12 pragmatic actions for extraordinary change leadership

12 Pragmatic Actions for Extraordinary Change

Leadership

Tom DevaneMay 12, 2011

Objectives

By the end of this session you will be able to …

• Ensure your Black Belts and change agents develop tangible change plans that tie to business results and foster accountability

• Apply appropriate levers for “Big C” organization-wide changes and “little c” local improvement projects

• Engage employees the “right amount” so you get enthusiastic employee commitment without taking forever to do it

• Incorporate the critical elements required to make a change sustainable, and eliminate backsliding.

Agenda

1. Introduction2. Analytical framework for change triage3. Mini-case #1 – Accelerating change to warp speed 4. High-leverage distinctions for Big C vs little c change5. Mini-case #2 – Excellent executive recovery6. Innovative delivery mechanisms for rapid, sustainable

change7. Mini-case #3 – Infection reductions of 38% to 88% in

24 months8. Wrap-up and questions

1. Introduction

What kept Linda the CEO awake…

• From 11pm to 2am– Knowing they needed LSS, but the organization was

already stretched on resources– Making it a priority – with EVERYONE– “Just another initiative” mentality

• From 2am to 4am– Instilling a culture of accountability & ownership– Methodology to use, tool de-emphasis, & where to

start– Short-term results, long-term sustainability & honest

measurement & reporting.

2. Analytical framework for change triage

Initial approach screen

Nature of problem

Nature of implementation

Technical

Adaptive

AdaptiveTechnical

Initial approach screen

• Determines who needs to be involved

• Determines scope, and extent of engagement

• Determine the scope of, and timing of the involvement of the local Black Belt.

Addresses the all-important concerns about resources, expectation setting, prioritization, and ownership/accountability

3. Mini-case #1 – Accelerating change to warp speed

Situation

• Patient check-in process was broken• Involved multiple groups • Quality of care was high, quality of service and

cost management were poor• Process workers felt the process was under-

staffed• “Certified” BBs missed important metrics, such

as first pass yield• Six Sigma tools tried on 2 previous occasions;

met with resistance and failed.

Solution screen & pragmatic tips

Forces to channel Conditions to create

Pragmatic tips illustrated

Forces to channel1. Tradition2. Ownership

Conditions to create1. Match2. Communicate

Change agents encouraged to develop innovative delivery systems

4. High-leverage distinctions for Big C vs little c change

Distinctions

• Big C – organization-wide, or large segment of an organization, such as GE’s deployment of Six Sigma or a company’s implementation of an ERP system

• Little c – local, such as a single BB project

• Different levers available for each.

5. Mini-case #2 – Excellent executive recovery

CA-based HMO & insurance provider

• Interest in Lean Six Sigma outpaced demand of internal resources to deliver

• Problems erupted as local groups hired external resources, all with various approach

• Internal group exhorted standardization, local business units didn’t want to (and in many cases didn’t) wait


Forces to channel1. Tradition2. Ownership3. Connection 4. Choice

Conditions to create1. Match2. Communicate3. Path with energy4. Top mgt active

visibility


6. Innovative delivery mechanisms for rapid, sustainable change

Innovation examples & war stories

• Business card-sized executive behavior reminders

• Group methods for quick productivity. Some examples:– Search conference– Appreciative inquiry– World Café– Visual Explorer

• Chocolate pudding

7. Mini-case #3 – Infection reductions of 38% to 88% in 24 months


Forces to channel1. Tradition2. Ownership3. Connection 4. Choice 5. Peer-to-peer6. Feel good


visibility5. Positivity6. Safety &

accountability


The high-powered contribution to change management from an associate professor from the University of Virginia…

The 12 pragmatic actions for extraordinary change leadership

Forces to channel1. Tradition2. Ownership3. Connection 4. Choice 5. Peer-to-peer6. Feel good


visibility5. Positivity6. Safety &

accountability


8. Wrap-up and questions

References

• Devane, T. Integrating Lean Six Sigma and High-Performance Organizations. San Francisco: Berrett-Koehler, 2005.

• Heifitz, R. and Linsky, M. Leadership on the Line. Boston: Harvard Business School Publishing, 2002.

• Haidt, Jonathan. The Happiness Hypothesis. New York: Basic Books, 2006.

• Holman, P., Devane, T., and Cady, S. The Change Handbook. San Francisco: Berrett-Koehler, 2007.

• Jackson, Phil. Sacred Hoops: Spiritual Lessons of a Hardwood Warrior. New York: Hyperion, 1995.

• Rogers, Everett M. Diffusion of Innovations. New York: The Free Press, 1995.

About the PresenterTom Devane is a workshop leader, author, coach, and consultant who helps organizations achieve dramatically higher levels of performance by combining “hard” and “soft” aspects of performance improvement. With 32 years of global experience in Big Six consulting, industry, and private consulting practice he has helped organizations achieve performance improvements ranging from 35% to 1,285%. Representative clients include Microsoft, Porter Memorial Hospital, Johnson & Johnson, General Electric, Rose Medical Center, AT&T, and the government of South Africa.

Practical leadership tips and tools for senior managers, middle managers, and change agents appear in his books The Change Handbook (Berrett-Koehler, 1999, 2007), Integrating Lean Six Sigma and High-Performance Organizations (John Wiley & Sons, 2003). His articles in www.isixsigma.com, The OD Practitioners Journal, and Executive Excellence Magazine provide additional pragmatic implementation advice.

Prior to starting his own firm 23 years ago, Tom held leadership positions at two Big Six consulting firms and an alternative energy fuels firm. He holds BS and MS degrees in Finance from the University of Illinois.

For questions after the conference:[email protected]

610.873.6030 (v)

http://www.isixsigma.com/

12 pragmatic actions for extraordinary change leadership

Education