FSLI 2010 Leading Change Presentation keith smith by vpCRE9

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									Leading Change
             Keith L. Smith
  Associate Vice President, Agricultural Administration;
   Associate Dean, College of Food, Agricultural, and
 Environmental Sciences; Director, OSU Extension; and
   Gist Chair in Extension Education and Leadership
Objectives
   The learners will:
       Explain why change is needed
        in their organization
       Explain the difference between
        structural change and cultural change
       Explain Kotter’s eight-step process
       Begin to develop a strategy to lead change
       Develop the beginning of a strategy to lead
        a change effort in their current assignment
Objectives - continued
   The learners will:
       Generate ways to increase
        a sense of urgency
       Design a preliminary guiding coalition
       Discuss communication strategies
       Suggest ideas for short-term wins
Land Grant Administrators. . .
   What are tough issues they face?
   What are impediments in
       Organization and structure?
       Business practices?
       Organizational culture?
   What makes it difficult for them to make
    significant change?
   What must they change for the future?
Your Position/Area of Influence
   Identify a significant change that is
    absolutely needed.
       Examples might be:
           Reorganization
           Changing the reward system
           Eliminating functions
           Dramatic altering of the portfolio of efforts
           Destroying “silos”
           Merging with another unit
Your Position/Area of Influence
   Identify something:
       that is real for your situation
       that you care about
       where you want to make progress
       where applying what you learn here
        could help you accomplish it
   Describe “what is”
   Describe “what you envision must be”
Transforming Organizations:
Why Firms Fail
   Allowing Too Much Complacency
       Plunging ahead without establishing
        a high enough sense of urgency

   Failing to Create a Sufficiently
    Powerful Guiding Coalition
       Not gathering enough leaders and
        supporting staff to pull together as a
        guiding team for the change effort
Transforming Organizations:
Why Firms Fail
   Underestimating the Power of Vision
       Moving forward without a sensible vision
       Vision helps direct, align, and inspire the
        actions of a large number of people

   Under-communicating the Vision
    by a Factor of 10 (100 or 1,000)
       People will not make sacrifices unless they
        think the benefits are attractive and change
        is really possible
Transforming Organizations:
Why Firms Fail
   Permitting Obstacles
    to Block the New Vision
       Allowing obstacles to prevent action
        from a large number of people

   Failing to Create Short-Term Wins
       Efforts to change strategies or restructure
        businesses lose momentum if short-term
        goals are not met and celebrated
Transforming Organizations:
Why Firms Fail
   Declaring Victory Too Soon
       Until changes sink deep into a culture,
        new approaches are fragile and subject
        to regression

   Neglecting to Anchor Changes
    Firmly in the Corporate Culture
       Change sticks only when it becomes
        “the way we do things around here”
Management Vs Leadership
   Management
       Planning and budgeting
       Organizing and staffing
       Controlling and problem solving
   Leadership
       Establishing direction
       Aligning people
       Motivating and inspiring
Management Vs Leadership
   Management
       Doing Things Right
       Efficiency


   Leadership
       Doing the Right Things
       Effectiveness
Management Vs Leadership

   Successful transformation is…
    …70-90% leadership and
    …only 10-30% management
Kotter’s Eight-Stage Process
for Leading Change
    Establish a Sense of Urgency
    Create the Guiding Coalition
    Develop a Vision and Strategy
    Communicate the Change Vision

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Kotter’s Eight-Stage Process
for Leading Change
    Empower Employees for Broad-Based Action
    Generate Short-Term Wins
    Consolidate Gains and Produce More Change
    Anchor New Approaches in the Culture


Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Kotter’s Eight-Stage Process
for Leading Change
1) Establish a Sense of Urgency
       Crisis situation
       Prevent business as usual
       Get honest feedback
       Force honest discussion
       Focus on the Future

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Sources of Complacency
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 40.

