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Leading Change
3/16/19
Group Manager
ARUP Laboratories
Michael Juretich MT(ASCP), MBA
Agenda
The Difference Between Managing and Leading
Why People Fear Change
Essentials of Leading Change
Common Mistakes When Leading Change
2
• Manager
– Administer
– Work Focused
– Have Subordinates
– Do Things Right
• Leaders
– Innovate
– People Focused
– Have Followers
– Do the Right Thing
Managing vs. LeadingAccording to Michael Page
3
Why Leading People is Such a Good Job
• You Get to Choose Your Team
• Your Opinion Matters
• Your Job is to be a Better Person
• You Get to Work on Life Skills
– And get paid!
4
5
5 Elements of Emotional Intelligence
1. Self-Awareness
2. Self-Regulation
3. Motivation
4. Empathy
– Including Confrontation Skills
• What Robert Goffee calls “Tough Empathy”
5. Social Skills
6
“Leadership is not a matter of personality, it is a function of strategic
choice” Daniel Goldman
Why People Resist Change
• The #1 reason given is FEAR
• Fear of What . . .
Change??
– Change is Constant
• What about Anxiety
– A feeling of worry, nervousness, or unease, typically about an imminent event or
something with and uncertain outcome.
7
Why People Resist Change (Cont.)
• People Fear the Unknown!!
• Transparent Communication
– This is surprisingly Difficult
• The Illusion of Transparency
– The belief our Thoughts are Obvious to Others
• Curse of Knowledge
– This Makes it Difficult to Take the Perspective of Others
• Pluralistic Ignorance
– The Abilene Paradox
» We publicly Support an Idea that We Personally Disagree with
8
Fear
• Fear of Failure
– We Rarely Get to Fail Forward in Laboratory Medicine
• Fear of Leaving a Comfort Zone
– Keystone Habits
9
Keystone Habits
• Cue, Routine, Reward
– If I am Getting Rewarded . . . Why would I Change?
• Defining Characteristic of a Good Clinical Laboratory Scientist . . .
– Consistency
• Follow the Procedure Exactly
• Develop Good Habits
• Consistency Feels Safe
• Difficult to See the Opportunity Cost of Not Changing
10
The Essentials of Leading Change
11
The Essentials of Leading Change
12
1. Establishing a Sense of Urgency
– You Must Get 75% of Management to Agree That the Current State is
Unacceptable
– Kotter Recommends Taking Risks Beyond Transparency
• I Believe Honest Transparency Should Never be Compromised
The Essentials of Leading Change
13
1. Establishing a Sense of Urgency
– Mistake
• Not Creating a Powerful Enough Sense of Urgency
• 50% of All Attempted Changes Fail at this Step
– Pitfalls
• Underestimating the Power of Keystone Habits
• Becoming Paralyzed by Potential Risks
The Essentials of Leading Change
14
2. Forming a Powerful Guiding Coalition
– Securing Key Individuals
• Title and Responsibility
• Relationships and Trust
– Not Confusing Efficiency with Effectiveness
• Highly Effective Teams
The Essentials of Leading Change
15
2. Forming a Powerful Guiding Coalition
– Mistake
• Only Following the Existing Hierarchy
• Undervaluing the Importance of Team Dynamics
– Pitfalls
• No Prior Experience in Developing Highly Effective Teams
• Passing The Team Lead Role to Someone Unaffected by the Change
– HR, Quality, etc.
The Essentials of Leading Change
16
3. Creating a Vision
– Were Are We Going?
– How Are We Going to Get There?
– Develop Strategies for Realizing The Vision
The Essentials of Leading Change
17
3. Creating a Vision
– Mistake
• Not Having a Vision
• Second Most Common Mistake
– Pitfalls
• Presenting a Vision That is Too Complicated
• Presenting a Vision That is Vague
• It Must Be Concise Enough to Present as an Elevator Pitch
The Essentials of Leading Change
18
4. Communicating The Vision
– Use Every Vehicle Possible to Communicate
– Lead by Example
The Essentials of Leading Change
19
• Science of Persuasion
• Socrates
– Ethos, Pathos, Logos
» Ethos – Establish the Credibility of the Person Communicating the Vision
• We are Good at This» Logos – Cite Facts and Statistics
• We are Good at This Too» Pathos – Inspire emotions. Get the Audience to Make and Intrinsic
Internal Decision to Accept the Vision
• We NOT Good at This
The Essentials of Leading Change
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• Science of Persuasion
• Pathos
– You Cannot Lie to Google
» San Bernardino Shooting
» You Cannot Change Someone’s Belief With Logic
– Getting Them to Question Why?
