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Becoming a Change Leader (Yes, You!)
 

Becoming a Change Leader (Yes, You!)

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Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they ...

Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they could hear us laughing), we identified practical methods people can use to create change in organizations.

The techniques we discussed are based on Grenny, Maxfield, & Shimberg's excellent article, "How to Have Influence" in the Fall 2008 issue of MIT Sloan Management Review.

The session was led by Maya Townsend of Partnering Resources.

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

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    Becoming a Change Leader (Yes, You!) Becoming a Change Leader (Yes, You!) Presentation Transcript

    • Becoming a Change Leader (Yes, You!) (YesWhat You Need to Lead Your Organization to Achieve itsChange GoalsProject Summit BostonOctober 25, 2011Maya Townsend, FounderPartnering Resources
    • Learning Objectives • The PMs role as a change leader PM s • Five key factors underlying successful organizational change efforts g g • The right way to engage people in change2
    • 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 th P bli h d author ► CIO.Com, Chief Learning Officer, Mass High Tech, Talent Management, and other magazines and journals ► Serves on the Edi i l R i S h Editorial Review B d f OD P Board for Practitioner, the ii h premier organization development practitioner journal in the United States • Likes h Lik chocolate a l t l t lot3
    • Pace of Change is Increasing 81% of managers say the pace of change has increased compared to the pace 5 years ago4
    • 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 y j y g g • They enjoy the responsibility of driving business results 5Definition: PMI
    • But Along With Change Change… More volatile 69% More uncertain 65% More complex 60% 50% 55% 60% 65% 70% 6Data: IBM (2010) “Capitalizing on Complexity.”
    • Moving Beyond Beyond… 7Image: Unknown.
    • EXPERIENCES WITH CHANGE LEADERSHIP8
    • Five Imperatives + How To Engage Five Imperatives 1. Active, committed leadership 2. 2 A clear case for change 3. Embedded change 4. 4 Employee participation 5. Smart use of networks One Overarching Method 1. Apply 4+ 1 A l 4 specific t h i ifi techniques9
    • Using 4+ techniques leads to 10 times greater likelihood of success Grenny, Maxfield, Shimberg, Grenny Maxfield & Shimberg MIT Sloan Management Review, Fall 2008 Review10
    • 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 h Structural: Ensure that the environment ABILITY supports change h 11Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • INFLUENCING CHANGE AT THE INDIVIDUAL LEVEL12
    • I M: I-M: Link to Mission & Values For Individual Motivation Link to Mission and Help people link change to the Values mission and values 13Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • I A: I-A: Overinvest in Skill Building For Individual Ability Overinvest in Skill Building Skill-Building Help people build skill over time 14Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • INFLUENCING CHANGE AT THE SOCIAL LEVEL15
    • So M: So-M: Use Peer Pressure For Social Motivation Use Peer Pressure Create social momentum 16Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • So A: So-A: Create Social Support For Social Ability Create Social Support Make sure support is there when people need it 17Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • INFLUENCING CHANGE AT THE STRUCTURAL LEVEL18
    • St M: St-M: Align Reward Systems For Structural Motivation Align Reward Systems Make the money match the messageg 19Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • St A: St-A: Change the Environment For Structural Ability Change the Environment Make the environment match the messageg 20Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
    • WHERE TO GO FROM HERE21
    • Learn More • 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. 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. Vi i t P titi • Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner.22
    • Becoming a Change Leader (Yes, You!) (YesWhat You Need to Lead Your Organization to Achieve itsChange Goals• What are you taking away?• What questions do you have?• What are your next steps?