                               The absence of a major and visible crisis


   Too much happy talk                                      Too many visible
   from senior management                                              resources



Human nature, with its                                                     Low overall
capacity for denial                                                                      performance
especially if people are                                                   standards
already busy or stressed                  COMPLACENCY


   A kill-the-messenger-of                                                   Organizational
   bad-news, low-candor,                                                     structures that focus
   low-confrontation culture                                                 employees on narrow
                                                                             functional goals

            A lack of sufficient                            Internal measurement
            performance feedback                systems that focus on the
            from external sources               wrong performance indexes
Kotter’s Eight-Stage Process
for Leading Change
2) Create the Guiding Coalition
       Find the right people
       Create trust
       Develop a common goal


Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Building a Coalition That
Can Make Change Happen
Find the Right People
   With strong position power, broad expertise,
    and high credibility
   With leadership and management skills,
    especially the former



 Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. pp. 57-61.
Discussion – Creating Trust

How can you create trust within
 your organization?
    Benevolence --- Relationships
    Ability --- Competencies
    Integrity --- Character
Building a Coalition That
Can Make Change Happen
Develop a Common Goal
     CHANGE -- with strong position power,
      broad expertise, and high credibility
     CHANGE -- with leadership and management
      skills, especially the former



    Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. pp. 57-61.
Kotter’s Eight-Stage Process
for Leading Change

3) Develop a Vision and Strategy
        General direction
        Motivating Action
        Coordinating Actions


Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Kotter’s Eight-Stage Process
for Leading Change
4) Communicate the Change Vision
     Keep it simple
     Paint a verbal picture
     Use multiple forums
     Repeat
     Lead by example
     Explain inconsistencies
     Allow give and take
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Kotter’s Eight-Stage Process
for Leading Change
5) Empower Employees
   for Broad-Based Action
     Communicate a sensible vision
       Improve compatibility
       Provide training
       Align systems
       Confront supervisors
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Empowerment
   People won’t help when they feel powerless

   Move commitment to change AND
    participation in change out beyond the
    guiding coalition and the management team

   Beyond the umbrella organization
Discussion - Empowerment
   What can you do to empower people
    to lead, assist, and enable change in
    your organization?

   What are you willing to try?

   What are you willing to assault to
    make progress in this area?
Kotter’s Eight-Stage Process
for Leading Change
6) Generate Short-Term Wins
     Visible
        Unambiguous
        Related to change effort

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
The Role of Short-Term Wins
    Provide evidence that sacrifices are worth it:
     Wins greatly help justify the short-term costs
     involved.

    Reward change agents with a pat on the back:
     After a lot of hard work, positive feedback builds
     morale and motivation.

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.
The Role of Short-Term Wins
   Help fine-tune vision and strategies:
    Short-term wins give the guiding coalition
    concrete data on the viability of their ideas.
          Be willing to keep building the bridge as you cross it.

   Undermine cynics and self-serving resisters:
    Clear improvements in performance make it
    difficult for people to block needed change.

 Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.
The Role of Short-Term Wins
    Keep bosses on board: Provide those
     higher in the hierarchy with evidence that
     the transformation is on track.

    Building momentum: Turns neutrals into
     supporters; reluctant supporters into active
     helpers, etc.


Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.
Discussion – Short-Term Wins
   What might be some “short-term
    wins” for the change effort you are
    committed to leading?
Kotter’s Eight-Stage Process
for Leading Change
7) Consolidate Gains and
   Produce More Change



Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Behavior Patterns
that Create Paralysis
   Each unit/individual for itself
   Hierarchy rules
   Consensus at all costs
   Always have the right answer
   Whatever is done must be done by all
   All will agree to whatever is decided
Kotter’s Eight-Stage Process
for Leading Change
8) Anchor New Approaches
   in the Culture

    Culture – Norms – Shared Values



Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
Kotter’s Eight-Stage Process
for Leading Change
    Anchor New Approaches
     in the Culture
        Change…
              Comes last, not first
              Depends on results
              Requires a lot of talk
              May involve turnover
              Makes decisions on succession critical
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
A New Set of Rules
   Questions are more compelling than
    answers.
   Learning is more a function of critical
    thinking than being right.
   Purposeful experimentation is more
    important than predictive thinking.
   How could you use this notion to help you
    lead change where you are now?
Quiet Leadership
 “A leader is best
 When people barely know he exists,
 Not so good when people obey and acclaim him,
 Worse when they despise him.”
 “Fail to honor people…they fail to honor you.”
 “But of a good leader, who talks little
 when his work is done, his aim fulfilled,
 they will say, we did this ourselves.”
  -- Lao-Tzu

								
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