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WELCOME TO
LEADING THROUGH CHANGELEADING THROUGH CHANGE
Presented by:
Sonoma Learning SystemsYour Facilitators:Your Facilitators: Daren Blonski & Charlotte Wilhelm
Response To Negative Change
Active
Passive
Em
otio
nal R
espo
nse
Stability
Immobilization
Denial
AngerBargaining
Depression
Testing
Acceptance
Based on the works of Elizabeth Kubler-Ross
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Jim Kouzes and Barry Posner, The Leadership Challenge ® Workshop Facilitator’s Guide, 3rd Edition
1. Understand that change is a process
2. Identify barriers to change & develop actions to manage them
3. Learn & understand The Five Practices of Exemplary Leadership®& the keys to effectively Leading & Managing Change:
Model the Way • Inspire a Shared Vision • Challenge the Process Enable Others to Act • Encourage the Heart
1. Rate yourself on how frequently you exhibit these Practices
2. Write some actions to increase your effectiveness as a leaders
3. Identify your core values & how they align to your personal visionand the vision of your work group
Purpose and Objectives
Change Model: Leading Strategic Change (Black and Gregersen)
Right Thing Wrong Thing
Done Well
Done Poorly
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Leading Strategic Change
4 Stages of Change:
Stage 1 – Do the right thing & do it well
Stage 2 – Discover that the right thing is now the wrong thing
Stage 3 – Do the new right thing but do it poorly
Stage 4 – Do the new right thing wellJ. Stewart Black, Leading Strategic Change©
Change Initiatives!
Break up in groups of three to discuss.
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C B A’s
Conceive
Believe
Achieve
Barriers to Change
Barrier #1 - Failure to See
Barrier #2 – Failure to Move
Barrier #3 – Failure to Finish
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Leading Strategic Change
Barrier #1: Failure to SeeSolution 1: ContrastSolution 2: Confrontation
Change Model: Leading Strategic Change (Black and Gregersen)
Breakthrough
Low Confrontation
High Confrontation
High Contrast
Low Contrast
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Leading Strategic Change
Barrier #1: Failure to SeeSolution 1: ContrastSolution 2: ConfrontationComprehensive MistakeThe “I get it” mistake
Leading Strategic Change
Barrier #1: Failure to SeeSolution 1: Contrast1. Focus on the 20%2. Enhance the New from the Old3. Create visual images (Symbols)
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Leading Strategic Change
Barrier #1: Failure to SeeSolution 2: Confrontation1. Repeat Messages2. Inescapable Experiences
Leading Strategic Change
Barrier #2: Failure to Move
If it works don’t fix it!
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Leading Strategic Change
Barrier #2: Failure to MoveSolutions1. Destination2. Skills and Resources3. Rewards
Leading Strategic Change
Barrier #3: Failure to FinishWhy people do not finish.1. Get Tired2. Get Lost
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Leading Strategic Change
Barrier #3: Failure to FinishSolutions1. Champions2. Charting
Change Model: Leading Strategic Change (Black and Gregersen)
Believe
ConceiveAchieve
Right Thing Wrong Thing
Done Well
Done Poorly
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The Five Practices®
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Jim Kouzes and Barry Posner, The Leadership Challenge
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Model the Way
Find your voice by clarifying your personal values.
Set the example by aligning actions with shared values.
Jim Kouzes and Barry Posner, The Leadership Challenge
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Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Jim Kouzes and Barry Posner, The Leadership Challenge
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Challenge the Process
Experiment and take risks by constantly generating small wins and learning from mistakes.
Search for opportunities by seeking innovative ways to change, grow, and improve.
Jim Kouzes and Barry Posner, The Leadership Challenge
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Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Jim Kouzes and Barry Posner, The Leadership Challenge
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Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
What is the LPI
30 behavior–based statements5 independent leadership scales for each Practice(each with 6 behavioral statements)
Strong reliability and validitySignificantly correlated with measures of:
• Leader credibility• Commitment• Teamwork and empowerment• Productivity• Performance and effectiveness• Reduced turnover and absenteeism
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The LPI does NOT
Evaluate your:
IQLeadership styleManagement skillPerformancePersonalityGood looks
The LPI does
Measures the frequency with which you engage in the behaviors
The more frequently you exhibit these behaviors, the more effective you will be as a leader
For more about the research, visitwww.theleadershipchallenge.com
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Leadership Practices Inventory (LPI)Self Response Sheet
Answer questions 1-30Rating scale: 1-Almost Never to 10-Almost AlwaysTransfer number from each question to corresponding number on the Self-Response SheetAdd the columns & fill in the totals at the bottomOn the LPI Graph, circle number under Model that corresponds the total number from response sheetSame process for each PracticeJoin numbers with a line
Percentile Ranking
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The Network Activity – Debrief Notes
Your observations:
Round 1: Managing for Results
Round 2: Leading for Results
Identifying Your Core ValuesHonesty / Integrity Challenge Teamwork Risk-TakingTrust Curiosity Quality ProductivityFamily Discipline Patience Open-mindednessLoyalty Effectiveness Happiness GrowthIntelligence Empathy Flexibility DiversityLove/Affection Friendship Decisiveness CreativityEquality Freedom Competence CommunicationDependability Harmony Achievement/Success AutonomyCourage Health Humor IndependenceRespect Hope Innovation PowerProsperity/Wealth Recognition Security ServiceSimplicity Spirituality/Faith Strength TruthWisdom Beauty Competition Variety
1. Circle the top 15 values you feel are most important2. Out of the 15 you circled, cross off 5 that you feel are your least important3. Out of the remaining 10, cross off 5 more that are least important – you will have 5 remaining4. In the space below, write your top 5 values, then define each one
Value 1 Value 2 Value 3 Value 4 Value 5______________ ______________ ______________ ______________ ______________
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Vision Exercise
What is your Vision for the future? (What do you stand for? What do you want to be?)
What is your Vision for your work group? (What will you be doing? Who are your clients?)
What are the obstacles that are barriers to achieving your vision?
Share with partner
What Next?
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Theory to Application
Personal Action Plan
1. Review LPI-Self Scoring results2. Review your vision & vision for your group (4 P’s)3. Review obstacles & actions for a) change & b) vision4. What actions will you take to move toward your picture of the future?_____________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Program Evaluation
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Summary & Close
Program evaluations
Closing remarks
Words to Live By
Group Celebration
