Strategic Change Leadership

Tony Warner

Recruits, doesn’t just hire

Breathes vision into people

Models positive behavior

Challenges, provokes

Is intellectually stimulating

Doesn’t interfere, has courage to let it happen

Discovers talents

Builds the habitat for creativity

Instills ownership

Creates the capacity for ongoing change

Definition - Ability to anticipate, envision, maintain flexibility and empower others to create strategic change

STRATEGIC LEADERSHIP

Just-a-Strategist

Knowing the right

things to do

Deadwood

Doing the wrong

things poorly

Just-a-Manager

Getting things

done well

Strategic Leader

Doing the right

things the right waySUBSTANCE

Implementing Getting things done the right way.

Visioning

Focusing on

the right things.

SUBSTANCE AND PROCESS IN

STRATEGIC LEADERSHIP

PROCESS

Time

1. Determining the organization’s purpose or vision

2. Exploiting and maintaining the organization's core competencies.

3. Developing the organization's human capital.

4. Sustaining an effective organizational culture.

5. Emphasizing and displaying ethical practices.

6. Establishing balanced organizational controls.

What’s Organizational

Change?

….is the management of realigning an organization to

meet the changing demands of its business

environment, including improving service delivery and

capitalizing on business opportunities, underpinned by

business process improvement and technologies. It

includes the management of changes to the

organizational culture, business processes, physical

environment, job design / responsibilities, staff skills /

knowledge and policies / procedures.

Change leader A change agent who takes leadership

responsibility for changing the existing pattern of behavior of another person or social system.

Change leadership. Forward-looking.

Proactive.

Embraces new ideas.

Change

Leaders

•Confident of ability

•Willing to take

risks

•Seizes opportunity

•Expects surprise

•Makes things

happen

Creativity

and

Innovation

Status quo

Managers

•Threatened by

change

•Bothered by

uncertainty

•Prefers predictability

•Supports the status

quo

•Waits for things to

happen

promotes

and

actively

supports

avoids

and even

discourages

Top-down change. Strategic and comprehensive

change that is initiated with the

goals of comprehensive impact on the organization and its performance capabilities.

Driven by the organization’s top leadership.

Success depends on support of middle-level and lower-level workers.

Bottom-up change.

The initiatives for change come from any and all parts of the organization, not just top management.

Crucial for organizational innovation.

Made possible by:

Employee empowerment.

Employee involvement.

Employee participation.

Globalization Market competition. Local economic

conditions. Government laws &

regulations. Technological

developments. Market trends. Social forces and

values.

Arise when change in one part of the system creates the need for change in another part of the system.

May be in response to one or more external forces.

External forces for

change:

Internal forces for

change:

Organizational targets for change:

Tasks

People

Culture

Technology

Structure

Kurt Lewin’s Change Model

Unfreeze

Change

Refreeze

Unfreezing phase. People come to realize

that the old ways of doing things are no

longer appropriate, and that change is

needed. This recognition may occur as a

result of an obvious crisis, or from the

leaders’ efforts to describe threats or

opportunities not yet apparent to most

people in the organization. An

organizational “catharsis” of some kind is

often necessary before the shell of

complacency and self-righteousness is

broken open, and prejudices against

major change removed.

Changing phase. People look for

new ways of doing things and select

an appropriate and promising

approach.

Refreezing phase. The new

approach is implemented and it

becomes established.

Phases of planned change

Unfreezing The phase in which a situation is prepared for change

and felt needs for change are developed.

Changing The phase in which something new takes place in the

system, and change is actually implemented.

Refreezing The phase of stabilizing the change and creating the

conditions for its long-term continuity.

How Organization Development

Works

Establish a

change

relationship

Diagnosis

Gathering &

analyzing

data, setting

change

objectives

Achieve

terminal

relationship

Intervention

Taking

collaborative

action to

implement

desired

change

Evaluation

Following

up to

reinforce

and support

change

UnfreezingChanging Refreezing

Planned Change

Process

Strategic Change Process

A type of organization change that realigns an organization's

7-S’s

Strategy

Structure

Systems

Skills, Staff, Style

...to fit within a new competitive advantage

FORCE-COERCION

RATIONAL PERSUASION

SHARED POWER

Change Strategy Power Bases Managerial Behavior

Force-Coercion

Using position power to

create change by decree

and formal authority

Rational Persuasion

Creating change through

rational persuasion and

empirical argument

Shared Power

Developing support for

change through personal

values and commitments

Legitimacy

Rewards

Punishments

Expertise

Reference

Direct forcing

and unilateral action

Political maneuvering

and indirect action

Informational effortsUsing credible knowledge,

demonstrated facts, and

logical argument

Participative effortsTo share power and involve

others in planning and

implementing change

Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better – King Whitney, Jr

We must become the change we want to see –Mahatma Gandhi

Men make history, and not the other way round. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to changethings for the better – Harry S Truman

WHY???

