Leading Change

BREAK

Why Organizations Fail to Perform Winning Hearts & Minds They Don’t Get It They don’t understand why it’s important They Don’t Care Or care enough to make a difference Leading Change Leadership & Inspiration Training & Coaching They Don’t Know How Selection Training Coaching

Why Organizations Fail to Perform They Don’t Get It They don’t understand why it’s important They Don’t Care Or care enough to make a difference Winning Hearts & Minds Leadership & Inspiration Leading Change Training & Coaching They Don’t Know How Selection Training Coaching

Two Things Rotarians Don’t Like The way things are CHANGE

Errors in Leading Change Allowing Too Much Complacency (Rotary’s #1 Enemy) Failing to Create a Sufficiently Powerful Guiding Coalition Underestimating the Power of Vision (or the vacuum if one is lacking) Undercommunicating the Vision by a Factor of 10 (or 100 or even 1,000) Permitting Obstacles to Block the New Vision (including elder naysayers) Failing to Create Short-Term Wins

Error #1 - Allowing Too Much Complacency Insufficient sense of urgency Lack of visible crises Low expectations Acceptance of mediocrity

Error #1 - Allowing Too Much Complacency

Error #2 - Failing to Create a Sufficiently Powerful Guiding Coalition Not including influential “thought leaders” from the membership Getting hijacked by group dynamics vs. early “consensus-building” conversations with key individuals KEY

Error #3 - Underestimating the Power of Vision Plans, programs, procedures & campaigns in lieu of Vision A Vision that takes more than 5 minutes to describe A Vision that isn’t sufficiently compelling to excite and inspire the membership

Error #4 - Undercommunicating the Vision by a Factor of 10 (or 100 or 1000) Making only a few announcements or sending out only a few emails Surprised when people don’t seem to understand President making speeches – Board silent Not enough reinforcement High profile members’ behavior is counter to the Vision

Error #5 - Permitting Obstacles to Block the New Vision Lack of organizational support (an effective membership committee) Lack of recognition systems Lip service (or worse) from influential members Elder naysayers

Error #6 - Failing to Plan for & Create Short-Term Wins Don’t plan for achievable short-term results Doesn’t boost the credibility of the change initiative Fail to establish intermediate goals Ignore those who achieve the objectives Fail to reward those involved

6- Stage Process for Change Establishing a sense of urgency Creating the guiding coalition Developing a Vision and Strategy Communicating the change Vision Empowering (expecting) a broad base of members to take action Generating short-term wins

Stage 1 – Establishing a Sense of Urgency Recalibrate expectations – Status Quo is not an acceptable future Doing more of what we’re doing will get us more of what we’ve got Eliminate “happy talk” – Don’t end with “but we’re OK” Create a necessity for a change If needed, create a CRISIS

My Change Leadership Challenge Describe the most pressing change leadership challenge in your life right now Situation or problem in a group of which you’re a member that you could influence The change you’d like to make – how would you like this situation to be different? 3 1 2 3 minutes

Stage 2 – Creating a Powerful Guiding Coalition Assemble a small (2-3) group of like-minded thought leaders Create trust Develop a common goal

My Guiding Coalition Name members of your Guiding Coalition & identify their roles (2-3 min.) Select a table moderator Each present your Change Leadership Challenge and the roles of your Guiding Coalition (1 min. each) Choose 1 to work on as a group 2 1 3 4 8 9 10 7 6 5 10 minutes

Stage 3 – Creating a Vision VERSION #1: Our goal is to reduce our mean time to repair parameters so that they are perceptually lower than all major competitors inside the United States and out. In a similar vein, we have targeted new-product development cycle times, order process times, and other customer-relevant processes for change. VERSION #2: We are going to become faster than anyone in our industry at satisfying customer needs "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.” John F. Kennedy

Stage 3 – Creating a Vision VERSION #1: Our Rotary club will continue its legacy of community service, utilizing our influential membership to assist agencies in our community to achieve their missions VERSION #2: Our Rotary club will be the growing, effective, vibrant force in our community, making it a better place to live

