Becoming Change Leader 2012
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Becoming Change Leader 2012

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The statistics on change leadership are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project......

The statistics on change leadership 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 session given at the 2012 Healthcare Businesswomen's Association Leadership Conference, participants learned what it takes to provide successful change leadership. 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 leaders can use the six ways to help create change.
- How leaders can choose the best fit for their projects or initiatives.

Participants said it was the "best session of the conference!" For more information, see the event post at http://partneringresources.com/event/change-leadership-at-hba-leadership-conference/.

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  • 1. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 Becoming a Change Leader (Yes, You!) What You Need to Lead Your Organization to Achieve its Change Goals Maya Townsend, Founder Partnering Resources Learning Objectives • The one approach that makes a change initiative 10 times more likely to succeed. • The six methods of creating change in organizations. • How leaders can use the six methods to help create change. • How leaders can choose the best fit for their projects or initiatives. www.partneringresources.com
  • 2. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 Pace of Change is Increasing 81% of managers say the pace of change has increased compared to the pace 5 years ago 3 And Along With Change Comes… More volatility 69% More uncertainty 65% More complexity 60% 50% 55% 60% 65% 70% 4 Data: IBM (2010) “Capitalizing on Complexity.” www.partneringresources.com
  • 3. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 Moving Beyond… 5 Image: Unknown. Experiences with Change Leadership • Think of a change initiative that you admire • Identify: What happened during the initiative that helped people change? ► What did the leaders do? ► What supports were put in place? 6 www.partneringresources.com
  • 4. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 Using 4+ techniques leads to 10 times greater likelihood of success Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008 7 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 8 Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008. www.partneringresources.com
  • 5. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 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 9 Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008. 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 10 Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008. www.partneringresources.com
  • 6. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 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 11 Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008. 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 12 Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008. www.partneringresources.com
  • 7. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 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 13 Data: NEHRA / Partnering Resources study (2009). 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 14 Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008. www.partneringresources.com
  • 8. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 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 15 Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008. Current State Inventory • Use the Action Planning Guide to identify which techniques you’re using today on current project or initiative. • Find a partner and review techniques. • Analyze: What might you add? What might you improve? • Plan: What three steps will you take in order to take action? 16 www.partneringresources.com
  • 9. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 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. 17 Becoming a Change Leader (Yes, You!) What You Need to Lead Your Organization to Achieve its Change Goals What questions do you have? www.partneringresources.com
  • 10. Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012 Maya Townsend • Founder & lead consultant, Partnering Resources ► We help organizations meet complex change and collaboration challenges • Teaches at Boston University Corporate Education Center • Prolific author ► Articles: Chief Learning Officer, Talent Management, CIO, Mass High Tech, and others ► Blogs: Future of Work Enabled & Partnering Resources ► Books (co-author / co-editor) • Strategic HR: Best Practices in Organization Development from the OD Network (11/28/2012) • NTL Handbook of OD & Change (2nd ed., publication date TBD) • Likes chocolate a lot 19 www.partneringresources.com