1. How to Manage Changes Purdue - 2005

2. Identify 2 urgent and important issues in your ICF Regeneration Kurang ada anak baru yg masuk ke ICF Lack of leaders

3. Objectives To understand one’s role as a leader To learn how to manage changes

4. What is needed in bringing changes Leaders –Visionaries –Risk takers –Innovators –Community builders Vision, clear and coherent Broad-based strategy Contextualization

5. Benefit of Changes to ICF Be an effective salt and light Continuity “What enables a company to survive over a long period is the ability to change” CK Prahalad

6. Cost of Changes to ICF Pain/Suffering Uncertainty Conflict Division

7. Barrier to Changes Complacency People do not buy the idea Institutionalization Poor communication No clear vision and strategy Lack of needed skills Risk averse Procrastination

8. How to Manage Changes Establishing a high Sense of Urgency.Establishing a high Sense of Urgency. Building believers of change.Building believers of change. Developing a corporate understanding of vision.Developing a corporate understanding of vision. Communicating the visionCommunicating the vision Establishing a broad based people developmentEstablishing a broad based people development Learning from success and failure.Learning from success and failure. Changing cultureChanging culture

9. Creating a Sense of Urgency Develop a real picture of current situation of ICF and where it is heading Create visible crises Stop baseless “happy talk” Set higher standards in every planning process

10. Building Believers of Changes Focus groups –Core leaders –Experts –Influential people –Proven Leaders Be Aware of: Reluctant players People who have big egos

11. Developing Corporate Understanding of Real Issues Create imaginable, desirable, feasible, focused, flexible and communicable vision Make sure the focus group really understands the urgency of the issues, really buy into the vision. Have a corporate understanding about what needs to be done

12. Communicating the Vision Keep it simple, easy to remember Multiple forums Lead by Example Repetition Listen to feedback Give others time to digest and own the vision

13. Establishing Broad-based People Development Have a shared sense of purpose Responsible Freedom Develop a concept of community in those people Provide training and information as needed Assist them in dealing with resist-to-change leaders

14. Learning from Success and Failure Set clear and step by step short-term goals Celebrate the successes Learn diligently from failure More change, not less

15. Changing Culture Culture is… –Norms of behavior “Common or pervasive ways of acting/behaving by group members, in which they would tend to teach these practices to new members.* “Common or pervasive ways of acting/behaving by group members, in which they would tend to teach these practices to new members.* –Shared values “Important concerns and goals shared by most of the people in a group that tend to shape group behavior and that often persist over time even when group membership changes”.* “Important concerns and goals shared by most of the people in a group that tend to shape group behavior and that often persist over time even when group membership changes”.* People’s Transformation  Culture Transformation

16. Becoming Lifelong Learner Risk-taking Humble self-reflection Listen to others

17. Case Study ICF AUSTIN

18. Background Stagnancy Many ideas, no execution Confusion about the future

19. What ICF-Austin does Building action group –Core –Future leaders –Elders Developing a corporate understanding about the real issues

20. What ICF Austin Does Analyzing root of the problems –Lack a sense of urgency about ICF vision –No clear direction from top leadership due to communication gap Brainstorming ideas in looking for solutions Prioritizing the most urgent issues based on feasibility, resources and culture transformation “Small Group Leaders Forum”

21. What ICF Austin Does Recruiting Communicating vision Evaluating and evaluating

22. Challenges Lack of excitement Time consuming Conflict -- Clash Ideas Focus –Character Transformation vs. Program

23. Results Accountability among members improve Common understanding Members become more aware of the important of ministering to others

24. If we can do it, so can you

25. Let’s Start What are urgent and important issues? –What need to be changed? –What NOT need to be changed? What do you envision will happen in the end? Who will be in the focus groups? What is your short-term goals? What will be the cost? –Mentally –Physically