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EVERYDAY LEADERSHIP

EVERYDAY LEADERSHIP. Managing Change Discussion Session # 47. Managing Change. Definitions of Change An Overview of Change Change versus Transition Exploring the Human Side of Change Journaling. “Great sailors are not made of calm seas.” – Unknown. What is Leadership?.

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EVERYDAY LEADERSHIP

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  1. EVERYDAY LEADERSHIP Managing Change Discussion Session # 47

  2. Managing Change • Definitions of Change • An Overview of Change • Change versus Transition • Exploring the Human Side of Change • Journaling “Great sailors are not made of calm seas.” – Unknown

  3. What is Leadership? Self-Understanding Resiliency Self-Alignment Customer Orientation Business Acumen Project Leadership Managing Change Relationship Skills Communication Coaching/Mentoring Actualizing Vision LEADERSHIP IN THE MIDDLE Working with others Integration

  4. World of Change • Recorded existence – 50,000 years • Average life span of a person – 62 years • Lifetimes spent on earth – 800 • Lifetimes spent in caves – 650 • Lifetimes with the wheel – 80 • Lifetimes with the printed word – 6 • Lifetimes measuring accurate time – 4 • Lifetimes with the electric motor – 2 ½ • Lifetimes with the airplane – 2 • Lifetimes with the transistor – ½ • Lifetime with the integrated circuit – 1/3 • 95% of all scientists and engineers are still alive • 2/3 of all people who reached the age of 65 are still alive

  5. A Century of Change • Of the 100 largest companies that existed in 1900, only 16 still exist. • During the early 1900’s, 85% of our workers were in agriculture. Now less than 3% are in agriculture. • In 1950, 73% of U.S. employees worked in manufacturing. Now less than 15% do. • Today, an estimated two-thirds of U.S. employees work in the services sector, and “knowledge” is becoming our most important “product”. • Where will the majority of the workforce be in the next 50 years?

  6. The Information Explosion • A weekday edition of the New York Times contains more information than the average person was likely to come across in a lifetime in 17th –century England. • There has been more information produced in the last 30 years than during the previous 5,000. • The information supply available to us doubles every 5 years.

  7. Exploring Change • What event or choice brought about the change? • Think about the change as a process: did it happen all at once or did it unfold over time? What were some of the stages of this process? • What were some of the challenges and successes you recall about this period of change in your life? Think about a big change that you have experienced in your life.

  8. Change Versus Transition • TRANSITION • Psychological reorientation to the change event • Internal process • Related to a state of mind, a sense of identity • CHANGE • Disruption in expectations • External event • Related to circumstances and situations • Sometimes connected to a decision of choice

  9. Quotable “It is not so much that we are afraid of change or so in love with the old ways, but it’s that place in between that we fear . . . It’s like being caught between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.” – Marilyn Ferguson

  10. Transition: The Human Side of Change STAGES OF TRANSITION ENDING Neutral Zone NEW BEGINNING Source: William Bridges

  11. Transition: The Human Side of Change STAGES OF TRANSITION (continued) Ending - Process of letting go of the old way before beginning the new form. Neutral Zone - Fallow period between the ending and new beginning. The wilderness. New Beginning - New status quo takes shape.

  12. Reactions to Transition NEW BEGINNING Excitement ENDINGS Energy Denial Hope Anger Impatience Neutral Zone Fear Acceptance Shock Frustration Skepticism Time Confusion Creativity Stress

  13. The Hero’s Journey STORY OF ORIGIN CALL TO ADVENTURE BETWEEN TWO WORLDS Allies Allies Allies Allies GUARDIANS OF THE GATE BELLY OF THE WHALE MAGICALFLIGHT ACCOMPLISHMENT ROAD OF TRIALS

  14. The Hero’s Journey: Reflection STORY OF ORIGIN What was the Call to Adventure? What were your initial reactions? What learning did you take away from this change experience? Think about a business-related transition you have experienced . . . How did success present itself? How did you feel about the change at this point? How would you describe your Belly of the Whale? What insights resulted from this experience? What trials did you face?

  15. Leading Change by John Kotter Common Errors • Allow too much complacency with the status quo • Fail to create a powerful guiding team • Underestimate the power of a focused vision • Undercommunicate the vision, mission, and values • Permit obstacles to block actions necessary to pursue vision • Fail to create short-term wins and rewards • Declare victory too soon or rationalize why accomplishing goals are impossible • Neglect to anchor changes firmly in the corporate culture

  16. Eight Stage Process for Managing Change • Establish a sense of urgency • Create a guiding team or coalition • Put together a group with enough power to lead the change • Get the group to work together as a team • Develop a vision and strategies • Create a vision that is greater than what we are today • Develop strategies for achieving that vision • Communicate the change vision • Use every vehicle possible to constantly communicate the new vision and strategies • Have the guiding team role model the behavior expected of employees

  17. Eight Stage Process for Managing Change • Put in place empowered broad-based action • Institute learning (action learning teams) • Remove or change systems or structures that undermine the change vision • Reward risk-taking and non-traditional ideas, activities, and actions • Generate short term wins • Require measurable daily, weekly goals and plans of action • Reward the success of those goals and plans of action

  18. Eight Stage Process for Managing Change • Consolidate gains and produce more change • Take credible successes and use them to change incredibly entrenched systems, structures, and policies that don’t fit the new vision • Hire, promote and develop people who can implement the change vision • Anchor successes into the culture • Articulate the connection between behaviors and organizational success • Develop education to ensure leadership development and succession

  19. What is Leadership? Self-Understanding Resiliency Self-Alignment Customer Orientation Business Acumen Project Leadership Managing Change Relationship Skills Communication Coaching/Mentoring Actualizing Vision LEADERSHIP IN THE MIDDLE Working with others Integration

  20. Evaluation Questions Use: • Strongly agree • Agree • Disagree • Strongly disagree • Don’t know • I found the presentation of material easy to understand. • This Advantage session increased my knowledge on the subject presented. • I will be able to use some of the information from this Advantage session in the future. • The presenter was well prepared for this Advantage session. • This presentation should be repeated in future semesters.

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