This document discusses various aspects of leading and managing change including Kotter's 8-step change model, different stages of change processes, and tips for goal alignment, process improvement, and implementation. It provides overviews of developing a strategy and communication plan for change, assessing where a unit is in the change process, ensuring goals and work are aligned, improving processes, and gaining employee buy-in for change. Characteristics of resilient and type-O personalities are also briefly touched on.

1. Change Leadership
Strategic
Planning
Goal
Alignment
Process
Improvement
Implementation
& Continuous
Improvement
Change Leadership

2. Humor to break preoccupation
• http://youtu.be/XhUTUr0ha-o

3. Kotter's 8-Step Change Model
Implementing Change Powerfully and Successfully
1: Create Urgency
2: Form a Powerful Coalition
3: Create a Vision for Change
4: Communicate the Vision
5: Remove Obstacles
6: Create Short-term Wins
7: Build on the Change
8: Anchor the Changes in Corporate Culture

5. Leading Change
Adapted from the works of Beckhard, Burke, Cummings & Worley, Greenberg, and Kotter
Creating Alignment
Planning for Change
•Overcome Resistance
•Create a Vision
•Involve Opinion
Leaders
•Communicate the
Need for Change and
the Vision
Managing the
Transition
•Recognize &
Celebrate Short-term
Wins
•Acknowledge the
Past
•Involve Members
•Use multiple Levers
•Provide Feedback
Institutionalizing the
Change
•Recognize &
Celebrate Short-term
Wins
•Develop & Reinforce
New Competencies &
Skills
•Socialize New
Behavior
Strategy
&
Priorities
Changing
the
Work
Itself
Changing
the
Way we
Think
And Feel
Changing
the
Way we Work
Together

6. Steps to Leading Change
1. lead the change
2. communicate why the change is being made
3. focus on outcomes and measures of success
4. create transparency
5. develop a strategy to lead change
6. develop a communication plan to
communicate information and milestones.

7. Leading Change
• This tool is designed to help those leading a change in their units
determine their unit’s stage in a change process – is your unit at:
– Goal alignment?
– Process improvement?
– Implementation & continuous improvement?
• What deliverable does your supervisor expect from you?
• What is your purpose?
– To align goals?
– To align the work to unit goals and resources?
– To understand your work processes?
– To align work to specific position descriptions?
– To bring one group together with one or more groups?
• Do you know what outcomes do you hope to gain? If so, what are
they?

8. Goal Alignment
• Do you have a document you can send out in the next 30 minutes
with your mission and vision?
• Have your mission and vision been communicated to your staff?
• Do you have a clear set of departmental goals and objectives you
can send out?
• Have they been communicated to your staff?
• Does the work align to the goals?
• Have you and your staff met and discussed the work you are doing
now?
• Do you know what work goes into and out of your unit?
• Have you and your staff met and discussed the work you are doing
now?
• Do you know what work goes into and out of your unit?
• Are you financially aligned?

9. Process Improvement
• Do you know what work you might need to
continue?
• Do you know what work you might need to
restructure?
• Do you know your major work processes?
• Those that take 10, 15, 20 percent or more of
your unit’s time to complete?
• Do you have process documents for major
processes with designations of accountability and
resource allocation?

10. Implementing Improvement
• Are your position descriptions aligned to the
work?
• Do all employees have annual goals for which
they are accountable?
• Are your employees on board with the need
for change and the direction?
• Are your managers prepared to coach
employees through the stress of change?

11. Type-O People
• See opportunities hidden within dangers
• Find humor of serious situations
• Highlight order embedded in chaos
• Have patience necessary in urgent circumstances
• Address alterations necessary for things to
remain the same
• Emphasize constancy that exists within a
transition
• Even as people strive toward perfection, accept
its impossibility

12. Five Basic Characteristics of Resilience
• Positive
– Feel secure and self-assured. View life as complex but
filled with opportunity
• Focused
– Have a clear vision of what you want to achieve
• Flexible
– Be pliable when responding to uncertainty
• Organized
– Develop structured approaches to managing ambiguity
• Proactive
– Engage change rather than defend against it.