1. Leading Change Leadership as a Contact Sport
Page #

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

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

4. 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

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

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

7. 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 #

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

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

10. 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

11. Mission driven
Values Based

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

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

14. Challenge
The Systems

15. 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

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

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

18. The work of Leadership is everyone’s job

19. 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

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

21. 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?

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

23. 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

24. 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?

25. 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?

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

27. 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.

28. 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

29. IF PERFORMANCE MATTERS,
THEN LEADERSHIP
AND MANAGEMENT COUNT

30. Vision without execution
is a hallucination.
Steve Case

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