Becoming a Change Leader (Yes, You!)

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?

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Becoming a Change Leader (Yes, You!)

by Maya Townsend on Oct 25, 2011

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