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Leading Fearless Change. Mary Lynn Manns, Ph.D. University of North Carolina at Asheville manns@unca.edu www.cs.unca.edu/~manns P&G Clay Street Project April 2009. The Project. Started in 1996, collecting change leadership strategies from: discussions with people leading change worldwide

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leading fearless change

Leading Fearless Change

Mary Lynn Manns, Ph.D.

University of North Carolina at Asheville

manns@unca.edu

www.cs.unca.edu/~manns

P&G Clay Street Project

April 2009

the project
The Project

Started in 1996, collecting change leadership strategies from:

  • discussions with people leading change worldwide
  • leaders of change throughout history
  • change theories
patterns
Patterns

Successful strategies documented as patterns

  • Patterns capture recurring problems and successful solutions
  • Each pattern captures:
    • problem
    • solution
    • consequences (negative and positive)
    • known uses
    • a name
  • A collection of patterns (for leading change) provides a vocabulary or language (for leaders of change)
the book
The Book
  • 48 patterns
  • chapters on change and the use of the patterns
  • experience reports
  • target user is “powerless leader”
  • emphasis is emergent change

The goal:

People become so involved and interested in the change process that they want to change.

some misconceptions that get change leaders into trouble
Some Misconceptionsthat get change leaders into trouble

If I have a good idea that adds value, it will be easy to convince others to accept it.

All I need is a lot of knowledge about the new idea and an effective plan.

I can convince people with my charm and a nice PowerPoint presentation.

Run away from the skeptics.

I can lead this change initiative alone.

Once I convince people, they will stay convinced.

And why do I need this information?… I am in a position to impose the change.

warm up
Warm up….

What are the challenges

in leading change

at P & G?

the goal
The goal….

People become so involved and interested

in the change process

that they want to change.

true or false i need a specific plan for leading the change
True or False?…I need a specific plan for leading the change.

However….

… Change is not an event; it is a process (a rather unpredictable process).

… Change happens one individual at a time.

… Can you predict how individuals will react during this process?

… How does a “powerless leader” move through the process of change?

keep a package of patterns with you
Keep a Package of PatternsWith You
  • Take on a role

[Evangelist]

  • Create a vision. Make short-term goals. Build on your successes and learn from your failures.

[Test the Waters]

[Step by Step]

The key to innovation is to manage a balance of

planning, structure, and improvisation.(K. Sawyer, Group Genius)

[Time for Reflection]

[Small Successes]

what does the evangelist do first
What does the [Evangelist] do first?
  • Well, it depends…
  • Some possibilities:
    • [In Your Space]
    • [Just Do It]
    • [Study Group]
    • [Personal Touch]
slide12

Guru on Your Side

Champion Skeptic

Early Majority

Bridge-Builder

Early Adopter

Connector

Local Sponsor

Innovator

the decision process
The decision process…
  • knowledge – persuasion –
  • decision – implementation – confirmation
  • The mental activity at…
  • … knowledge is cognitive (knowing)
  • … persuasion is affective (feeling)
knowledge present the relevant facts
Knowledge:present the relevant facts

Goal: Audience will believe you and be willing to be persuaded

Stress a simple, concrete message [Just Enough]

What is the core? [Elevator Pitch]

Gather Information

[Just Do It], [Town Meeting]

Capture attention

[Big Jolt], [Wake-Up Call]

Make it relevant [Tailor Made]

Consider the value drivers of the group

knowledge continued
Knowledge… continued

Show a relative advantage

Build credibility for your message

[Hometown Story], [External Validation], [Big Jolt]

Create opportunities for learning [Study Group]

Concentrate on the possibilities

Small problems [Step by Step]; propose a strategy

Give visible, frequent messages [In Your Space]

[Next Steps]

the decision process1
The decision process…
  • knowledge – persuasion –
  • decision – implementation – confirmation
  • The mental activity at…
  • … knowledge is cognitive (knowing)
  • … persuasion is affective (feeling)
move from informing to persuading
Move from informing to persuading…

Our emotions drive our decisions and then we justify with logic and reason.

Behavior change happens mostly by speaking to a people’s feelings.(John Kotter)

People will forget what you said, forget what you did, but not forget how you made them feel.(Maya Angelou)

persuasion transform information into action
Persuasion:transform information into action

Goal: Audience will form the intended opinion and be willing to act on it

Ask yourself: What will cause my audience to feel something? [Emotional Connection]

Set the stage – relationships

Show your passion for the problem/solution [Evangelist]

Stir up a little anger [Wake-Up Call]

Match to individual concerns [Personal Touch]

persuasion continued
Persuasion:continued

Create ownership

[Involve Everyone], [Ask for Help],

[Group Identity]

[Just Say Thanks]

Address the fear of the skeptics [Fear Less]

Tell meaningful stories

Talk about people instead of statistics

[Do Food] and [Token]

persuasion continued1
Persuasion:continued

Prompt a little fun

Allow people to feel smarter

Show that you understand their loss

Leave them with a sense of urgency [Wake-Up Call]

Other ideas??...

things are buzzing some other patterns to remember
Things are buzzing…some other patterns to remember...

[Sustained Momentum]

[Shoulder to Cry On]

[Piggyback]

[Corridor Politics]

[Trial Run]

[Stay in Touch]

etc…

summary
Summary…

Step-by-Step with Time for Reflection

The different types of people:

persuading each person in the most effective way

involving each person in the change initiative

Patterns for informing versus persuading

More patterns: once the buzz is happening

leading change is hard but
Leading change is hard, but…

You miss 100% of the shotsyou never take.

leading fearless change1

Leading Fearless Change

Mary Lynn Manns, Ph.D.

University of North Carolina at Asheville

manns@unca.edu

www.cs.unca.edu/~manns

P & G

April 2009