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"Change agents are people who
act as catalysts for change and
posses the knowledge and
power to guide and facilitate the
change effort "
The success of any kind
Change is heavily
dependent on the
involvement of people
with a particular and rare
set of social gifts.
The Tipping Point Malcolm Gladwell
Are you a Change Agent?
The “change agent” does not have to be the person in authority, but they do however have
to have a clear vision and be able to communicate that clearly with others. It is
essential to tap into the strengths of the people you work with and help them see that
there are many ways to work toward a common purpose.
Do you have
a Clear Vision?
Change does not happen overnight and most people know that. The persistence comes in
that you will take opportunities to help people get a step closer often when they are
ready. Every step forward is a step closer to a goal; change agents just help to make sure
that people are moving ahead.
Are you patient
yet persistent?
It would be easy for someone to come in and tell you how things should be, but again that
is someone else’s solution. Keep asking questions to help people think, don’t alleviate
that by telling them what to do.
Do you ask the
tough questions?
If you want to create “change”, you have to not only be able to articulate what that looks
like, but show it to others.
Are you
knowledgeable
and lead by
example?
Do you have
strong
relationships built
on trust?
A change agents needs to be seen as extremely approachable and reliable. That
doesn’t mean that they aren’t willing to have tough conversations though; that also builds
trust. Trust is also built when you know someone will deal with things and not be afraid to
do what is right, even if it is uncomfortable.
The Innovator’s Mindset George Courus
Agenda
Case Study 1 Case Study 2 Case Study 3 Case Study 4
Understand the characteristics of
a Transformational Change
leader
Help Transformational Change
Leaders prepare for change
Know the steps Transformational
Change Leaders need to take to
lead change
Insight into the biggest mistakes
Transformational Change
Leaders make
What's the next big step for transformational
change leaders?
Apply all the learning's to your workplace
Is the ability to lead change the key to
a successful transformation?
Transformational leaders
become role models for
change: Senior leaders have a
unique role in transformational
change: They must provide
cues about what really matters
for everyone in the
organization to follow.
As Change agents we must
help leaders make the
transformation personal, role-
model the change, openly
engage others, and spotlight
successes. We also need to
give our leaders skills to build
commitment and alignment
within the senior team.
http://www.mckinsey.com/business-functions/organization/how-
we-help-clients/transformational-change
Prosci
Case Study 1 Characteristics of a Transformational Change
Leader
How does this apply
to your Business?
Understand that paralysing anxiety is representative of
leadership immaturity.
Know that transformational change cannot happen
“through” them unless it has happened “to” them.
Believe that innovation is an attitude and is not just
something on a “to do” list
Understand that people don’t resist change; instead,
people resist “being changed” without their permission
.
Invest only in the “best” options, and have the courage
to let the other options fall away
Focus on what “wants to happen” instead of
myopically trying to “make things happen.”
Robert Tipton Culture Change, Organizational
Change, Transformational Change Leadership
Case Study 2
PROSCI *
"When experiencing change, a leader
is an employee first and a coach to
their employees second"
Adapt
Identify your own areas of resistance
Discuss your objections or concerns
Make a personal choice to support and participate in the change
Understand
Identify the changes impacting your group and why they are being made
Identify how the changes will impact your team
Understand your role
Develop
Understand the concepts of change management
Learn how to use the tools for managing change
Develop action plans for working with your employees
How do you build Change Leadership
capability?
Participate
Actively and
visibly
throughout the
project
Teams identified a list of activities that constituted active and visible leadership
from allocating the necessary funding to attending project review meetings.
Leaders cannot disappear once they've attended the kick-off meeting for a
project. Their sustained presence is necessary to build and maintain momentum
for a change.
Build a
coalition of
sponsorship
and manage
resistance
Participants stated the need for the leader to play a key role in building and
maintaining a healthy coalition in support of the change. The leader must
mobilize other key business leaders and stakeholders so they can take the
change back to their part of the organization. The coalition is especially important
for changes that stretch across multiple parts of the organization.
Communicate
directly with
employees
As noted above, employees want to hear about why a change is important from
someone either at the very top of the organization or at the top of their
department or division. Senior leaders must deliver messages about why the
change is being made and the risks or costs if no change is made.
1
2
3
PROSCI *
Case Study 3:
How to lead Transformation change
http://www.forbes.com/sites/ellevate/2015/01/27/9-things-leaders-must-do-to-
create-a-transformation/#5776684e430b
Define what you are going to do, why you will do it, what the benefits of change are, and what the dangers
of not changing are.
