1. Intentional Leadership
“The conscious effort to choose and create specific, observable characteristics within yourself, your team, and your organization.”

2. The Three Levels of Intentional Leadership
Leading Organizations
Leading Others
Leading Self

3. ILEAD and Executive MBA
Leading Organizations
Organizational Change Model
Leading Others
Leading Self
Personal Change Model
Individual Development Process

4. Personal and Organizational Change
David Knipping
Sept. 14, 2017
© 2017 David Knipping

5. Change
The planned loss of efficiency for a greater gain or avoidance of pain
Personal, Team, and Organizational Change is one of the most difficult challenges that leaders face
© 2017 David Knipping

6. Arm Exercise
We are creatures of efficiency “The brain is always trying to automate things and to create habits, which it imbues with feelings of pleasure. Holding to the tried and true gives us a feeling of security, safety, and competence while at the same time reducing our fear of the future and of failure.” Gerhard Roth – University of Bremen
© 2017 David Knipping

7. Why is Change Difficult?
What people often resist the most is giving up something that makes them comfortable such as:
Current Routine
Control
Competence
Identity
Working Relationships
Expert Status
Sense of Direction
Sense of Security
© 2017 David Knipping

8. Reading Activity: Review “Managing Transitions” reading assignment
What were your top takeaways from this reading?
How do you get yourself through the Neutral Zone”?
Find another partner in the room and exchange your thoughts.

9. William Bridges – Managing Transitions
The Neutral Zone
New Beginnings
The Neutral Zone
Ending, Letting Go

10. Personal Change is Comprised of Four Stages
Denial
Commitment
Resistance
Exploration
© 2017 David Knipping

11. Stages Can Be Identified By What The Person Says
External Focus
Denial
Commitment
“They won’t actually change anything”
“They’ve never done it that way before”
“They’ve been talking about this for years”
“We are prepared for any outcome”
“We are headed in the right direction”
“We can do this”
Past
Future
Resistance
Exploration
“I like the old way of doing things”
“I can’t deal with not knowing why”
“I’m going to do something else”
“What will change for me?”
“Will I be impacted?”
“Do I want to be part of this?”
Focus On Self
© 2017 David Knipping

12. Personal Change Activity
Think back to the last major change in your life, either work or personal life related.
Briefly describe the following:
What did you have to give up?
What signs of denial did you experience?
What signs of resistance did you experience?
How did you begin to explore new possibilities?
How did you eventually show commitment?
© 2017 David Knipping

13. What Can Management Do? During Denial
Praise them for past contributions
Sell the need for and the value of change
Let workers understand that the change is inevitable
Allow ideas to sink in
During Resistance
Hear them out and recognize their anger, pain and perceived losses
Don’t invalidate or try talk them out of their feelings
Be in constant communication
Demonstrate to employees that they still belong
Encourage discussion on ways to solve the perceived problems with the change

14. What Can Management Do? During Exploration Provide direction
Encourage people to be creative
Inspire collaboration and teamwork
Offer training and support
Establish short-term goals for workers
During Commitment
Acknowledging their efforts
Applauding accomplishments
Developing plans and long-term goals
Providing training and tools to reinforce new behavior patterns
Preparing employees for potential future changes

15. QUIZ QUESTION What Should You Do When Someone Moves Into Resistance?

16. Organizational Change

18. Our Iceberg is Melting:
Team Questions
What was your overall impression of this metaphorical story?
What resonated with you? What things you have seen before in your work place.
What did you think of the actions they took to implement the change?

19. Organizational Inertia
Only 25% of organizational change efforts succeed
– Forbes 2014
© 2017 David Knipping

20. Three common Reasons for Organizational Change Failures1
Lack Of A Clear Future State
Poor Explanation Of Why The Decision Was Made
Insufficient Information About What Is Changing For Each Individual 2 3

21. Organizational Change Model2 3 1

22. Potential Elements of the Organizational Change Model
Statistics
Business Rationale
Industry Influences
Competitive Analyses
Performance Metrics
External Reasons
Job Execution Changes
Communication Plans
Job Content Changes
Organizational Structure Changes
Training Plans
Project Plans

23. Organization Change Activity
Think of an organizational change process you have been part of in your career, ideally within the past five years. Analyze the four key elements below with regard to that process:
What was the current state of the organization (what were the strengths and weaknesses of the org and how were people made aware?)
What was the desired future state? (Was the goal/vision clear?)
What was the rationale for the change? (what facts and data were shared with employees that made the need for change clear to everyone?)
What were employees asked to do differently? (What was each employee going to have to do differently to make the organizational change succeed?)

24. Org Change Drives Personal Change2 

25. The Marathon Effect

26. Future Focus
Think of a personal or organizational change you are or will be going through in the future.
What can you do to increase the likelihood of success?
What will you need to give up as a results of this change?
Create an an action plan.

27. Check out of your room before 12pm tomorrow - Before morning class - During lunch at 11:30