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My Life in Leading Change
Todd A. Vannest discusses his journey in leading change as an industrial-organizational psychologist and consultant, focusing on the importance of understanding the psychology of resistance and stakeholder engagement. He emphasizes learning from experience and the necessity of accountability and metrics in managing change effectively. The document promotes resources for gaining insights into change management and executing successful transformations.
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My Life in Leading Change
- 1. My Life inChange Todd A. VanNest, Ph.D. Founder, NEXT SUMMIT Creator, The LAST Word on Change TM
- 2. Drawn to LeadingChange Started as Industrial-Organizational Psychologist (developing selection tests and management simulations) Expanded focus to organization development, strategy, and executive coaching Organization Effectiveness before it was “cool” Led large-scale change (drawn to challenge, risk-reward)
- 3. Sought Insight andBest Practices Read the classics Argyris; Nadler; Beckard; Bridges; Connor; Kotter; Moss-Kanter; et. al. Followed the guru’s Focused on process and tools Spouted the mantra A process to be managed Comprehensive, multi-phase Understand psychology of resistance Readiness; Early-wins; Ownership Focus on results and accountability Creating change nimbleness & sustainability
- 4. Mixed Success Energizedby wins Heady work, company, and opportunities Upon reflection, expectations low Still rationalizing outcomes Disconnect w/values Still driven by singular goal—reshaping performance curve Examined inefficiencies (consulting; competing infrastructures; lack of accountability and knowing exactly where we stood at any given moment) Epiphany Confessions of a zealot
- 5. Revolution Experienced successas agent of recovery Sought to validate insights via research Committed to making it actionable E.g., Leading Indicators of Change Mgt Success Deployed and coached Connected to LIFE PURPOSE Evangelize…Teach…Serve
- 6. Learnings from ApplicationRe-Ignite and Recover do NOT mean a greater consulting spend, retraining, buying new change models, or starting over In spite of what we learn about managing resistance, it is the “human element” of change leadership that requires care and feeding A focus on stakeholder engagement and metrics throughout the change is critical Measurement of “Leading Indicators” provides a way to KNOW where you stand and stop making dangerous bets on transformation & change
- 7. Living a Purpose“Helping You Become the Leader in Your Company that Brings Together Change and Execution—Overcoming Cycles of Disappointment with Transformation and Change.” Book a speaker: http://www.lastwordonchange.com/speaking-about-change Get your copy of our FREE Technical Reports to build your own campaign for re-igniting change: http://www.lastwordonchange.com/change-management-report Visit our blog for continuing exchange: http://www.lastwordonchange.com/blog-on-change Preview our LAST Word on Change book and qualify for a discount at purchase: http://www.lastwordonchange.com/book-on-change-management
Editor's Notes
- #2 WELCOME, I DECIDED TO POST THIS BRIEF PRESENTATION TO ILLUSTRATE MY OWN STORY AS A LEARNING, EVOLVING, AND PURPOSE-DRIVEN LEADER OF CHANGE. THIS IS NOT ONE OF THOSE, AUTHOR STORIES WHERE I TELL YOU HOW BROKE I WAS, AND NOW WANT TO SELL YOU A SYSTEM FOR MAKING MONEY. ASIDE FROM VERY LEAN COLLEGE YEARS, I’VE NEVER BEEN BROKE. WHAT’S MORE, THIS STORY IS MORE FOCUSED ON A LIFE’S PURPOSE THAN SELLING. IT IS MY STORY, ONE ABOUT AN EVOLUTION OF INSIGHT AND PRACTICE – FROM COMMON, DEDICATED, AND STUPID, TOWARD HUMBLED, DEDICATED, AND WELL…A LOT SMARTER. IF YOU’RE A LEADER OF CHANGE, IT IS LIKELY THAT SOME THINGS SHARED HERE WILL RESONATE WITH YOU. C2A - AS YOU LISTEN AND READ, I ASK YOU TO CONSIDER THE FOLLOWING: IN MY DAY TO DAY LIFE AS A CHANGE LEADER, WHAT PERCENTAGE OF MY TIME IS SPENT MANAGING, AND WHAT PERCENT IS SPENT TRULY LEADING—BEING THE AUTHENTIC AND INFLUENTIAL LEADER I WANT TO BE? THANK YOU. I WISH YOU ABSOLUTELY THE VERY BEST IN YOUR OWN EFFORTS TO LEAD TRANSFORMATION AND CHANGE.
