1. Leading Change

2. BREAK

3. 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

4. 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

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

7. 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

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

9. Error #1 - Allowing Too Much Complacency

10. 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

11. 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

12. 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 s
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

13. 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

14. 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

15. 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

16. 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

17. 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

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

19. 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

20. 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

21. 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

22. 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

23. 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

24. Stage 4 – Communicating the Vision

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

32. 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

33. 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.

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

35. 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)