implementing change apamsa leadership development module
TRANSCRIPT
IMPLEMENTING CHANGEAPAMSA Leadership Development Module
Implementing Change
Successful change depends on when, where, and how it is implemented and who is involved
Broad changes require multiple key players in the organization
Formulate a collective strategy for change with a coalition of supporters
Task-Oriented Behaviors
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Task-Oriented Behaviors
Implementing Change
Major transformation often involves recruitment of new leaders and a mandate for radical change
Identify the most important leadership behavior when implementing major change and briefly describe an example why this is the case.
Leadership Challenge (9)
Implementing Change
A sense of urgency
Prepare for change
Help people cope
Allow early successes
Keep people informed
Commitment to change
Empower people
Guidelines For Implementing Change
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Implementing Change
Persuade key players of the urgent need for immediate vs. gradual change
Identify reasons that make the current situation an ideal opportunity to initiate change: Key players share the desire to implement change Resources are available, change is feasible Problems are evident & policy change is urgent
A Sense Of Urgency
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Implementing Change
Adjustments must be made by multiple persons with major changes
Avoid dissatisfaction and rebelliousness among team members by clarifying expectations and adjustments needed during the change
Be realistic and anticipate potential problems and setbacks regardless of the wide appeal for change
Prepare For Change
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Implementing Change
Major changes are stressful, anxiety provoking, and depressing for persons making adjustments
Help people cope with past failed efforts, or who struggle with new policies or practices by holding informal discussions to air out grief and frustration with the changes
Help People Cope
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Implementing Change
Create opportunities to accomplish simple tasks in the early phase of a new project
Early success marks progress that can build the confidence of team members
Some skeptics will only participate after noting progress
Allow Early Successes
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Implementing Change
When no one is informed of progress, people may wonder if the push for change has died and efforts reverted back to old ways
Build enthusiasm and optimism by informing people of progress: steps initiated, established changes, improvements in performance
Celebrate progress with public announcements and ceremonies
Keep People Informed
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Implementing Change
See things through and stay committed to the end
Enthusiasm may dwindle when problems or setbacks are encountered
Leaders will be looked upon for resilience to stay the course—if not, all is lost
Leaders will invest time, effort, and resources to resolve problems and implement change
Commitment To Change
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Implementing Change
Avoid micromanaging every aspect of the transformation process
Delegate authority to multiple individuals whom may better deal with anticipated problems
Empower key players to implement changes most relevant to their vested needs and interests
Empower People
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)
Task-Oriented Behaviors
Implementing Change
Broad changes will involve multiple key players in the organization
The Guidelines for Implementing Change offer a collective strategy for change with a coalition of supporters
Apply these guidelines to effectively provide motivation, support, guidance, and resources to facilitate change
Summary
Leadership Development
Time Management
Our next module discusses guidelines for effective time management
Next Topic…
Task-Oriented Behaviors
G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 300-307
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