Leading Change Leadership as a Contact Sport Page #

HOW DO YOU ANSWER THE QUESTION? If we are really good, why should we change?

One of the best predictors of future failure – is past success

One of the keys to successful leadership is the refusal to believe that any business model, however sound and well crafted, is ever good enough to run on auto pilot. Extreme Management

FORCES OF CHANGE Federal System OLD STRUCTURES & TYPOLOGIES ARE NO LONGER EFFECTIVE Federal System Distinctions between public, private & non-profit sectors Organizational structures Page #

Forces of Change Citizen Trust Obsolete public finance structure Internet and merging technologies Radical transformation of the workforce 24/7 media Initiative referendum

FORCES OF CHANGE Demographics External report cards Velocity of change OLD STRUCTURES & TYPOLOGIES ARE NO LONGER EFFECTIVE Demographics External report cards Velocity of change Page #

Circle the wagons Transformational opportunity RESPONSES TO CHANGE Circle the wagons Transformational opportunity

When you want change, how do you build the case? With your employees? With your citizens? With your elected officials?

FOR MOST OF US, OUR REALITY IS: Short window of opportunity – political, financial Do more, do it cheaper, faster, better handle multiple agendas and Build the capacity to sustain high performance over time

Mission driven Values Based

High Performance Organizations Creating value for those we serve, and Meaning for those who work in the organization….over time.

The Right “What” Stakeholder value Quality services Financial performance Continuous improvement

Challenge The Systems

High Performance Organizations derive results from consistently connecting the work of individuals and teams to meaning and ends. It connects the need to make a difference and contribute to something of value

Where to Start Change in the relationship between people & work Move to the work of leadership Break Down Barriers

Change in the Relationship Between Organizations & their Stakeholders Networks Partnerships Co-Producers Page #

The work of Leadership is everyone’s job

QUADRANT II Urgent Not Urgent I Crisis Deadline driven projects II Preparation Planning Relationship building III Interruptions Mail, some meetings IV Trivia, junk Mail, busy work, escape Important Not Important

The Results Improved service Improved customer satisfaction Improved organizational performance and employee satisfaction Stronger tax base Re-election

GROUP EXCERCISE What needs to happen for change to be successful? When you are the leader what do you have to do to ensure success?

CHARACTERISTICS OF SUCCESSFUL CHANGE Focus Relentless pursuit of the vision Committed and engaged leadership Broad ownership of change

CHARACTERISTICS OF SUCCESSFUL CHANGE Systems view Objective as an exponential increase in performance – set the bar high Measure the right things Clear expectations of individual and collective goals

MAJOR QUESTIONS FOR LEADERSHIP Describe one successful change effort in your organization--what were the critical success factors? What obstacles caused other efforts to fail?

MAJOR QUESTIONS FOR LEADERSHIP What is your organization’s risk profile? What is the upside for stakeholders? Have you identified the principle levers of change?

LESSONS LEARNED Build & make the case Communicate & engage – full time contact sport Timing is everything Challenge conventional systems Invest in the champions

LESSONS LEARNED Develop a risk profile Manage expectations Create upside for stakeholders – elected officials, employees, citizens, etc. Strategy for critics, but more importantly, for those on the fence.

It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the creation of a new system. For the initiation has the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new ones. Machiavelli, 1513

IF PERFORMANCE MATTERS, THEN LEADERSHIP AND MANAGEMENT COUNT

Vision without execution is a hallucination. Steve Case

Greatness requires endless change and adaptation while preserving core values and purpose. Good to Great Jim Collins Page #