Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they could hear us laughing), we identified practical methods people can use to create change in organizations. The techniques we discussed are based on Grenny, Maxfield, & Shimberg's excellent article, "How to Have Influence" in the Fall 2008 issue of MIT Sloan Management Review. The session was led by Maya Townsend of Partnering Resources. More: http://partneringresources.com/building-networks-to-support-change-leadership/

1. Becoming a Change Leader (Yes, You!)
(Yes
What You Need to Lead Your Organization to Achieve its
Change Goals
Project Summit Boston
October 25, 2011
Maya Townsend, Founder
Partnering Resources

2. Learning Objectives
• The PM's role as a change leader
PM s
• Five key factors underlying successful
organizational change efforts
g g
• The right way to engage people in change
2

3. 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 lot
3

4. Pace of Change is Increasing
81%
of managers say the
pace of change has
increased compared to
the pace 5 years ago
4

5. 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
5
Definition: PMI

6. But Along With Change
Change…
More volatile 69%
More uncertain 65%
More complex 60%
50% 55% 60% 65% 70%
6
Data: IBM (2010) “Capitalizing on Complexity.”

7. Moving Beyond
Beyond…
7
Image: Unknown.

8. EXPERIENCES WITH CHANGE
LEADERSHIP
8

9. 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 techniques
9

10. Using 4+ techniques leads to
10 times greater likelihood of success
Grenny, Maxfield, Shimberg,
Grenny Maxfield & Shimberg MIT Sloan Management Review, Fall 2008
Review
10

11. 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
11
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

12. INFLUENCING CHANGE AT THE
INDIVIDUAL LEVEL
12

13. 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
13
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

14. I A:
I-A: Overinvest in Skill Building
For Individual Ability
Overinvest in
Skill Building
Skill-Building Help people build skill over time
14
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

15. INFLUENCING CHANGE AT THE
SOCIAL LEVEL
15

16. So M:
So-M: Use Peer Pressure
For Social Motivation
Use Peer
Pressure Create social momentum
16
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

17. So A:
So-A: Create Social Support
For Social Ability
Create Social
Support Make sure support is there
when people need it
17
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

18. INFLUENCING CHANGE AT THE
STRUCTURAL LEVEL
18

19. St M:
St-M: Align Reward Systems
For Structural Motivation
Align Reward
Systems
Make the money match
the messageg
19
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

20. St A:
St-A: Change the Environment
For Structural Ability
Change the
Environment Make the environment match the
messageg
20
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

21. WHERE TO GO FROM HERE
21

22. 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

23. Becoming a Change Leader (Yes, You!)
(Yes
What You Need to Lead Your Organization to Achieve its
Change Goals
• What are you
taking away?
• What questions
do you have?
• What are your
next steps?