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A way of tabling the reactions of change to leadership to create a common understanding of the type of resistance to aniticipate and manage.
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Strong Leadership in Times of TransitionSenior Managers’ Meeting
Date, 2010
Objectives
At the end of this session, you will– Be able to recognize your own and staff’s
responses to the business transformation – Learn / be reminded of tools to lead staff through
the transformation – Commit to support each other through the
transformation using an accountability document
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Transformation efforts can be successful for a while, but often fail after short term results become erratic.
All highly successful transformation efforts combine effective leadership with effective management.
Transformation efforts go nowhere.
Short term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long term change is rarely achieved.
Change Management vs. Transformational Leadership
Lead
ersh
ip
Management
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Kotter, Leading Change
Personal Transition Model
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Personal Transition Model
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Personal Transition Model
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Personal Transition Model
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Change is different for each team member
Victim Mode
Critic Mode
Bystander Mode
Navigation Mode
Four Responses to Change
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• Which mode best describes your current response to the business transformation
Let’s Take the Pulse of the Room
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What are my concerns about the business transformation?– What is in my control? – What do I have influence over? – What is outside my control?
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Looking Inward – Personal Reflection
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• How might others who are affected by this change respond to it?
Looking Outwards to Those Around Me
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Myth #1: This will go away
Myth #2: It will help if I get upset about this
Myth #3: This is a bad thing for my career
Myth #4: I can just keep on doing my job like I have been
Myth #5: Senior management knows a lot more than they are telling
Myth #6: Management doesn’t care about us
Common Myths in Times of Transformation
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Myth #7: I’m not in a position to make a difference
Myth #8: Management is responsible to make the changes
Myth #9: The changes aren’t really necessary
Myth #10: Business transformation equals:- Layoffs / Workforce Adjustments- One Super Resource Ministry- Transferring Resources to MEMPR
Common Myths in Times of Transformation
Small Group Work6 groups• 2 groups work on ‘Mythbusting’ techniques and communications• 1 group works on “Strategies to deal with victim mode, critic
mode and bystander mode”• 1 group works on “How do we maximize the involvement of
those who are navigators?”• 1 group works on “How to deal with resistance”• 1 group works with “What we need to pay attention to with
respect to leading staff through the business transformation?”
Setting Each Other up for Success
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Increasing my Personal Resilience
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Personal Accountability Document
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Questions?
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