Create a sense of urgency and then maintain it for the long haul
Put governance and management in place; Form a powerful guiding coalition for success
Engage key stakeholders – particularly managers – in making change happen
Over-communicate the vision & key messages by a factor of 5…at least
Remove obstacles to transformation success, especially during implementation
Enable real transformation by cultivating a new organizational culture and individual behaviours
Realign operations and organization to enable the new vision and support the transformation
Upgrade executives’ and leaders’ skills in change leadership
Case Study 4
Why do Transformations fail?
Only involved at the beginning a when they announced the change,
Acted as a figure head but did not actively participate on a weekly/ daily basis
Concentrated on Executive level only Not visible and engaged
No support through
worlds or actions
Caught not walking the walk,
Did not empower the team,
Said it was a top priority but didn't sign off resources
No communication Did not articulate the business benefit,
Assumed people understood what was going on,
Did not communicate enough
Ignored the people side
of change
Ticked all the process boxes,
Underestimated the concern of the people
Wasn't honest about how the changes would impact the people
Share your experiences
What are some of the biggest mistakes you have
seen in Leading Transformational Change?
Not giving the change Relevance and Meaning
Unclear Change Leadership—roles, structure, decision-making, interface with operations.
Leaders not providing strategic disciplines for change—no enterprise change agenda, no common change
process methodology, and inadequate infrastructure to execute organizational change successfully.
Running the organizational change through multiple separate or competing initiatives instead of aligning all
initiatives as one unified effort and ensuring the integration of plans, resources, and pace.
Not creating adequate capacity for the organizational change—setting unrealistic, crisis-producing timelines and
then laying the change on top of people’s already excessive workloads.
Not adequately addressing the organization’s culture as a major force directly influencing the success of
organizational change.
Leaders not being willing to develop themselves or change their mindsets, behaviour, or style to overtly model
the changes they are asking of the organization.
Not adequately engaging and communicating to stakeholders, especially early in the organizational change
process; relying too heavily on one-way top-down communication; engaging stakeholders only after design is
complete.
What's next?
Leaders who boldly Transform
Re-imagine ourselves in a digital world - How companies innovate their existing products and
services, introduce new products, rewire their organizations, leverage big data with advanced
analytics and communicate with their customers,
Adaptive in an uncertain world - A culture of experimentation, rapid learning, and improvement
must complement a traditional focus on the strong execution of well-defined processes.
Seek simplicity in an increasingly complex world - while the world around us is complicated, we
must strive to reduce complicatedness inside our own organizations.
Leaders must be purpose-driven in a world searching for meaning. - Leaders must recognize
that their "why" is as important as the "what" and the "how".
https://www.linkedin.com/pulse/how-boldly-transform-imperative-todays-business-leaders-rich-lesser?trk=prof-post&linkId=26611742
The New CEO’s Guide to Transformation
https://www.bcgperspectives.com/content/articles/transformation-large-scale-change-
change-management-new-ceo-guide-transformation/
Transformation: The Imperative to Change :
https://www.bcgperspectives.com/content/articles/transformation_change_management
_transformation_imperative_change/
Five Case Studies of Transformation Excellence
https://www.bcgperspectives.com/content/articles/transformation_change_management
_five_case_studies_transformation_excellence/
At the end of the
day ....
1. Find someone you haven't
spoken to today
2. Tell them 3 things you will do as
a result of the conference today
3. Tell them 1 thing you learnt
today
4. Share your 4 points with the
wider group
Lessons from a Professional Change
Agent People are more important than strategy. Leaders may develop well-crafted strategies that emphasise the
urgency for change, however its how they lead their people through the change and to achieve the strategy is
what matters.
Emotion has more impact than logic. Which is not to say that logic isn’t important. Employees need to
understand the marketplace realities that are the driving forces of change. They need to know the
consequences of not changing. And they need to hear the answers to questions about how changes will impact
them personally: What specifically is changing — and what isn’t? What’s in it for me? How does this affect my
job and my security? What new skills will I need to learn?
Your behaviour is more persuasive than what you say. As a communication coach, I help leaders find the
words that inspire, enlighten, and transform people.
Informal networks are more influential than formal communication channels. We will always need and
value authentic speeches from senior leaders, well-written and well-researched articles in newsletters, and first-
line supervisors who are first-rate communicators. Authentic communications that filters to the people that need
to change.
Nonverbal communication is more powerful than verbal communication. Traditional explanations of
human behaviour in the business world presume that employees are influenced most by the words used when
a change is announced. Employees watch their leaders role model the change.
http://www.forbes.com/sites/carolkinseygoman/2012/01/23/5-lessons-from-a-
professional-change-agent/#406fddf31506