Leading Change A Refresher

“ Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. ” -Joseph Rost Leadership for the 21 st Century

“ A leader is, by definition, an innovator… Learning to lead is learning to manage change. ” -Warren Bennis

LEVELS OF CHANGE 1. Knowledge 2. Attitudes 3. Behaviors 4. Group Behaviors

8 STEPS TOWARD CHANGE (John Kotter) 1.Establish a sense of urgency (the burning platform)

“ The first responsibility of a leader is to define reality… ” - Max DePree, Leadership is an Art

SWOT Analysis Strengths / Weaknesses Opportunities / Threats

2. Create a guiding coalition -Do they have influence enough to lead and bring others along? -Will they work as a real team?

2. Create a guiding coalition Innovators (2%) Early Adopters (14%) Middle Adopters (68%) Later Adopters (14%) Slow Movers (2%)

3. Develop vision and strategy “ In the absence of a great dream, pettiness prevails. ” - Peter Senge

VISION Compelling word picture of a preferred future ‘ …we dream of and work for the day when… ”

Effective Vision Statements are: God Glorifying Challenging / Stretching Visually StatedShort (1-2 pages) EmotionalAchievable Focused

VISION CLEAR (fragmentation) (COHESION) DIVERSE COMMON (disintegration) (frustration) VAGUE

MISSION / PURPOSE The reason for which the organization exists Capture in a concise statement

VALUES Guiding principles by which we operate and for which we ’ ll fight

STRATEGIC PLANNING What we will do in the next 5-10 years to fulfill our mission in alignment with our values so that we realize our vision!

ACTION PLANS What we will do in the next 6 to 18 months to move us closer to realizing our vision!

Catalytic moments for change: God breaks in (DDI) Crisis Transition Growth +/-

“ Dream no small dreams for they have no power to move men. ” - von Goethe

4. Communicate the vision -Compellingly -Creatively -Consistently -Continually

5. Empower broad-based action -Get rid of obstacles -Encourage risk taking

FORCE FIELD ANALYSIS Driving Forces / Restraining Forces People for change -> <- People against change Values for change -> <- Values against change Structures for … -> <- Structures against … Benefits for change -> <- Loss from change

FACILITATE CHANGE by … - Reducing opposing forces - Strengthening driving forces - Can opposing forces become driving forces?

6. Generate short-term wins -Plan for visible improvements -Create opportunities for success -Visibly reward early achievers

7. Consolidate gains… and introduce more change Use increased credibility to address systems/structures that don ’ t facilitate new vision

8. Anchor new approaches in the culture Key: leadership succession (Moses – Joshua)

When are people willing to change? - When they hurt enough - When they learn enough - When they believe enough

“ Sometimes it takes a painful situation to make us change our ways. ” - Proverbs 20:30 (Good News)

“ Most people have to feel the heat before they see the light! ” - Rick Warren

“ Many people want to change the world; only a few want to change themselves. ” - Leo Tolstoy

“We must become the change we want to see.” - Mahatma Gandhi

“ How have you changed in the past 12 months? What have you learned? What have you unlearned?

“Healthy churches grow, growing churches change, change forces us to trust God, trust leads to obedience, obedience makes us healthy, healthy churches grow.” James Ryle (adapted from Promise Keepers Clergy Gathering)