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Leading Change. Group Members. William Osborn Hector Gutierrez Josh Thomas Alfredo Alvarez Dawn Hackett. The Eight-Stage Process of Creating Major Change. Establishing A Sense of Urgency Creating THE Guiding Coalition Developing A Vision AND Strategy Communicating THE Change Vision

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group members
Group Members

William Osborn

Hector Gutierrez

Josh Thomas

Alfredo Alvarez

Dawn Hackett

the eight stage process of creating major change
The Eight-Stage Process of Creating Major Change

Establishing A Sense of Urgency

Creating THE Guiding Coalition

Developing A Vision AND Strategy

Communicating THE Change Vision

Empowering Broad-Based Action

Generating Short-Term Wins

Consolidating Gains AND Producing More Change

Anchoring New Approaches IN THE culture

establishing a sense of urgency
Establishing A sense of Urgency

Examining the market and competitive realities.

Identifying and discussing crises, or major opportunities.

crisis
Crisis

Looking foreword to crisis

Crises fuels urgency

Creating crises

complacency
Complacency

Majority rules

Avoiding change

Recipe for complacency

creating the guiding coalition
Creating the Guiding Coalition
  • Major Transformations are usually associated with one highly regarded individual.
  • Examples
    • Lee Iacocca in the 80’s of Chrysler
    • Sam Walton of Wal-Mart
    • Lou Gerster of IBM
going it alone the isolated ceo
GOING IT ALONE: The Isolated CEO
  • BETWEEN 1975 AND 1990
  • AFTER 1990
the low credibility committee
THE LOW-CREDIBILITY COMMITTEE
  • WHAT IS A LOW-CREDIBILITY COMMITTEE
  • WHAT ARE THE CONSEQUENSES OF ONE.
keeping pace with change the team
KEEPING PACE WITH CHANGE THE TEAM
  • TODAYS BUSINESS ENVIRONMENT
  • DECISIONS MADE INSIDE THE FIRM
  • NEW DECISION-MAKING PROCESS
putting together the guiding coalition
PUTTING TOGETHER THE GUIDING COALITION
  • POSITION POWER
  • ENTERPRISE
  • CREDIBILITY
  • LEADERSHIP
build an effective team based on trust and a common goal
BUILD AN EFFECTIVE TEAM BASED ON TRUST AND A COMMON GOAL.
  • FORTY YEARS AGO
  • TEAM BUILDING TODAY
  • THE ELEMENT TO TEAMWORK
  • MAIN REASON FOR LACK OF OVER ALL COMMITMENT
making change happen
MAKING CHANGE HAPPEN
  • FIND THE RIGHT PEOPLE
  • CREATE TRUST
  • DEVELOP A COMMON GOAL
developing a vision and a strategy
DEVELOPING A VISION AND A STRATEGY
  • WHY VISION IS ESSENTIAL
    • Breaking through resistance w/vision
    • The Relationship of Vision, Strategies, Plans and Budget
      • LEADERSHIP CREATES
        • VISION
        • STRATEGIES
    • Management Creates
      • Plans
      • Budgets
the nature of an effective vision
The Nature of an Effective Vision
  • Characteristics of an Effective Vision
    • Imaginable: conveys a picture
    • Desirable: Appeals to the long-term interests
    • Feasible: Comprises of realistic, attainable goals
    • Focused: is clear enough to provide guidance in decision making
    • Flexible: Allows for individual initiative and alternative responses in changing conditions
    • Communicable: is easy to communicate; can be successfully explained w/ in 5 minutes
an imaginable picture of the future
An Imaginable Picture of the Future
  • STRATEGIC FEASIBILITY
  • FOCUS, FLEXIBILITY, AND EASE OF COMMUNICATION
  • EFFECTIVE AND INEFFECTIVE VISIONS: A FEW EXAMPLES.
creating an effective vision
Creating an Effective Vision
  • FIRST DRAFT:
  • ROLE OF THE GUIDING COALITION:
  • IMPORTANCE OF TEAMWORK:
  • ROLE OF THE HEAD AND THE HEART:
  • MESSINESS OF THE PROCESS:
  • TIME FRAME:
  • END PRODUCT:
a word from john p kotter
A Word from John P. Kotter
  • Whenever you leave one of the steps in the eight-stage change process without finishing the work, you usually pay a big price later on
  • Without a sufficiently strong foundation, the redirection collapses at some point, forcing you to go back and rebuild. For stage three, creating a vision and strategy, this means taking the time to do the process correctly. Think of it as an investment, an important, in creating a better future
communicating the change vision
Communicating THE Change Vision

Lead By Example

Keep it Simple

Use Metaphors-a picture is worth a thousand words

Use Multiple Forums

Repetition

Explanation of Seeming inconsistencies

Listen and Be Listened to

empowering employees for broad based action
Empowering Employees for Broad-Based Action

Remove obstacles that can undermine your Vision

Employees may understand your vision however may be boxed in due to company structure

Vision

Structural Barrier

Strict policy on who can communicate with over Seas Clients. Which may cause delay in response time.

Direct contact and support for Over Seas Clients

effects of not removing barriers
Effects of Not Removing Barriers

Employees become Frustrated

Less motivated to work toward new vision

Give up and revert back to old ways of doing business

provide training
Provide Training

Be aware of new behavior, skills and possible attitudes when introducing change.

Message for training might be “We will be delegating more so we are providing courses to help you with your new responsibilites”

align the system to the new vision
Align the System to the new Vision

Review and Update Accordingly

Work Performance Appraisals

Promotions

Compensation

HR policies and Procedures

troublesome bosses
Troublesome Bosses

Confront & Deal with Supervisor immediately who undercut needed change

Set time frame for new changes

Reiterate Vision, new industry trends

If they need to be replaced, Replace them If not others see this and may become less motivated & discouraged & discouraged employees do not provide the short term wins needed to build momentum in change.

empowering people to effect change
Empowering people to Effect Change

Communicate a Sensible Vision

Shared sense of purpose it will be easier to initiate and achieve vision

Make Structure compatible with Vision

Unaligned structures Block needed action

Provide Training

Without the right skills people feel disempowered

Align System to the Vision

Unaligned systems block needed action

Confront supervsors who undercut needed change.

Nothing Disempowers the way a bad boss can

the role of short term wins
The Role of Short Term Wins

Short-term performance improvements help transformations in at least six ways.

Provide evidence that sacrifices are worth it.

Reward change agents with a pat on the back.

Help fine-tune vision and strategies.

Undermine cynics and self-serving resisters.

Keep bosses on board.

Build momentum.

27

consolidating gains
Consolidating Gains

Good leadership.

Anticipate conflicts.

29

producing more change
Producing more Change

Reduction of

Unnecessary

Interdependencies

More Change,Not Less

Leadership

From Senior

Management

Project Management

and Leadership

From Below

MoreHelp

30

culture is powerful and difficult to manipulate
Culture is powerful and difficult to manipulate

Because individuals are selected and indoctrinated so well.

Because the culture exerts itself through the actions of hundreds or thousands of people.

Because all of this happens without much conscious intent and thus is difficult to challenge or even discuss.

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Comes last, not first

Depends on results

Requires a lot of talk

May involve turnover

Makes decisions on succession crucial