Welcome to Leading Change

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Welcome to Leading Change by John Kotter
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Objectives

• Explore how leadership relates to change
• Differentiate leadership from management
• Apply techniques for leading change
• Identify the critical elements of leadership

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Agenda

• 1000-1100 Intro Pre Exercises
• 1100- 100 Satellite Presentation
• 115 230 NCCE Post Program
• 230 430 PM Post Program

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Housekeeping

• Facility
• Q A Procedures
• Evaluation (page 6)

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• Ground Rules
• Be committed to learning
• Be a critical thinker
• Listen actively
• Do not pass judgment
• Respect confidentiality
• One speaks - all listen

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Think of significant change that has impacted you
in the past year and describe how you felt and
handled that change. ____________________________
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
__________
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Identify one key leadership challenge your
business/organization faces in addressing
change. __________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
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__________________________________________________
_____
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OverviewJohn Kotter

• Konosuke Matsushita Professor of Leadership at
  Harvard Business School
• Graduate of MIT Harvard and on the faculty of
  Harvard Business School since 1972
• Award winning, best selling author on leadership
  and change
• Widely recognized around the world as an expert
  on leadership and change

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Todays Program

• Professor Kotter will discuss
• Leadership traits
• Ways leaders promote change
• Why the leaders role differs from the managers
  role
• Role of leaders in todays economy
• The careful balance of management and leadership
  skills needed today

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Getting the Most of Today

• The program will complement your conversation
  with John Kotter with the use of a notebook and
  exercises for applying the Kotter model.
• Learning is an activity that requires more than
  active listening.

Plan on applying what you learn, make notes on
your ideas, questions, and insights.
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• While we wait for the Kotter downlink to begin,
  pair up and discuss how you would define the
  following terms
• Leadership
• Management
• Sense of Urgency
• Aligned Vision

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The Satellite Program will start at 1100 am
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Post Video Program

• NCCE Participants

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Lessons Learned

• In District Teams
• List out what you feel were the critical lessons
  learned in the program.
• Ask someone from your group to list them on an
  easel sheet of paper to present to the group.

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Eight-Step Process to Creating Major Changefrom
Leading Change by John P. Kotter

• 1. Establish a greater sense of urgency.
• 2. Create a guiding coalition.
• 3. Develop a vision and a strategy.
• 4. Communicate the change.

• 5. Empower others to act.
• 6. Creating short-term wins.
• 7. Consolidate gains and produce more change.
• 8. Institutionalizing changes in the culture

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Strategic Direction Understanding How to Lead
Change
Establishing a Greater Sense of Urgency
Creating a Guiding Coalition
Developing a Vision and Strategy
Communicating the Change
Empowering Others to Act
Creating Short-Term Wins
Consolidating Gains and Producing More Changes
Institutionalizing Changes in the Culture
John P. Kotter Harvard Business School
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1. Establishing a Sense of Urgency

• Overcoming Complacency

• A compelling need has to be developed and shared
• Visible Crises catch peoples attention and drive
  up the urgency levels
• e.g. GM

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2. Creating the Guiding Coalition

• Power Credibility to legitimize change
  (critical mass) Ability to reward/confront
• Pain Sacrifice Personal Stake Pursue change
  despite personal price
• Expertise Informed intelligent decision making
• Public/Private Role Commitment and ability to
  support change publicly/ meet privately with
  agents
• Pitfalls Avoid those who create mistrust or put
  their own immediate interests above the greater
  goal

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3. Developing a Vision and Strategy

• Vision Develop, articulate and communicate a
  shared vision of the desired change that is
• Imaginable Creates a Picture
• Desirable Appeals to the long-term interest
• Feasible Realistic Attainable
• Focused Clearly guides decisions
• Flexible Allows for changing conditions
• Communicable Successfully explained in 5 min.

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4. Communicating the Change

• Keep it Simple Lose the Jargon
• Create Verbal Pictures
• Multiple Forums Repetition
• Lead by Example Your Behavior Speaks
• Explain the Appearance of Inconsistencies
• 2- Way Listen as Well as Share

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5. Empowering Others to Act

• Sponsors Senior management leaders - the driving
  force of change - must walk the walk.
• Advocates Allies of leaders, deploy the vision -
  communicate - involve - sell MOTIVATE the
  masses.
• Agents Influence sponsors commitment, target
  resistance, measure readiness, assess existing
  people/structures
• Targets Everyone in organization - develop,
  train, reinforce, support

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6. Creating Short-term Wins

• Plan for and create regular wins
• Recognizing and rewarding people who facilitate
  the wins
• Momentum is building, less resistance
• You get what you reward

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7. Consolidating Gains Producing More Change

• Use increased credibility to change other systems
  that dont fit the vision
• Hire, promote, and develop people who implement
  the change vision
• Reinvigorate the process with new projects,
  themes, and change agents
• Dont let up

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8. Institutionalizing Change in the Culture

• May involve turnover.
• Maintain clear focus.
• Cultural change comes last, not first.
• Embrace resistance.
• Respect those who resist.

FromGetting Beyond Resistancefrom Beyond the
Wall of Resistance by Rick Mauer
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Change References

• Leading Change, John Kotter, Harvard Business
  School Press
• Managing Transitions, Bridges
• Business Reengineering The Survival Guide,
  Andrews and Stalick, Yourdon Press
• The Human Side of Change A Practical Guide to
  Organization Redesign, T.J. Galpin
• Communicating for Change Connecting the
  Workplace with the Marketplace, R. DAprix
• Deep Change Discovering the Leader Within, R.E.
  Quinn

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Post Exercise I

• Identify a major change that has taken place
  within NCCE. Using the Kotter model, evaluate
  whether or not leadership for the change was in
  accord with each step of the model. (Use the
  handout to collect your thoughts and share among
  your group.)

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Post Exercise II

• Within NCCE, select a major change that is
  likely to take place (or select a change that you
  think should take place) and use the Kotter model
  to outline a plan for leading that change. For
  each of the eight steps indicate what actions the
  leadership should take to ensure efficient and
  effective change. (Use the worksheet provided.)

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Application to CESDistrict Workshops

• Get into your District Teams
• Designate the following
• CED to serve on the Module Development Team
• CED to serve as the Host Site for a District
  Training
• CED to serve as the team leader
• Complete an Action Plan Target Early Spring
• Module Team will meet for 10 minutes after the
  session adjourns to plan module development

The Module Team will develop a 4 hour training
program by April 2003