Leading Organizational Change

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In a rapidly changing world, every leader needs to understand how to effectively guide organizational change. Change may be necessary for many reasons, such as meeting new customer demands; implementing a strategic plan; upgrading technology systems; or coping with challenges. Leaders often wonder how to promote buy-in and engagement during what is sometimes a difficult process. This webinar for staff and board members will focus on: principles of change; understanding how people react to change; common mistakes and how to avoid them; working with resistance; and maintaining open communication. You will learn practical tips and be introduced to resources for further learning.

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Leading Organizational Change

  1. 1. Sponsored by: Leading Organizational Change Bob Greene July 17, 2013 Twitter Hashtag - #npweb Part Of:
  2. 2. Sponsored by: Advising nonprofits in: • Strategy • Planning • Organizational Development www.synthesispartnership.com (617) 969-1881 info@synthesispartnership.com INTEGRATED PLANNING Part Of:
  3. 3. Sponsored by:Part Of: Coming Soon
  4. 4. Sponsored by: Today’s Speaker Bob Greene Coach/Consultant Assisting with chat questions: Jamie Maloney, 4Good Founding Director of Nonprofit Webinars and Host: Sam Frank, Synthesis Partnership Part Of:
  5. 5. Nonprofit Webinars Bob Greene Bob Greene Coaching & Consulting Bob@BGCoach.net www.BGCoach.net Leading Organizational Change
  6. 6. • Reminder: These slides will be available at the Nonprofit Webinars site. • On request, I will send you a handout packet with additional materials. Email me at Bob@BGCoach.net • I’ll respond to a few questions during the presentation and we’ll have a Q&A at the end. Feel free to contact me after the webinar with any follow-up questions. A Few Notes
  7. 7. Learning Objectives  Identify perspectives on change  Explore people’s common responses to change, including your own  Identify ideas to help facilitate change  Learn to anticipate and address common barriers to change  Identify tips, tools, and resources
  8. 8. Agenda  Welcome  You and change  Readiness for change  Managing transitions  Resistance to change  Implications for action  Closing
  9. 9. Just a few examples: • Rolling out a new technology system • Implementing the new strategic plan • Starting or changing a program or service • Moving to a team-oriented culture • Implementing a new process or restructuring When Do We Lead Change?
  10. 10. 1. Are one of the first to get one 2. Are pretty early but not the first 3. Wait to see if the trend will hold, but you’ll get one once the prices start to drop 4. Get one only after it's clear everyone else has one and expects you to have one too 5. Are firmly committed to the tried and true You. . .
  11. 11. Innovators Early adopters Early majority Later majority Traditionalists Readiness for Change Adapted from Diffusion of Innovations by Everett M. Rogers
  12. 12. A Few Implications  Recognize that fewer people are ready for change now while most wait-and- see.  Communicate constantly. Explain, inform, respond.  Create structures to engage people, such as a representative change team, regular meetings, surveys, etc.  Show this is the real deal and not a fad.
  13. 13. Transitions ● Ending ● Neutral Zone ● Beginning Adapted from Bridges, Managing Transitions
  14. 14. Transitions Ending ● Leave taking ● Celebrating/mourning what has passed ● Letting go of the trapeze
  15. 15. Transitions Neutral Zone ● Wandering ● New routines not established ● Creativity, but may not be sustained ● Flying after releasing the trapeze
  16. 16. Transitions Beginning ● Establishing new habits ● Settling in ● Grabbing the next trapeze
  17. 17. Managing Transitions People experience People need Leaders can Fear, resentment, caution Information, safety •Provide ongoing accurate information •Clarify what's over & what's not •Support people in grieving Endings
  18. 18. Managing Transitions People experience People need Leaders can Doubt, anxiety, confusion, creativity, energy Acceptance, focus, short- term gains, opportunities to contribute •Be available •Set realistic productivity goals •Foster creativity, experiments, and learning Neutral Zone
  19. 19. Managing Transitions People experience People need Leaders can Increased confidence and focus, ambivalence Applause, noting success, sharing credit, assistance •Create ways to celebrate and reward •Model desired attitudes & behaviors •Ensure policies and procedures reinforce the new system Beginnings
  20. 20. “No matter how much work you have done, no matter how careful your analysis, the only thing you can be sure of is that your first idea is wrong in some meaningful way.” ─ Scott Anthony
  21. 21. Observe Interpret Intervene Adaptive Leadership Heifetz emphasizes the importance of fostering continuous reflection and learning.
  22. 22. A Few Ways to Promote Continuous Learning  Create multiple structures for communication.  Conduct surveys, focus groups, etc.  Analyze how the work is done and obstacles or bottlenecks that make change more difficult.  Conduct small experiments or simulations.  Show that mistakes are opportunities for learning, rather than reasons for punishment.  Invest in skill development/training.
  23. 23. Resistance
  24. 24. For Reflection Think of a time you resisted change. Why did you resist?
  25. 25. Effects of Change Effects Examples Credibility Reputation, ability to influence Competence Skills, knowledge, quality, ability to get things done Relationships Being liked and admired, having positive connections that are pleasant and help get things done Security Confidence about the future, income, status, sense of professional identity Adapted from Ryan & Oestreich, Driving Fear Out of the Workplace
  26. 26. Working with Resistance Rick Mauer, in Beyond the Wall of Resistance, urges change leaders to respect and learn from those who resist―and seek win/win solutions when possible.
  27. 27. Taking Action  Remember that people may be more or less ready for the change.  Communicate constantly. Use multiple channels to communicate.  Involve influential stakeholders in leading, modeling, and training.  Collect data. Conduct small experiments. Check out your assumptions.
  28. 28. Taking Action  Respect and learn from those who are slower to change.  Ensure that policies, structures, and rewards reinforce the new ways.  Highlight examples of progress.  Remember change is a long-distance race, not a sprint.
  29. 29. Q & A
  30. 30. Thank You! • Reminder: These slides will be available at the Nonprofit Webinars site. • While there check out the full schedule of free Nonprofit Webinars. • Contact me if you’d like the supplemental handouts for this webinar: Bob@BGCoach.net
  31. 31. Sponsored by: Find listings for our current season of webinars and register at: NonprofitWebinars.com Part Of:

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