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Becoming a Change Leader
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Becoming a Change Leader

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Project Managers (PMs) are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation …

Project Managers (PMs) are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.

In this engaging, participatory session, participants learned about what it takes to become successful change leaders. Specifically, we discussed:

• The one method that makes a change initiative 10 times more likely to succeed.
• The six ways of creating change in organizations.
• How PMs can use the six way to help create change.
• How PMs can choose the best fit for their project.

This session was presented at the PMI Mass Bay Professional Development Day on May 5, 2012.

More: http://partneringresources.com/building-networks-to-support-change-leadership/

Published in: Business

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  • MESSAGE: Welcome!
  • MESSAGE: Demystify PM’s role in making change happen
  • MESSAGE: Lots of change – means lots of work for PMs!AMA 2007:81% of managers in say that the pace of change has increased compared to 5 years before69% say their companies experienced disruptive change within the last 12 months
  • MESSAGE: PMs are meant to be change agents… but that’s not the education we get.Story: Taught in the early 2000s in BUCEC’s local, highly reputable PM certificate program. We taught all that PMs must know: project scheduling, communication, change control, estimating, and so on. We didn’t do a lot on managing change because, at the time, that wasn’t the need.
  • 2010 IBM study: “Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study.”Based on interviews with 1500+ leaders around the worldMore volatile = Deeper & faster cycles, increased riskMore uncertain = Less predictableMore complex = Multifaceted, interconnected
  • MESSAGE: Too many of us rely on charm or begging to get what we need. There must be a better way!
  • MESSAGE: Using 4+ techniques leads to 10 times greater likelihood of success.
  • MESSAGE: We can appeal to ability or motivation at the individual, social, and structural levels.
  • MESSAGE: Helping people link the change to the mission and values gives them individual motivation to changeTechniquesPublic testimonialsStorytellingFuture mappingStory: Spectrum Health Systems president (Grand Rapids, MI) brought together 100s of managers and directors. The meeting began with a man in his early 60s talking about an accident that occurred when his motorcycle was hit by a car that ran a red light. He explained his experience with Spectrum: Introduced the doctors and nurses who helped him, identified the employees who gave him warm blankets before his surgeries, thanked the people who brought him popsicles when he couldn’t eat solid foods. It was a poignant and powerful use of helping people link to mission and values
  • MESSAGE: Overinvesting in skill building gives people the ability they need to make the changeTechniquesPeriodic trainingImmediate feedback WebinarsSimulationsStory:
  • MESSAGE: By creating social momentum, people feel like their peers are changing… so they are more likely to change alsoTechniquesEngage informal leadersTrain all managers and team leaders to model the new behaviorsInvolve the “squeaky wheels” earlyReinforce leadership commitment to change
  • MESSAGE: Making sure support is there when people needs it helps ensure that the community provides people with the ability to changeTechniquesOn-the-job coachingCreate special reinforcement for tough challengesCreate easy ways for people to get help
  • MESSAGE: TechniquesLink formal rewards systems to the changeMake clear the consequences of not changingFind informal ways to recognize changeHold people accountable
  • MESSAGE: Much in our environments encourage us to do what we’ve always done. Change the environment to change behavior. Techniques:Change the workplace to remove obstaclesProvide software or other enabling toolsShare information and measuresStory: Stockholm subway stationSharks only kill about one or two people in the United States each year. According to CBS News, some 200 people in the U.S. are killed each year when their vehicle collides with a deer.Yet, last year almost 2x as many web sites talked about shark deaths than talked about deer deaths (3.26M shark v. 1.79M deer in search conducted 9/29/2011)
  • MESSAGE: Great resources for learning more. ASK if you want the reference for the IBM study.
  • MESSAGE: Thank you!!!
  • Transcript

