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Uploaded byJames Scholes, MA, SPHR, SHRM-SCP
Okhr 2016v1
This document discusses organizational change and leadership. It examines how leaders can inspire or hinder change, identifies common obstacles to change, and describes what successful change leadership looks like. It provides steps for leading change, including not being on "autopilot" as a leader, creating positive expectations through conviction, focusing on goals rather than individual tasks, and believing in employees. The document emphasizes that change involves shifting perceptions and culture through genuine leadership.
Okhr 2016v1
- 2. Organizational change: the Wonderfultastic.comway! • We will examine how a leader inspires or hinders organizational change. • What are the obstacles to organizational change? • What does a successful leader acting as organizational change agent look like? • How do we share the vision of the outcomes of organizational change? • How do we inspire organizational change?
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- 5. Organization change: the Wonderfultastic.comway! •Think about someone you think is a GREAT Leader.
- 6. Organization change: the Wonderfultastic.comway! •What made them GREAT?
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- 8. Organizational change: the Wonderfultastic.comway! The Wonderfultastic Steps to Change: • Leadership must be present and in control, not on auto-pilot. • Create positive expectations of your teams through contagious conviction. • Get past the carrot on a stick to the garden on the other side. Give your teams the big picture and expectations. • Believe in the people succeeding in those expectations.
- 9. Organizational change: the Wonderfultastic.comway! The Wonderfultastic Steps to Change: • That last step: • Believe in the people succeeding in those expectations. How do we do that? Set goals? Set high goals? Set goals TOO high? What happens? Set them too low?
- 10. Leaders must bepresent and in control, not on auto-pilot. • What is an auto-pilot leader? What is an auto pilot organization? • What does it take to change? • Lewin’s change management model – Three stages • Unfreeze • Change • Refreeze • Needs analysis; goal identification come first – Why?
- 11. Why needs analysisand goal definition 1st? • What are you really trying to accomplish? Have you defined what success as an organization looks like? • What is lacking? • Examples from the news… • Organization change: Chrysler • Personal change: http://www.crushable.com/2014/12/15/entertainment/celebrities- changed-image-in-2014/ Top 10 celebrity perception changes of 2014 • Re: Anne Hathaway : “She took a year out of the spotlight. And when she returned, she talked openly about the situation (http://www.crushable.com/2014/11/04/entertainment/anne-hathaway- embarrassing-moments-hosting-oscars ) and made a lot of us former Hatha-haters feel pretty guilty.”
- 12. So what reallychanges? • Does the culture change? • Do organizations change? • Is it the perception that changes? • http://www.pajiba.com/celebrities_are_better_than_you/anne-hathaway- hasnt-changed-we-changed-and-for-the-better.php • “Anne Hathaway Hasn't Changed; We Changed, And For the Better” • Perception changed… Organizations can change their perceptions as well, but not by wishing, by acting… and being genuine!
- 13. Can organizations reallychange? Can the culture? • Lee Iacocca led change at Chrysler, did he not? • Did you trust his message? Was he genuine? Did employees perceive the same? • “Act the way you want to be and be the way you act.” = Leo Buscaglia • To lead an organization through change, you have to be present, not on automatic • This brings us to the next point…
- 14. Creating positive expectationsof your teams through contagious conviction. • Works for organizations. • Organizations: • Have you ever been impassioned by someone else’s courageous and unwavering conviction? Ever know that person that walk’s in the room and you can’t help but smile? • Easy to follow … why? • See the Conviction • See the Passion • BELIEVE in their vision
- 16. More Lee anda little bit of Jimtastic • I have found that being honest is the best technique that I can use. Right up front, tell people what you are trying to accomplish and what you are willing to sacrifice to accomplish it. – Lee Iacocca • Jim-ism: As a leader in front of a class of students I often teach a course that is required for their degree but viewed as less than desirable to take. What do I do? How do I get the students (ie: employees) to embrace a different culture than one they are used to in required courses?
- 17. Show value ofthe new perspective/culture… • For students the reason the new culture is different and they should accept is explained: • I know most of you are not majoring in this subject and have to be here. I acknowledge the majority sentiment. I do not ignore the obvious. • I promise we will look at this subject from a different perspective than typical and we will have fun. • I set positive expectations and give reason to view it differently than their preconceived notions. • You will find ways this applies to your everyday work life and notice work from a different perspective than before. • Easy to claim, so I add that “those before you stated they never realized the reason behind many frustrating work happenings until they took this course.”
- 18. Transitioning to successfulchange… •We have covered how we have to get out of automatic to facilitate change in our organization as a leader. We have described how to lead change through our perception by employees and we have shown how positive expectations can be achieved. Now we look at how we create and maintain the focus on goals and do not lose steam on the trip there…
- 19. Carrot on astick? !! NO! • You have no doubt heard about dangling a goal like a carrot on a stick to get to your ultimate destination, right? • What if you miss a carrot? Never get it? • In the book BOLD I speak of looking past the carrot to the garden. • WHAT DOES THAT MEAN?
