Leading Change
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Leading Change Step-by-Step Tactic, Tools, and Tales SAM National Conference February 1-2, 2013 Bert Hendee. Today’s Objectives. Take away some new perspectives on leading change Be intentional!

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Today’s Objectives

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Today s objectives

Leading ChangeStep-by-StepTactic, Tools, and TalesSAM National ConferenceFebruary 1-2, 2013Bert Hendee


Today s objectives

Today’s Objectives

  • Take away some new perspectives on leading change

    Be intentional!

  • Demonstrate the benefits of approaching change through multiple perspectives (school teams, breakouts)

  • Identify a high leverage change strategy and an “early win” to start toward success

  • Determine how to use the book as a resource for further analysis/planning, implementing and continuously evaluating change

    - Leader self-reflection questions in every tool


The eight steps

The Eight Steps

Step 1: Determine your change strategy.

“Before one can lead change, it must be clear what strategy is being pursued.”

Step 2: Assess readiness.

“We have learned the hard way that members’ readiness is crucial to the success of the work.”


The eight steps1

The Eight Steps

Step 3: Analyze the stakeholders.

“Stakeholders will often see themselves as winners or losers – even after benefits become apparent.”

Step 4: Minimize resistance (and increase your resistance tolerance).

“We were able to determine what we needed to do to get the change strategy accepted.”


The eight steps2

The Eight Steps

5. Secure a small, early win.

“It is so important that people see that we are on the road to something – and that isn’t going away next year.”

6. Engage the key players in planning.

“Collaborative planning is the antidote to ‘Groundhog Day’.”


The eight steps3

The Eight Steps

7. Scale and sustain the change strategy.

“Planning for sustainability at the beginning of the strategic planning process was the most important thing we could have done.”

8. Build in ongoing monitoring and course corrections

“You need a team of people who will continuously assess progress and share their perceptions and lessons learned.”


What you will find in the book

What you will find in the book

  • Essential elements

    “There are common dynamics to leading change.”

  • Mistakes to avoid

    “Contains not only effective practices, but

    also what can go wrong and how to avoid common

    mistakes.”

  • Field-tested tools

    “You have to keep using the tools continuously. We use them over and over.”

  • Stories of struggle and success

    “Providing…tales of the adventures of

    organizations that have realized systemic change.”


Identifying the most effective strategy to solve your problem

Identifying the most effective strategy to solve your problem

  • Context: What is your vision and mission?

  • What problem are you trying to solve?

  • What strategy will give you a domino effect to lead to further improvements?

  • What won’t you do?

  • Do you have the resources (money, people, time?) or can you reallocate?

  • Are you sure you have a

    • strategy (overall approach)

    • not actions (specific activities)?


Here s an example

Here’s An Example…

  • Problem: Student performance in mathematics needs improvement

  • High leverage strategies:

    • Develop and implement a transformational vision

    • Lead the professional learning community to study the issue and propose solutions

    • Develop and use data systems to inform decision-making

  • Low leverage strategy(what we won’t do):

    • Principal teaches a mathematics class once a week

    • Teacher observations without post-observation feedback and discussion

    • Principal personally investigates new approaches to teaching mathematics; holds focus groups with students


What is your high leverage change strategy

What is your high leverage change strategy?

  • What problem are you trying to solve?

  • What is the strategy you will work on? Why?

  • What won’t you do? Why?


Readiness

Readiness

Three Readiness Rubrics:

  • Leader

  • Participants

  • Organization (culture)


Matching readiness with process

Matching Readiness with Process

  • Low readiness = high structure

  • Medium readiness = medium structure

  • High readiness = low structure

  • Adjust the structure as the readiness changes!


Resistance

Resistance

  • Prevent

  • Minimize

  • Tolerate

    “My staff is embracing the change instead of resisting it as ‘one more thing.’”


Meeting facing resistance

MEETING & FACING RESISTANCE

WHAT IS THE RESISTANCE

FOR

YOUR

CHANGE STRATEGY?


Early win

Early Win

  • Is considered important by most – meets the common definition of “success”

  • Is urgent – advances mission

  • Is tangible and observable

  • Can be achieved in the timeframe

  • Perceived as having more benefits than costs

  • Helps deal with loss

  • Non-threatening to opposing groups

  • Symbolic of shared organization values

  • Is widely publicized

  • Leveraged for momentum


Post your early win

Post Your Early Win

WHAT IS YOUR PROPOSED

EARLY WIN?


Share your early win

Share Your Early Win

GALLERY WALK


Use the book as a resource tactics tools tales

Use the Book as a ResourceTactics, Tools, Tales

The Eight Steps

Actionable Tools

Strategy/ Action Aligner

3 Readiness Rubrics

Stakeholder Strategizer

Resistance Reducer

Early Win Wonder

Collaborative/Action Planners

S & S Score Sheet

The 3 R’s: Review, Revise, Repeat

  • Determine Change Strategy

  • Assess Readiness

  • Analyze Stakeholders

  • Minimize Resistance; Maximize YOUR Tolerance

  • Secure Small, Early Win

  • Engage Key Players

  • Scale & Sustain

  • Monitor; Continuously improve


Review of today s objectives

Review of Today’s Objectives

  • Take away some new perspectives on leading change

    Be intentional!

  • Demonstrate the benefits of approaching change through multiple perspectives (school teams, breakouts)

  • Identify a high leverage change strategy and an “early win” to start toward success

  • Determine how to use the book as a resource for further analysis/planning, implementing and continuously evaluating change

    Leader self-reflection questions in every tool


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