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Change leadershipa
- 1. Successful Change Leadership
Successful Change Leadership
“Turning Theory into Reality”
Ian Kowalski
© 2011 Ian Kowalski
© 2010 Ian Kowalski 1
- 2. Successful Change Leadership
Objectives
By the end of this session, you will be able to:
Describe the difference between Leaders and Managers
Describe why change often fails
Describe 4 complementary models for change
Understand how to apply these models to lead successful
change
© 2011 Ian Kowalski
© 2010 Ian Kowalski 2
- 3. Successful Change Leadership
Exercise
When change is successful
“This is the way we do it around here”
When change is not successful
Flavor of the month
This too shall pass
Do what I say not what I do
List examples of change you have experienced.
What was the result?
© 2011 Ian Kowalski
© 2010 Ian Kowalski 3
- 4. Successful Change Leadership
Managers and Leaders
Management is about dealing with complexity
Leadership is about dealing with Change
Change Management is a Misnomer
© 2011 Ian Kowalski
© 2010 Ian Kowalski 4
- 5. Successful Change Leadership
Leadership Can Be Learned
Challenging the Process
Inspiring a Shared Vision
Enabling Others to Act
Modeling the Way
Encouraging the Heart
“Leaders are Born Not Made”
“Leadership Challenge”, Kouzes & Posner
© 2011 Ian Kowalski
© 2010 Ian Kowalski 5
- 6. Successful Change Leadership
Leadership Can Be Learned
Talk Respectfully about the Past
Talk Realistically about the Present
Talk Optimistically about the Future
Leaders Talk For People, Not About People
© 2011 Ian Kowalski
© 2010 Ian Kowalski 6
- 7. Successful Change Leadership
Change is Inevitable
“It is not the strongest of the species that
survive, nor the most intelligent, but the ones
most responsive to change”
- Charles Darwin
© 2011 Ian Kowalski
© 2010 Ian Kowalski 7
- 8. Successful Change Leadership
Critical Mass
34% 34%
13.5% 16%
2.5%
Innovators Early Adopters Early Majority Late Majority Laggards
Is it really resistance? -- Consider where people
fall on the adoption curve
“Diffusion of Innovation”, Everett Rogers
© 2011 Ian Kowalski
© 2010 Ian Kowalski 8
- 9. Successful Change Leadership
The Tipping Point
TP
Th
e Ch
as
m
34% 34%
13.5% 16%
2.5%
Innovators Early Adopters Early Majority Late Majority Laggards
When the change becomes the new normal
“Crossing the Chasm”, Geoffrey Moore
© 2011 Ian Kowalski
© 2010 Ian Kowalski 9
- 10. Successful Change Leadership
Organizational Change
TP
34% 34%
13.5% 16%
2.5%
Innovators Early Adopters Early Majority Late Majority Laggards
Originators Pragmatists Conservers
• Radical Change • Want change to solve • Gradual change
specific problems
• Huge effect • Preserve the current
• minimize effect on structure
• Ignore impact on existing structure
structure
• Focus on results
“Dangerous Opportunity: Making Change Work”, Chris Musselwhite
© 2011 Ian Kowalski
© 2010 Ian Kowalski 10
- 11. Successful Change Leadership
Leading Change: A Good Checklist
1. Establish a sense of urgency
2. Forming a powerful guiding coalition
3. Create a Vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short term wins
7. Consolidate improvements and produce more changes
8. Institutionalize new approaches
“Leading Change”, John Kotter
© 2011 Ian Kowalski
© 2010 Ian Kowalski 11
- 12. Successful Change Leadership
Applying The Tipping Point
Apathetics Incubators Advocates
Resistors
“Applying the Tipping Point”, Andrea Shapiro
© 2011 Ian Kowalski
© 2010 Ian Kowalski 12
- 13. Successful Change Leadership
Seven Levers of Change
People Support
Mass Exposure
Hiring Advocates
Removing Resistors
Contacts between Advocates and Apathetics
Environmental Support
Walk the Talk
Reward and Recognition Necessary but not Sufficient
Infrastructure
“Applying the Tipping Point”, Andrea Shapiro
© 2011 Ian Kowalski
© 2010 Ian Kowalski 13
- 15. Successful Change Leadership
The “Change” Challenge
BEHAVIOR
WORLD VIEW ATTITUDES
• Commitment
(Paradigm) • Possible
vs
(Mental Models) • Appropriate
• Compliance
“Leadership for Extraordinary Performance”,
Jack and Carol Weber
© 2011 Ian Kowalski
© 2010 Ian Kowalski 15
- 16. Successful Change Leadership
What Do You Think?
“The only thing harder than
starting something new is
stopping something old.”
Russell Ackoff
-- systems thinker --
PS
© 2011 Ian Kowalski
© 2010 Ian Kowalski 16
- 17. Successful Change Leadership
Leadership Exercise
How would you convince How would you talk to a
someone to change? person going through loss?
Reason Listen
Education / training Empathy
Change their job Love
Burning platform Support
WIIFM
Incentives
Goals / targets
Involvement
© 2011 Ian Kowalski
© 2010 Ian Kowalski 17
- 19. Successful Change Leadership
Putting It all Together
Kotter as a check list
Listen to the people to find the mental models
Listen to the Resistors
Address the mental models
Intelligent use of the seven levers of Change
Contact between Advocates and Apathetics
Modify the message as we shift through the
Originators to appeal to the Pragmatists
© 2011 Ian Kowalski
© 2010 Ian Kowalski 19
- 20. Successful Change Leadership
Objectives
By the end of this session, you will be able to:
Describe the difference between Leaders and Managers
Describe why change often fails
Describe 4 complementary models for change
Understand how to apply these models to lead successful
change
© 2011 Ian Kowalski
© 2010 Ian Kowalski 20