- #3 READ FIRST: LEADING CHANGE IS NOT FOR THE WEAK-KNEED OR SMALL THINKERS. LIKE MOST OF YOU, I SUSPECT THAT I WAS MAGNETICALLY DRAWN TO THE ARENA OF TRANSFORMATION AND CHANGE. NO DOUBT, IT’S HIGH RISK, HIGH-REWARD. OH, AND I CAN ASSURE YOU THAT ANYONE TELLING YOU THEY CAN ELIMINATE THAT RISK AND KEEP YOU FROM ANY DISAPPOINTMENT WITH CHANGE IF YOU BUY THEIR MODEL, THEIR CONSULTING, OR THEIR TOOLS…WELL, I SUSPECT YOU KNOW HOW MUCH REGARD TO AWARD THOSE ‘BLOKES. I’M STILL PASSIONATE ABOUT LEADING CHANGE BECAUSE I’VE SEEN SUCCESS AND FAILURE, BEEN HUMBLED BY THE PROCESS AND THINGS BOTH IN- AND OUTSIDE MY CONTROL, AND WORKED SIDE-BY-SIDE WITH TOO MANY OTHERS WHO HAVE SURRENDERED THEIR LEADERSHIP RESPONSIBILITY TO CONSULTANTS, PROCESS MANAGEMENT, AND WELL…CHANCE. THIS IS NO WAY TO LEAD OR SUCCEED. THAT’S WHY I AM PLEASED TO SHARE MY LEARNINGS WITH YOU.
- #4 READ FIRST: AGAIN, LIKE MANY OF YOU, I’VE BEEN DRAWN TO LEADING CHANGE BECAUSE IT CAN BE HEADY, INCREDIBLY ENERGIZING AND REWARDING WORK. WE ALL KNOW ABOUT WORKING SMARTER AND WE ALL KNOW WHAT I CALL THE TRUISMS OF CHANGE MANAGEMENT GUIDANCE (IT’S REPEATED IN EVERY “PROPRIETARY” MODEL WE’VE EVER READ—SO IT’S NOT UNIQUE), BUT IT RINGS TRUE WITH OUR OWN EXPERIENCE:
- #5 READ FIRST: THE CHALLENGE FOR EACH OF US, CERTAINLY ONE I’M PASSIONATE ABOUT TAKING ON, IS THAT IN SEARCH OF WORKING SMARTER, APPLYING MORE AND MORE SOPHISTICATED APPROACHES TO CHANGE, WE’RE NO MORE SUCCESSFUL AS AN INDUSTRY THAN YEARS AGO (RECENT STUDY CONFIRMS 70%) READ AFTER BULLETS: SO, I BEGAN APPLYING A NEW DISCIPLINE THAT I FOUND LEADING TO BREAKTHROUGH RESULTS IN EXECUTIVE COACHING—DRIVING FOR SIMPLIFICATION. THE LAST WORD ON CHANGE IS, IN PART, THE PRODUCT OF TAKING THIS THINKING THROUGH THE RESEARCH AND APPLICATION PROCESS WITH MANY CLIENTS STRUGGLING TO MAKE CHANGE WORK.
- #6 SEE CASE STUDY ON OUR SITE: HIGHLIGHTS DRAMATIC CONSEQUENCES FACED BY A GLOBAL FINANCIAL SERVICES COMPANY STRUGGLING WITH KEEPING CHANGE ON TRACK AND PUTTING COMPLIANCE IN JEOPARDY. ONLY COPYRIGHTED SET OF LEADING INDICATORS!
- #7 IF I HAVE ONE PIECE OF ADVICE TO PASS ALONG TO ALL VIEWERS, ONE THAT HAS FUNDAMENTALLY SAVED THE INITIATIVES AND THE CAREERS OF CHANGE LEADERS WITH WHOM I’VE WORKED OVER THE LAST 10 YEARS ON THESE DISCIPLINES, IT’S THIS: ADOPT A PROCESS FOR MANAGING CHANGE, BUT DO NOT ABDICATE YOUR LEADERSHIP TO THAT PROCESS, CONSULTANTS CONNECTED TO THAT MODEL, OR A DISTRIBUTED GROUP OF RANDOM SOULS… STAY AUTHENTIC PASSIONATELY PURSUE THE POWER OF STAKEHOLDER ENGAGEMENT AND TRANSPARENCY FOCUS ON GATING THE ORGANIZATION THROUGH LEADING INDICATORS OF SUCCESS ANY MANAGER CAN ADMINISTER A PROGRAM, BUT LEADING REQUIRES A TRUE DISCIPLINE OF COURAGE AND AUTHENTICITY…AGAIN, NOT THINGS TO DELEGATE TO OTHERS.
- #8 As I’VE SAID, I’M PASSIONATE ABOUT HELPING OTHERS RESTORE LEADERSHIP TO THE CHANGE MANAGEMENT EQUATION…SO MUCH SO, IT’S BECOME A CENTRAL PURPOSE. IF THIS PERSPECTIVE HAS PIQUED YOUR INTEREST, YOU MAY FOLLOW ANY OF THE LINKS BELOW FOR MORE INFORMATION. THANK YOU.