– Storytelling
» 4 Elements of an Effective Story
The Essentials of Leading Change
21
4. Communicating The Vision
– Mistake
• Under Communicating by a Factor of 10
• Only Communicating Data
– Pitfalls
• Behaving in Ways that are Antithetical to the Vision
– Not Leading by Example
The Essentials of Leading Change
22
5. Empowering Others to Act on the Vision
– Highly Effective Teams
– Google’s Project Aristotle
Psychological Safety is #1
The Essentials of Leading Change
23
• Psychological Safety
• More Important than Leadership, Skill, Experience, etc.
• How We Disagree Matters
• It Establishes Group Norm
The Essentials of Leading Change
24
• Psychological Safety
– Messy and Complicated to Fix
• The Most Common Fear in Groups is Too Much Conflict
• The Real Risk is Too Much Agreement
– Assigning a Devil’s Advocate
» Get Accustom to Disagreeing in a “Safe” and Productive Way
» Allows Everyone’s Voice to be Heard
– Agreeing on a Process for Decisions, Interdependent
Roles, etc.
The Essentials of Leading Change
25
5. Empowering Others to Act on the Vision
– Mistake
• Not Removing Obstacles to the Vision
– Not Establishing a Group Norm
– Pitfalls
• Failing to Remove Individuals Who are Not Aligned with the Vision
The Essentials of Leading Change
26
6. Planning for and Creating Short Term Wins
– Keeps the Sense of Urgency High
– Keeps Employees in Touch with the Vision
– Creates Keystone Habits
• Cue
• Routine
• Reward
– Recognize and Reward Individuals Contributing
The Essentials of Leading Change
27
6. Planning for and Creating Short Term Wins
– Mistake
• Not Planning Wins Systematically
– These Milestones Should be Defined in your Vision
– Pitfalls
• Failing to Score Successes Early Enough in the Effort
• Leaving Short Term Successes to Chance
The Essentials of Leading Change
28
7. Consolidating Improvements and Producing
More Change
– Change is Constant
– Leading Change is Leading Culture
– Leverage Credibility from Project Wins to Tackle System and Structure
Difficulties
– Hire, Promote, and Develop Employees who can Implement the Vision
The Essentials of Leading Change
29
7. Consolidating Improvements and
Producing More Change
– Mistake
• Declaring Victory Too Soon
The Essentials of Leading Change
30
7. Consolidating Improvements and Producing
More Change
– Pitfalls
• Believing Old Habits have been Replaced
The Essentials of Leading Change
31
8. Institutionalizing New Approaches
– Begin Formal Leadership Development and Succession Planning that is
Consistent with this New Approach
– Articulate and Communicate the Correlations Between These Change
Behaviors and Institutional Success
– Leaders Need to Know Why You Improved and How You Improved
The Essentials of Leading Change
32
8. Institutionalizing New Approaches
– Mistake
• New Behaviors are Not Rooted in Social Norms
– Project Aristotle
– Pitfalls
• Not Actively Creating a Social Norm of Psychological Safety
• Promoting Individuals Who Do Not Embrace This Approach
– Peter Principle
The Essentials of Leading Change
33
8. Institutionalizing New Approaches
Why is Leading Change Often Unsuccessful?
34
• Leadership Principles
– There is an Algorithm That Works
• Leading Change
– There is an Algorithm That Works
• Creating Highly Effective Teams
– There is an Algorithm That Works
• All This Information is Easy to Find
– It is Replicated in Books, Journals, Blogs, etc.
– Until Recently, This Information was Buried in an Academic Quagmire
• Only Veracious Readers/Scholars Had Access
Why is Leading Change Often Unsuccessful?
35
• Healthcare Costs are Increasing
• Laboratory Reimbursement is Decreasing
• Yet, Laboratory Acquisitions Continue at Historically High Rates
– Economies of Scale
• Works for Your Outreach Business
– 50% of Your Expense is Personnel
– Venture Capital is Betting They Can
Manage Your People Better Than You Can!!
Why is Leading Change Often Unsuccessful?
36
• In the end . . . .
• Leadership is not Intuitive
Leadership is HARD!
© ARUP Laboratories2014