    • 1. Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve itsChange GoalsPMI Mass BayProfessional Development DayMay 5, 2012Maya Townsend, FounderPartnering Resources
    • 2. Learning Objectives • The one method that makes a change initiative 10 times more likely to succeed. • The six ways of creating change in organizations. • How PMs can use the six way to help create change. • How PMs can choose the best fit for their projects.2
    • 3. Maya Townsend • Founder & lead consultant, Partnering Resources ► We help organizations solve complex collaboration problems • Former instructor in Boston University Corporate Education Center’s PM Certificate Program ► Now: Leadership, strategy, collaboration, alignment and change • Published author ► CIO.Com, Chief Learning Officer, Mass High Tech, Talent Management, and other magazines and journals ► Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the United States • Likes chocolate a lot3
    • 4. Pace of Change is Increasing 81% of managers say the pace of change has increased compared to the pace 5 years ago4
    • 5. PMI Says: “PMs Make Change Happen” Project managers are change agents • They make project goals their own • They inspire a sense of shared purpose within the project team • They enjoy the organized adrenaline of new challenges • They enjoy the responsibility of driving business results But how? 5Definition: PMI
    • 6. And Along With Change Comes… More volatility 69% More uncertainty 65% More complexity 60% 50% 55% 60% 65% 70% 6Data: IBM (2010) “Capitalizing on Complexity.”
    • 7. Moving Beyond… 7Image: Unknown.
    • 8. Experiences with Change Leadership • Think of a change leader you admire • Turn to the person sitting next to you • Identify: What does the change leader do (behaviors) that help people change?8
    • 9. Using 4+ techniques leads to 10 times greater likelihood of success Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 20089
    • 10. Ways to Create Change Individual: Increase Individual Social Structural staff motivation and ability to change Social: Create social networks and relationships that MOTIVATION value and reward change Structural: Ensure that the environment ABILITY supports change 10Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • 11. INFLUENCING CHANGE AT THE INDIVIDUAL LEVEL11
    • 12. I-M: Link to Mission & Values Techniques: Public testimonials Storytelling Future mapping For Individual Motivation Link to Mission and Help people link change to the Values mission and values 12Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • 13. I-A: Overinvest in Skill Building For Individual Ability Overinvest in Skill-Building Help people build skill over time Techniques: Periodic training Immediate feedback Webinars Simulations 13Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • 14. INFLUENCING CHANGE AT THE SOCIAL LEVEL14
    • 15. So-M: Use Peer Pressure For Social Motivation Use Peer Pressure Create social momentum Techniques: Engage informal leaders Train all informal leaders to model the new behaviors Involve the “squeaky wheels” early Reinforce leadership commitment to change 15Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • 16. So-A: Create Social Support For Social Ability Create Social Support Make sure support is there when people need it Techniques: On-the-job coaching Create special reinforcement for tough challenges Create easy ways for people to get help 16Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • 17. Stronger Networks & Project Success Successful Projects Less Successful Projects Very Strong Strong 27% 36% Strong 57% • 93% of successful change initiatives were led by people with very strong / strong personal networks while • Only 27% of less successful change initiatives were led by people with very strong / strong networks 17Data: NEHRA / Partnering Resources study (2009).
    • 18. INFLUENCING CHANGE AT THE STRUCTURAL LEVEL18
    • 19. St-M: Align Reward Systems For Structural Motivation Align Reward Systems Help match motivation to the message Techniques: Link formal rewards systems to the change Make clear the consequences of not changing Find informal ways to recognize change Hold people accountable 19Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • 20. St-A: Change the Environment For Structural Ability Change the Environment Make the environment match the message Techniques: Change the workplace to remove obstacles Provide software or other enabling tools Share information and measures 20Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • 21. PUTTING IT ALL TOGETHER21
    • 22. Putting It All Together • Which techniques are you most likely to use to influence change at work? • Which techniques might you add to your toolkit? • How does all this relate to your current projects? • What are your next steps?22
    • 23. Where To Go From Here • Ackerman Anderson, L., Anderson, D., & Marquardt, M. (2003). Development, Transition, or Transformation? OD Practitioner. • Bridges, W. (2003). Managing Transitions (2nd Ed.). Cambridge, MA: Perseus Books. • Gartner, “Planning and Managing Change in the IT Organization: Case Profile Study.” For Gartner clients only. Grenny, J., Maxfield, D., & Shimberg, A. (2008). How to Have Influence. MIT Sloan Management Review. Ibarra, H. & Hunter, M. (2007). How Leaders Create and Use Networks. Harvard Business Review. • Kotter, J. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review. Spreier, S. W. Fontaine, M. H. & Malloy, R. L. (2006). Leadership Run Amok. Harvard Business Review. • Townsend, M. (2007). Becoming a Change Leader. CIO.Com. Available at http://bit.ly/HIWqh. Townsend, M. (2009). Leveraging Human Networks to Accelerate Learning and Change. Chief Learning Officer. Available at http://bit.ly/L4NRS. • Townsend, M. (2011). People Problems? Keep Your Human Network Up and Running! Available on http://www.cio.com . • Vinitsky, M. H. & King, A. S. (2006). Change from the Employees’ Perspective: The Neglected Viewpoint. OD Practitioner. • Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner.23
    • 24. Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve itsChange GoalsWhat questionsdo you have?