Successful Strategies for Leading Change

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Successful Strategiesfor Leading Change

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

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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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Leading Fearless Changecourse at UNCA

• Leading change is hard just ask anyone who has
  tried. Yet, any person with a good idea has the
  potential to make that idea a reality if s/he
  knows effective change management strategies.
  This course will examine how leaders throughout
  history have been visionaries of ideas and made
  changes happen in many different situations and
  organizations. The goal is to equip students with
  the strategies they need to become successful
  leaders of change in their personal and
  professional lives.

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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 change
  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