Stage 3 – Creating a Vision Characteristics of an Effective Vision Imaginable -- A picture of the future Desirable -- Appeals to the long-term interests of stakeholders Feasible -- Realistic, attainable goals Focused -- Guides decision making Flexible -- Allows initiative Communicable -- Can be successfully explained within five minutes

My Vision Work together to build a Vision for the Change Leadership situation you chose Be prepared to present your Vision 3 2 6 5 4 7 1 7 minutes

Stage 4 – Communicating the Vision

Stage 4 – Communicating the Vision Key elements in the effective communication of vision Simplicity -- All jargon and technobabble eliminated Metaphor, analogy, and example -- A verbal picture Multiple forums -- Big meetings and small, memos and newsletters, formal and informal interaction Repetition Leadership by example -- Behavior from important people Explanation of seeming inconsistencies

KEYS TO EFFECTIVE COMMUNICATION Stage 4 – Communicating the Vision KEYS TO EFFECTIVE COMMUNICATION Situation Explain current facts Problem “The problem with that is…..” Implication “That means……” Need “Therefore, we need to……” 26

Stage 4 – Communicating the Vision SPIN Example Situation “Our club has been on a steady downward membership trend, losing an average of 2 members per year for the past 5 years.” Problem “The problem with that is the club has learned to accept membership decline as a natural occurrence and has forgotten that growth, not attrition, is the goal.” 27

Stage 4 – Communicating the Vision SPIN Example Implication “If we stay on this track, we’re going to find ourselves with steadily smaller meetings and potential members asking, “Is this really a group I want to be a part of?” “Once we lose the ability to attract members, it’s only a matter of time until we all age out together and the club goes out of business.” 28

Keys to Effective Communication SPIN Example Need “Therefore, we need to help the members understand that growing the club is essential to our survival. “We need to help them understand that attracting more members is in everyone’s best interest, including the new members. “We need to provide a compelling VISION of a growing, vibrant club and inspire them to make it that way” 29

Your Vision Communication Plan SPIN Example Situation Explain current facts Problem “The problem with that is…..” Implication “That means……” Need “Therefore, we need to……” 30

Communicating the Vision Work on a SPIN script together – same situation Be prepared to present your SPIN script 2 1 3 4 8 9 10 7 6 5 10 minutes

Stage 5 -- Empowering Others to Act Communicate a sensible vision to members -- If members have a shared sense of purpose, it’s easier to initiate actions to achieve that purpose Provide the training members need -- Without the right skills and attitudes, people feel disempowered Provide data and scorecards to track progress Confront members who undercut your vision -- Nothing disempowers people the way a bad example can

Stage 6 – Planning & Creating Short-Term Wins The role of short-term wins Provide evidence that the effort is worth it Reward achievers with a pat on the back Help fine-tune vision and strategies -- Short-term wins give the guiding coalition concrete data Undermine cynics and self-serving resisters -- Clear improvements make it difficult to block change Keep believers on board -- Provide evidence Build momentum -- Turns neutrals into supporters, reluctant supporters into active helpers, etc.

Short-Term Wins Work together to develop possible short-term wins 6 4 2 9 10 3 1 7 5 8 10 minutes

Antidotes Summary Classic Error Solution Allowing Too Much Complacency (Rotary’s #1 Enemy) Establish a Sense of Urgency (Eliminate "Happy Talk", Create a Crisis) Failing to Create a Sufficiently Powerful Guiding Coalition Create a Powerful Guiding Coalition (a small group of thought leaders) Underestimating the Power of Vision (or the vacuum if one is lacking) Create a Vision (Characteristics of an effective Vision) Undercommunicating the Vision by a Factor of 10 (or 100 or even 1,000) Communicate the Vision (Key Elements of effective communication) (Situation, Problem, Implication, Need) Permitting Obstacles to Block the New Vision (including elder naysayers) Empower others to act on the Vision (Confront those who undercut the Vision) Failing to Create Short-Term Wins Celebrate Short-Term Wins (Congratulate achievers, build momentum)