- 20. Carrot or Garden •In our steps to achieve if we have a carrot dangling for each step we may give up if we miss a carrot. • J.D. Nicewander example • You have heard “take it one step at a time” and that is true; however, each step is not the be all, end all. Keep focused as well on the end goal. • Don’t let the missed carrots keep you from getting to the garden and feasting off of your accomplishments. Failure of a step is not failure of the journey
- 21. So you couldsay the success of making change happen is equal to success of achieving goals. • “Success is the ability to go from failure to failure without losing your enthusiasm.”- Prime Minister Winston Churchill • Who said: “I’ve missed more than 9000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.”? • Who had 1330 strike-outs in MLB? Who had 714 HRs? • The difference between success and failure is how many times you get back up. • From @Wonderfultastic on Twitter: - Motivation is within each of us for ourselves & within each of us to give to others...in both cases we merely need to draw attention to it!
- 22. WHO motivates you? @Wonderfultastictweets - Waiting to be motivated is like waiting to be picked for the game. Only the proven are picked. What are u doing to attract motivated people? • Your organization is waiting for you to lead them to change. - Ever like a personality but think "I can never be that way". You are only correct because you tell yourself that. YOU can be what you want to be! Organizations can change, but are often in a rut… you, as leader, give them reason that change can and will work. - "Self" improvement often involves listening to others! • Leading change may mean you do not have all the answers. • Rely on others to aid the change. Engage SMEs from employee ranks.
- 23. WHO motivates youremployees? Want to inspire employees to action? Tell them you believe in them! Want to demoralize them, criticize their best efforts. Which are you doing? Obstacles are an opportunity to show your level of commitment! Without failures there would be no measurement between those that try again and succeed and those that give up after a failure. Employees notice your reaction to obstacles as a leader.
- 24. WHO motivates youto motivate your employees to not only accept, but embrace change? • We cannot become what we need by remaining what we are! – John C. Maxwell • Are you leading with this mantra? • "People don't resist change. They resist being changed!" — Peter Senge • The leader’s job is to give reasons not to resist and belief in change. • "Your success in life isn't based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business." — Mark Sanborn • Do you empower your employees and business to do this?
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Editor's Notes
- #11 Analyze, for a moment, the elements of Lewin’s Change Model But you cannot change for change’s sake.
- #12 As a leader/CEO/organization leadership as a whole, are you dreamers or doers? Do you have a defined vision of what the change looks like? Steps to get there? Needs analysis helps identify the gap in where the organization is and where it needs to be. What did Anne Hathaway do? Removed herself from focus. Later you will see how she analyzed the situation…
- #13 Public perception changed but Ms. Hathaway did not; however, the message she put out facilitated the perception and “change”. She analyzed what caused the perception. Determined it was an error on the part of the onlooker, got out the true story behind her perceived aloof attitude and when she was seen as genuine, those who made assumptions actually rallied to her and felt embarrassed by what they felt. She controlled the perception by first analyzing the current state, where that is in relation to the desired state and then took the necessary and planned steps to get to the new perception (ie: changed Anne Hathaway …. Or was it?) An organization can do the same through specific, determined communications by management. Management must acknowledge the current status is less than desired (ie: wrong) and state what it should be. Ask for the trust of the employees and ask for them to help… engaging the employees in the solution is key!
- #14 Change requires direct, purposeful action. Did Lee Iacocca change Chrysler by dreaming it or wishing it or by taking on a direct public approach? He opened up to the public, even asking for their support. Explained his new vision of Chrysler and introduced examples (new models, very different than ever before… drastic changes, right? What can we learn from that?
- #15 Do you think Lee was talking not only to the public but also to his own employees? Was his conviction contagious? Next slide and quote:
- #16 Let’s analyze each part of that powerful sentence… (each comma separated thought)
- #17 Students are changing their own culture, their own status…
- #18 How can we use this for change in ourselves and our organizations? Org: Clarify what is different and positive outcomes from the change, then keep those goals in front of them to get to the desired state of change. What is of value.. Keep that present and focused on.
- #21 How I met him when he was wearing bib overalls and eating at a Piggly Wiggly deli. Worth 600,000,000 dollars. Bankrupt twice before succeeding, now has a hospital wing named after him and has affected hundreds of lives positively. He did not stop after missing the first carrot or the second.
- #22 Leaders often get what they expect. Many leaders, when asked “what was your plan B” said “there was no plan B, I had faith if A didn’t work as planned, we could tweak on the fly and get there”. Your employees and teams feed off of a we can attitude. They also feed off of negative nay saying as well. Never underestimate the power of enthusiasm and determination as a leader who is leading change.
- #25 We can talk about change and find employees resist it. We can give employees reason to believe in change then give them the tools to do so successfully. Which leader are you?