adopters
• Bridge Builder
• Connectors
• Guru on Your Side
• Group Identity
• Just Say Thanks

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Myth 4Cynics and Skeptics are negative people
so I should avoid them.

• However.
• Will they be happy if you avoid them?
• Should we spend our limited time trying to
  convince them?
• Can they teach us something we dont know?

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Respect the Resistanceand make use of it

• Fear Less
• Champion Skeptic
• Corridor Politics
• Trial Run

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Summary

• Patterns document recurring, successful
  strategies
• The Fearless Change book contains 48 patterns
  from successful leaders of change
• The book is written for all powerless leaders
  who have a good idea and want to introduce
  changes into their organizations

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Go out andlead great changesin the
world!For more information manns_at_unca.edu
www.cs.unca.edu/manns/intropatterns.html