Leadership and Coaching Executive Education Seminar Coaching & the Implementation of Change J. Michael (Mike) Geringer, Ph.D. O’Bleness Professor of International Strategy College of Business Ohio University, Athens Ohio, USA Materials in this packet copyright © by Geringer & Associates, Inc. Do not quote, cite, reproduce or otherwise infringe without written permission September 2015

We can't solve problems by using the same kind of thinking we used when we created them. Albert Einstein © Geringer & Associates, Inc.

IMPLEMENTING STRATEGIC CHANGE The Coaching Challenge: Translating & Communicating the Strategic Vision … & Producing Successful Implementation What are the performance gaps? How to obtain the knowledge, skills & assets needed to overcome gaps? How to get your organization to successfully apply these elements? © by Geringer & Associates, Inc.

BUILDING A STRATEGIC CHANGE PLAN Step 1: Analyze starting conditions Urgency: How much pressure is there for making rapid changes? Personal readiness: How ready am I to lead the change process? Organizational readiness: What is the organizational culture like? Who will be most affected by change? How ready are they for the needed change?  Awareness of need for change?  Skills required for the change?  Commitment to the desired change? © by Geringer & Associates, Inc.

COACHING & STRATEGIC CHANGE: THE THREAT OF COMPLACENCY “While it is difficult to change a company that is struggling, it is next to impossible to change a company that is showing all the outward signs of success. Without the spur of a crisis or a period of great stress, most organizations -- like most people -- are incapable of changing the habits and attitudes of a lifetime.” John F. McDonnell, McDonnell Douglas Corp. © by Geringer & Associates, Inc.

THE STRATEGIC CHANGE CURVE Good Poor Strategic Performance Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000 When to begin the change process? Anticipatory Reactive Crisis

Good Poor Strategic Performance Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000 Things are going well. Do we really need to change? Can we experiment? Anticipatory Reactive Crisis THE STRATEGIC CHANGE CURVE

Good Poor Strategic Performance Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000 Anticipatory Reactive Crisis What needs to change? Where do we start? Can we find an early win? THE STRATEGIC CHANGE CURVE

Good Poor Strategic Performance Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000 Anticipatory Reactive Crisis We need to move fast. Who can I Trust? Where do we start? THE STRATEGIC CHANGE CURVE

Good Poor Strategic Performance Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000 Anticipatory Reactive Crisis THE STRATEGIC CHANGE CURVE: IMPLICATIONS BY STAGE Clarity of change needed Resources available (human, financial, etc.) Time available for developing & implementing change

BUILDING A STRATEGIC CHANGE PLAN Step 2: Determining required strategic & organizational changes What Changes Must Be Made? Depends on your firm’s vision & capabilities What is special about your firm? How Urgent is the Required Change? © by Geringer & Associates, Inc.

BUILDING A STRATEGIC CHANGE PLAN Step 3: Establish conditions for action Targets: Which groups should I influence? Action priorities: What issues to attack 1 st, 2 nd, 3 rd ? Change Process-Tactics: What leadership style & tactics should I employ? How to achieve shared understanding, commitment, & action? What structures, systems, processes must change, & how? What resources will be needed to enable change & where/how can I obtain them? Can I find visible, early successes to help promote the process? Pace: How fast should I move? © by Geringer & Associates, Inc.

PLANNING STRATEGIC ALIGNMENT & CHANGE © by Geringer & Associates, Inc. Change Target PriorityDesired Behavior/ Outcome Tactics to Utilize Sequencing & Pace of Change Efforts

IMPLEMENTING CHANGE Implementation Process Questions: – Who will carry out the strategic plan? – What must be done to align operations with new direction? – How is work going to be coordinated ? © by Geringer & Associates, Inc.

4P’s OF LEADING CHANGE Explain the basic purpose behind the change ‘What was the problem?’ Who said so & on what evidence? What would occur if no one acted to solve problem? What could happen to us if that occurs? Purpose PicturePlanPart Paint a picture of how the outcome will look & feel What is the outcome going to look, feel & sound like? How are people going to get their work done & interact with each other? How will a day be organized? Lay out the plan for phasing in the outcome Outline steps & schedules for people to receive info, training & support they need to make transition People oriented to tell employees how & when their worlds will change Start with where people are & work forward to leave the past behind & emerge with new attitudes, behaviors & identity Establish each person’s part in the plan & outcome Show employees their role & relationship to others. Until they see it they can’t adjust hopes & fears to the new reality Show employees what part they play in the outcome & the transition process © by Geringer & Associates, Inc.

WHAT INHIBITS EXECUTION? © by Geringer & Associates, Inc. More time than planned Unanticipated problems Activities ineffectively coordinated Crises deferred attention away Employees without capabilities Inadequate employee training Uncontrollable external factors Inadequate leadership Poorly defined tasks Inadequate information systems

SURFACE POTENTIAL BARRIERS EARLY ON Strategy Structure Process Operating principles Culture/behavior Jobs People Barriers may exist anywhere – even the difficult-to-see places… Leadership Management Resources Systems Rewards Values/Belief s Capabilities Consider how this change effort will affect… © by Geringer & Associates, Inc.

IDENTIFY MECHANISMS FOR PROMOTING INTEGRATION Relationship between differentiation & integration How to promote integration? Direct contact Interdepartmental liaison roles Temporary task forces Permanent teams Integrating roles Integrating departments Matrix structure © by Geringer & Associates, Inc.

PLAN FOR THE UNEXPECTED Implementation & change efforts are attempted under uncertainty … and often high levels of stress Unexpected events WILL occur Develop – Appropriate Monitoring Systems – Suitable Metrics – Contingency Plans © by Geringer & Associates, Inc.

Your efforts help determine what the future will be Take the time to make this work … and it will take time. © by Geringer & Associates, Inc.