How to Create Leadership Change:     DMs, Leaders and You11 am Dec 6th, 2012Whitehorse, YTCanada 1045Chris Hylton800 449-5...
The only person who likes and welcomes change is a wet baby.The rest of us have to adapt and accept the only thing that is...
Agenda3       You work in a large government organization        with many layers of management       You see good reaso...
The ideal organization4       DM’s and Leaders should         Understand innovation process.         Be tolerant of cri...
Two types of change: Top5    Down     In line with Strategic Plan, Mission and      Vision initiated with the goals of se...
Bottom-up change6     The  initiatives for change can come      from all levels of the organization,      not just top ma...
What about unplanned change?7    Response   to unanticipated     events    Good leaders act on     opportunities for rea...
External reasons for change8      Changing landscape      Competition and market trends      Local economic conditions ...
Internal forces for change9     Arise when change in one part of     the system creates the need for     change in anothe...
Freeze thaw cycle Frozen    Services are stable if not ideal, change is not     possible Unfreezing    Prepared for chan...
You can be a Change Leader11      A change agent who takes       leadership responsibility for       changing the existin...
Role of Staff Leader12      Rational persuasion strategy          Change through persuasion backed by special           ...
Shared Change Strategy13  Engages people in a collaborative process of   identifying values, assumptions, and goals from ...
Resistance to Change14      Fear of unknown      Disrupted habits      Loss of confidence      Loss of control, specia...
Resistance to change DM,  Other Staff, Customers People experiencing change often go  through a series of steps, similar...
Methods for dealing with16     resistance to change       Service gap analysis       Support of customers       Lots of...
Data is King17     Research the issue      Systematically collecting data on an the issue      Feeding it back to organi...
How to collect data18        Customer satisfaction surveys        Focus groups using structured questions        On lin...
Change Research Steps19        Problem identification        Data gathering        Research        Data analysis and f...
Team building20       Survey    feedback       Inter-group   team building       Service   delivery redesign       Cus...
   Thank you!   CG Hylton Inc would like to thank    you for the opportunity to meet with    you today   Questions?   ...
How to Create Change Despite a Reluctant Leader
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How to Create Change Despite a Reluctant Leader

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How to Create Change with a Reluctant Manager. How to Empower Yourself as a Staff Person, desirous to effect change. The role of customer service. The role of research and data collection to help staff make the case for change.

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  • Source:TECHNICAL COLLEGE SYSTEM OF GEORGIA STATEWIDE IMPLEMENTATION TEAM presentationhttp://www.google.com.au/url?sa=t&rct=j&q=%22positive+discipline%22+filetype:ppt+workplace&source=web&cd=1&cad=rja&ved=0CC4QFjAA&url=http%3A%2F%2Fintranet.tcsg.edu%2Fall_forms%2FPositive_Discipline_Revised.ppt&ei=HVGyULaVLKzFiwLAioHQDQ&usg=AFQjCNGzBExsl9lj5etff4KljasbxEIn8g
  • Source: adapted from Kubler-Ross
  • How to Create Change Despite a Reluctant Leader

    1. 1. How to Create Leadership Change: DMs, Leaders and You11 am Dec 6th, 2012Whitehorse, YTCanada 1045Chris Hylton800 449-5866 chris@hylton.ca CG Hylton Inc 1
    2. 2. The only person who likes and welcomes change is a wet baby.The rest of us have to adapt and accept the only thing that is constant in life -- change. CG Hylton Inc 2
    3. 3. Agenda3  You work in a large government organization with many layers of management  You see good reason to change many things, but no one listens  How can You make the case to your DM or Leadership to bring about change? CG Hylton Inc
    4. 4. The ideal organization4  DM’s and Leaders should  Understand innovation process.  Be tolerant of criticism  Open to new ideas  Maintain the pressure to succeed  Break down barriers to change  Staff should  Idea generators  Information gatekeepers  Product champions  Project managers  Innovation leaders  Focus on customer satisfaction Inc CG Hylton
    5. 5. Two types of change: Top5 Down  In line with Strategic Plan, Mission and Vision initiated with the goals of service to customer  Driven by the organization’s top leadership  Success depends on support of middle- level and lower-level staff CG Hylton Inc
    6. 6. Bottom-up change6 The initiatives for change can come from all levels of the organization, not just top management Crucial for organizational innovation Made possible by Employee empowerment Employee involvement Employee participation CG Hylton Inc
    7. 7. What about unplanned change?7 Response to unanticipated events Good leaders act on opportunities for reactive change Good staff can see opportunity to act on new situations CG Hylton Inc
    8. 8. External reasons for change8  Changing landscape  Competition and market trends  Local economic conditions  New laws and regulations  Technological developments  Downsizing, offloading, privatizing  Staff are in ideal situation to CG Hylton Inc
    9. 9. Internal forces for change9  Arise when change in one part of the system creates the need for change in another part of the system  May be in response to one or more external forces  Staff is on the ground and can see this better than the DM CG Hylton Inc
    10. 10. Freeze thaw cycle Frozen  Services are stable if not ideal, change is not possible Unfreezing  Prepared for change and reasons for change are developed Changing  Something new reorients the system, and change implemented Refreezing or gelling  Stabilizing change and creating conditions for CG Hylton Inc 10 ongoing success
    11. 11. You can be a Change Leader11 A change agent who takes leadership responsibility for changing the existing system. Forward-looking Action oriented Finds and fertilizes new CG Hylton Inc
    12. 12. Role of Staff Leader12  Rational persuasion strategy  Change through persuasion backed by special knowledge, empirical data, and rational argument.  You see the data daily, you are on the ground, you deal with the customers  Relies on customer service satisfaction model  Relies on belief that reason guides people’s decisions and actions  Common sense CG Hylton Inc
    13. 13. Shared Change Strategy13  Engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge  Time consuming but likely to yield high commitment because you are building  Involves others in examining factors related to the issue at hand  Builds a change team, others within the organization, others perhaps outside the organization  Relies on group power and strong interpersonal skills in team situations CG Hylton Inc
    14. 14. Resistance to Change14  Fear of unknown  Disrupted habits  Loss of confidence  Loss of control, specialized knowledge  Extra work  Loss of face, of purpose CG Hylton Inc
    15. 15. Resistance to change DM, Other Staff, Customers People experiencing change often go through a series of steps, similar to the steps of Kubler-Ross of yesterday Some will never get past denial. Denying the credibility of the messenger Denying the content of the message Denying the relevance of the message Denying own ability to do anything about it
    16. 16. Methods for dealing with16 resistance to change  Service gap analysis  Support of customers  Lots of data  Lots of support in other departments CG Hylton Inc
    17. 17. Data is King17 Research the issue  Systematically collecting data on an the issue  Feeding it back to organization or dept for action  Evaluating results by collecting more data and repeating as necessary  Can be initiated when staff member senses a service gap CG Hylton Inc
    18. 18. How to collect data18  Customer satisfaction surveys  Focus groups using structured questions  On line surveys  Community group meetings  If you are in a healthcare organization, rely on the researchers within your organization to assist you  If not reach out to those familiar with research techniques CG Hylton Inc
    19. 19. Change Research Steps19  Problem identification  Data gathering  Research  Data analysis and feedback  Action planning  Action implementation  Evaluation and follow-up CG Hylton Inc
    20. 20. Team building20  Survey feedback  Inter-group team building  Service delivery redesign  Customer service focus CG Hylton Inc
    21. 21.  Thank you! CG Hylton Inc would like to thank you for the opportunity to meet with you today Questions? chris@hylton.ca 800 449-5866

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