Leading through change

© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1
SteveWinterbottom
Vice-President, InformationTechnology
Cisco
February 9, 2012
Leading Through Change

© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
 Leadership
 Change
 How people respond to Change
 Things may not go according to plan!!
Topics

Inspiring and Influencing
others to own and
accomplish a mission
Leadership is the key success factor for (any) mission
We all have areas in which we must exhibit strong leadership
We can all be leaders!!
Leadership ( I Believe! )

Leadership
 Leaders aren't born, they are made. And they
are made just like anything else, through hard
work. And that's the price we all have to pay
to achieve that goal, or any goal.
~ Vince Lombardi ~

Simple Model - Forms of Power
Organizational ( Reward, Coercive )
Expert
Referent ( Genuine respect )
The boss drives people; the leader coaches
them. The boss depends on authority; the
leader on good will. The boss inspires fear;
the leader inspires enthusiasm. The boss
says "I"; The leader says "WE". The boss
fixes the blame for the breakdown; the
leader fixes the breakdown. The boss
says, "GO"; the leader says let‟s "GO!"
~ H. Gordon Selfridge ~

What type of change are you leading?
Continuous
Incremental
Change
Adopt routine
processes for
continuous change
Total Quality Management
Six Sigma
Transformative
Change
Unfreeze
Transition
Grow
Change
Management

Change and Expectations
 Change causes a disruption in
expectations
 Each of us moves through life (and
change) at a unique pace – a pace
that allows us to absorb the new
expectations.
Sometimes the changes
come faster than we are
ready for them!!

Bridges Model - Response to Change
A B
T r a n s i t i o n
Ending
Denial
Anger
Shock
Stress
Neutral Zone
Churning Behavior
Approach (new behaviors)
Avoidance (back to old behaviors)
New Beginning
Energy
Creativity
Acceptance
Change
strategies-for-managing-
change.com/william-
bridges.html

The Change Curve
Time
EmotionalResponse
Immobilization
Denial
Anger
Bargaining
Depression
Testing
Acceptance
PassiveActive
From Managing at the Speed of Change, Daryl Conner

Impact of Change

Applying The Model: Making It Real
• Where are you on the transition curve?
• Where is your team is on the transition curve?
• What is going away? What is staying the same? What is changing?
• What can you do to support your team based on the stage they are in?
Time
EmotionalResponse
Immobilization
Denial
Anger
Bargaining
Depression
Testing
Acceptance
PassiveActive

Conceive Define
Build /
Verify Implement Add Value
TIME
VALUE
EXPECTATION
Heights of
Euphoria
Depths of
Despair
Search for
the Guilty
Find a
Scapegoat
Expectations „S‟ curve – Another Version
Leading Through Change - Expectations

Conceive Define
Build /
Verify
Implement Add Value
TIME
VALUE
EXPECTATION
• Raise expectations just high enough to
sell the project
• Generate excitement about the project
value add, but not too much
• The higher the pre-implementation
expectations, the greater the risk of
a post-implementation backlash
Suggestion:
• Keep the project proposal value add statement
succinct, including an ‘is’ and ‘is not’ section
• Ensure a high level sponsor is signed up to
ensure the value is delivered
• Deliver project value in smaller, quicker chunks
Managing ExpectationsLeading Through Change - Expectations

Set Realistic ExpectationsLeading Through Change - Expectations

I’m sure glad the hole isn’t in
our end…

Resistance
Compliance
Commitment
Awareness
of Change
Outcomes of an Awareness Program

“I pray God I can
manage to get the
whole Party to
civilization.”
THE CALL
Men wanted for
hazardous journey.
Small wages. Bitter cold.
Long months of
complete darkness.
Honour and recognition
in case of success.
Leadership and Change
Shackleton and The Endurance
“It is the last great
Polar journey that
can be made.
There now remains
the largest and
most striking of all
journeys – the
crossing of the
Continent.”

Low High
Confidence
High
Certainty
Low
We’ve never
done this before,
but we
can do it
together
This is hopeless.
Nobody knows
What they’re
Doing.
Our plan is on
target. I have
every confidence
that we’re on the
right track.
I know what to
do, but they
never listen to me.
It’ll never work.
Source: Leadership in Times of Stress and Change
Mark J. Tager and Harry L. Woodward
“Plans are worthless.
Planning is everything”
Winston
Churchill
Change Situational Grid

I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd
what I was rdanieg. The phaonmneal pweor of the
hmuan mnid Aoccdrnig to rscheearch at Cmabrigde
Uinervtisy, it deosn’t mttaer in waht oredr the
ltteers in a wrod are, the olny iprmoatnt tihng is
taht the frist and lsat ltteer be in the rghit pclae.
The rset can be a taotl mses and you can sitll raed
it wouthit a poberlm. Tihs is bcuseae the huamn
mnid deos not raed ervey lteter by istlef, but the
wrod as a wlohe. Amzanig huh? Yaeh and I awlyas
thought slpeling was ipmorantt.
Not Eveyrhtnig Is As It Aappers

Thank-You!

Leading through change

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