Leading Change: Why Transformation Efforts Fail PRASENTED BY MD.ABDUR RAZZAK

Objective To discuss eight reasons why transformation efforts fail in organizations and to learn some strategies for successful organization transformation.

Error #1: Not Establishing a Great Enough Sense of Urgency

Error #2 Not Creating a Powerful Enough Guiding Coalition

Error #5: Not Removing Obstacles to the New Vision

Error #3: Lacking a Vision

Error #4: Under-Communicating the Vision by a Factor of Ten

Error #6: Not Systematically Planning For and Creating Short-Term Wins

Error #7: Declaring Victory to Soon

Error #8: Not Anchoring Changes in the Corporate Culture YouTube - Nextel Dance Party Remix

Eight Steps to Transforming Your Organization Establish a Sense of Urgency Forming a Powerful Guiding Coalition Creating a Vision Communicating the Vision

Cont……. Eight Steps to Transforming Your Organization Empowering Others to Act on the Vision Planning for and Creating Short-Term Wins Consolidating Improvements and Producing Still More Change Institutionalizing New Approaches

Leading Change Model Establish a Sense of Urgency Examining market or demographic realities Identifying and discussing crises, potential crises or major opportunities Identifying and discussing crises, potential crises or major opportunities Why might people fail here: Why might people fail here: Underestimating how hard it can be to drive people out of their comfort zones Underestimating how hard it can be to drive people out of their comfort zones sometimes grossly overestimate how successful they have already been in increasing urgency sometimes grossly overestimate how successful they have already been in increasing urgency sometimes lack the patience sometimes lack the patience

Leading Change Model 2. Forming a Powerful Guiding Coalition Assembling a group with enough power to lead the effort Assembling a group with enough power to lead the effort Can be as small as 3-5 individuals, work as a team Can be as small as 3-5 individuals, work as a team

Leading Change Model 3. Creating a Shared Vision Picture of the future, easy to communicate, and appeals to staff, leaderships and stakeholders Picture of the future, easy to communicate, and appeals to staff, leaderships and stakeholders Developing strategies for achieving that vision Developing strategies for achieving that vision

Leading Change Model 4. Communicate Vision Repeatedly Leading change is usually impossible unless large numbers of people are willing to help Leading change is usually impossible unless large numbers of people are willing to help How? Organizational newsletters, Quarterly management meetings… How? Organizational newsletters, Quarterly management meetings… Use every possible channel, especially those that are being wasted on non-essential information Use every possible channel, especially those that are being wasted on non-essential information 5. Enable our Team to Achieve the Vision Getting rid of obstacles Getting rid of obstacles Changing systems or structures that undermine vision Changing systems or structures that undermine vision

Leading Change Model 6. Planning for and Creating Short Term Wins Planning for visible performance improvements Planning for visible performance improvements Creating the improvements Creating the improvements Recognizing and rewarding employees involved in the improvement Recognizing and rewarding employees involved in the improvement 7. Reinforce the Change…Producing still more change Using increased credibility to change systems, structures and policies that don’t fit Using increased credibility to change systems, structures and policies that don’t fit Hiring, promoting, and developing employees who can implement the vision Hiring, promoting, and developing employees who can implement the vision Reinvigorate process with new projects and themes Reinvigorate process with new projects and themes

Driving Change in Health Disparities 8. Institutionalizing New Approaches “…the way we do things around here.” Articulating the connections between the new behaviors and organizational progress/success Articulating the connections between the new behaviors and organizational progress/success Developing the means to ensure leadership development and succession Developing the means to ensure leadership development and succession

Passion Drives Change “Changing behavior is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to influence their feelings.” John Kotter - The Heart of Change

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