Leading ChangeKaren Sledge

Objectives

• Background

• Transformation Through Change Describe the 8 stages Examine the actions needed for change Give common mistakes that lead to failure

• Connection to other readings

Background

• Dr John Kotter authored works on leadership and change management – “Leading Change, Why Transformation Efforts Fail”

• Change is a process Sequential Takes time (think years, not days) No room for short cuts

• Critical mistakes result in Loss of momentum Reversal of progress Pervasive distrust

1996 2005 2002 2008

1993 1992 20101985

1982 2012

MANAGING YOUR BOSS

Stage 1: Establish a sense of urgency

• What’s needed Finding potential crises or untapped opportunities Aggressive cooperation of many individuals A good leader who sees the need for major change Buy-in from 75% of company management convinced

current practices are unacceptable

• How it fails Underestimating energy to move out of comfort zone Overoptimistic in conveying the “urgent” message Impatience

Stage 2: Form a Guiding Coalition

• What’s needed Completing previous stage Shared commitment to excellent performance only

possible through change Leading by power, expertise, reputation and network Functioning outside of normal hierarchy and expectations

• How it fails Eliminating components of previous stage Underestimating difficulties in achieving change Undervaluing importance of coalition membership

Stage 3: Define a vision

• What’s needed Complete previous stages Guiding coalition strategizes to achieve vision Succinctly communicating the vision Individuals return understanding and interest

• How it fails Eliminated components of previous stages Wrong vision = Incompatible projects Unclear vision = No direction Complicated vision = Confusion

Stage 4: Communicate the Vision

• What’s needed Completing previous stages The Coalition incorporating the vision into daily activities Using all modes of communication

• How it fails Eliminating components of previous stages Under communicating the vision Inconsistent behavior with the vision

Stage 5: Remove Obstacles

• What’s needed Completing previous stages Convinced constituents that no external roadblocks exist Encouraging constituents to take risk Fostering nontraditional ideas, activities and actions Functions outside of normal hierarchy and expectations

• How it fails Eliminating components of previous stages Powerful naysayers who refuse to change Demands inconsistent with the overall effort

Stage 6: Plan and Create Short-Term Wins

• What’s needed Completing previous stages Engineering visible performance improvements Recognizing constituents Retaining the “urgency” Clarifying the vision

• How it fails Eliminating components of previous stages Stopping the process to soon Expecting results to occur quickly Leaving the short-term wins to chance

Stage 7: Wait to Declare Victory

• What’s needed Completing previous stages Using early, small wins to address areas that undermine

the vision Integrating vision into hiring and promotion practices

• How it fails Eliminating components of previous stages Relaxing change initiatives Letting resistors reintroduce traditional ways

Stage 8: Anchor Changes into the Culture

• What’s needed Completing previous stages Cultivating the next generation of vision leaders New Behaviors + Performance = Company Success

• How it fails Eliminating components of previous stages Shallow roots of new behavior Status quo on promotion criteria

Connection to Other Readings

• People need to see they’re integral to the solution (Aaron & Nelson)

• Adaptive change requires individuals to alter their ways – without some distress there is no incentive to change (Heifetz & Linsky)

• Change will create conflict – resist the urge to resolve it (Weiss & Hughes)

• Change involves risks (Kouzes & Posner)• Change will never stop (Berson & Stieglitz)

Our Iceberg is Melting

About the author

• Created and co-founded Kotter International helping develop Global 5000 leaders

• Written 18 books w/12 best sellers• HBR articles have sold more reprints• Youngest tenured professor at Harvard• 2011 & 2013 Thinkers 50 recipient for change management

ideas (Clayton Christensen honored as top ranked thinker in 2011)

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