FEAR OF UNKNOWN

DISRUPTED HABITS

LOSS OF CONFIDENCE

LOSS OF CONTROL

POOR TIMING

WORK OVERLOAD

LOSS OF FACE

LACK OF PURPOSE

INGAINED IN THE CULTURE

Education and communication

Participation and involvement

Facilitation and support

Facilitation and agreement

Manipulation and co-optation

Explicit and implicit coercion

Change comes from tinkering

Tinkering is an iterative loop

Iteration provides opportunity for new information to be put into action plan

New information can be an innovation driver

Plan

Define the system

Questions and predictions

Plan to answer the who,

what, when, where

questions- objectives

Do

Try the change plan on small

scale

Collect data

Begin analysis of data

Study

Complete analysis of data

Compare data to

predictions

Summarize what was

learned

Act

Adopt, abandon or

continue decision

What changes need to

be made

Plan continuous

improvement

1. Increase Urgency

2. Build the Guiding Team

3. Get the Right Vision

4. Communicate for Buy-In

5. Empower Action

6. Create Short Term Wins

7. Don’t Let Up

8. Make Change Stick

Tactical Implementation Steps

Analyze the organization and its need for change: look at the

company's history of changes (successes and failures), patterns of

resistance; analyze the forces for and against change (Force field

analysis)

Create a shared vision and common direction: this should reflect the

values of the company; the vision should include the rationale, the

benefits, personal ramifications

Develop a non-threatening and preferably participative

implementation process: skillfully present plans, make information

readily available; explain the benefits for end users; start small and

simple; go for quick wins; publicize successes

Separate from the past: create a sense of urgency

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) The PMBOK® is an inclusive

term that describes the sum of knowledge within the profession of project management

PMBOK® Guide Identifies and describes that subset of the project management body of knowledge that is generally accepted

Project Management differs from other management efforts…

Projects are generally very complex

Projects progress in ―phases‖

Each phase has unique & different goals, challenges, timelines and products

Project Managers must bring together the specific expertise needed to address unique phase challenges, release those experts when complete, and bring together a new set of experts for the next phase

35

Project Management concepts and skills

―Industry independent‖—concepts and skills transcend industry boundaries

Universally applicable to different fields of work—project management concepts can be applied to various fields and disciplines such as Recruiting, Performance Management, Retention Programs

Effective project managers must have strong technical skills in their respective field

To be an effective project manager in the Human Resources profession—you must first be a competent HR Manager!

COST - SCHEDULE - PERFORMANCE

Performance

Schedule

Cost

Target

Stakeholders Anyone actively involved, or have an interest at

stake in the project May have influence, responsibility, and authority

over the project

Project Team Individuals that are performing the project work Typically involves the use of cross-functional

teams

Project Management Team Project team members that have management

responsibilities for the project

Project Manager The individual with overall responsibility for the

project

Project Sponsor The individual with the authority and resources

needed to champion the project effort Typically functions as the linking pin between the

project and the parent organization

Customer The individual/organization that represents the

end-user of the project’s resulting product or service

Project Integration Management Ensure that the various elements of the project are

properly coordinated

Project charter

Project plan

Change control

Project Scope Management Ensure that the project includes all of the work, and

only the work required, to complete the project successfully

Work breakdown structure

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

Common Pitfalls of Implementation

Change took more time than allocated

Unforeseen problems surfaced

Coordination of implementation activities was ineffective

Competing crises distracted attention

Insufficient capabilities and skills of those involved

in the implementation

Support a strong leader role: the change advocate role is

critical to create a vision, motivate employees to embrace that

vision and craft a structure to reward those who strive toward

realization of the vision

Line up political sponsorship: broad based support is

important (both formal and informal support); identify target

individuals and groups whose support is needed; define the

critical mass of support needed; identify where each key

player is on the continuum (from "no commitment", "may let it

happen", "help it happen" to "make it happen"

Craft an implementation plan: this plan maps out the

effort

―People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.‖

John P. Kotter, The Heart of Change

Conclusion

Implementing change is both an art and

science. How a Manager implements

change can be almost important as what the

change is. Effective change involves

listening to the various “voices” within the

organization and to the requirements of a

particular situation.

The End

Questions ?