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A Winning Formula for Change. A Talk for the National Convention of Solemnizing Officers 4 August 2009, Metro Manila. Using Material From the United Nations System Staff College based on John P. Kotter, "Winning at Change" in Leader to Leader . 10 (Fall 1998): 27-33.

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A Winning Formula for Change

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    1. A Winning Formula for Change A Talk for the National Convention of Solemnizing Officers 4 August 2009, Metro Manila Using Material From the United Nations System Staff College based on John P. Kotter, "Winning at Change" in Leader to Leader. 10 (Fall 1998): 27-33.

    2. “Change is not merely necessary to life. It is life“ Alvin Toffler 8+4+3A winning formula for change

    3. Change • The only thing constant in life is change • Change entails pain • To manage change, you need to manage pain • If you like to succeed with change, you have to abandon something. • Change is built on continuity, solid foundations of the organization: history, people, mandate

    4. Producing change • 80 percent leadership - establishing direction, aligning, motivating, and inspiring people – • 20 percent management - planning, budgeting, organizing, and problem solving • Unfortunately, in most of the change efforts, these percentages are reversed

    5. Change Process: 8 critical stages

    6. Critical Changes for the Change Process • Establish a Sense of Urgency • Form a Powerful Guiding Coalition • Create a Vision • Communicate the Vision • Empower Others to Act on the Vision • Plan for & Create Short-Term Wins • Consolidate Improvements & Produce Still More Change • Institutionalize New Approaches

    7. Establish a Sense of Urgency • Examine external realities. Now na. • Identify and discuss crises, present & potential, or major opportunities

    8. 2. Form a Powerful Guiding Coalition • Assemble a group with enough power to lead the change effort • Have the group to work as a team

    9. 3. Create a Vision • Create a vision to help direct the change effort • Develop strategies for achieving that vision

    10. 4. Communicate the Vision • Use everything possible to communicate the new vision and strategies • Teach new behaviors by the example of the guiding coalition

    11. 5. Empower Others to Act on the Vision • Get rid of obstacles to change • Change systems or structures that seriously undermine the vision • Encourage risk taking and nontraditional ideas, activities, and actions

    12. 6. Plan for & Create Short-Term Wins • Plan for visible performance improvements • Create those improvements • Recognize and reward employees involved in the improvements

    13. 7. Consolidate Improvements & Produce Still More Change • Use increased credibility to change systems, structures, and policies that don't fit the vision • Hire, promote, and develop employees who can implement the vision • Reinvigorate the process with new projects, themes, and change agents

    14. 8. Institutionalize New Approaches • Articulate the connections between the new behaviors and organizational success • Develop the means to ensure leadership development and succession

    15. While there is no single source of change, there is a clear pattern to the reasons for failure • Most often, it is a leader's attempt to shortcut a critical phase of the change process • Certainly, there is room for flexibility in the eight steps that underlie successful change - but not a lot of room

    16. 4 Mistakes The source of most failures of change

    17. 4 Mistakes Writing a memo instead of lighting a fire Talking too much and saying too little Declaring victory before the war is over Looking for villains in all the wrong places

    18. Change efforts fail at the first critical step - establishing a sense of urgency Too often leaders launch their initiatives by calling a meeting then expect people to “buy-in” It doesn't happen To increase urgency, gather a key group of people for a day-long retreat and identify every possible factor that contributes to complacency Then brainstorm specific ways to counter each factor Finally, develop an action plan to implement your ideas 1. Writing a memo instead of lighting a fire

    19. Most leaders undercommunicate their change vision An effective change vision must include not just new strategies and structures but also new, aligned behaviors on the part of senior executives Leading by example - spending dramatically more time with clients; cutting wasteful, profligate spending; or stopping a pet project that doesn't measure up People watch their bosses - particularly their immediate bosses - very closely Inconsistent behavior by a manager fuel cynicism and frustration 2. Talking too much and saying too little

    20. It is important to celebrate results but underestimating the difficulty and duration of organizational transformation can be catastrophic The results of a change vision are not directly proportional to the effort invested Celebrating incremental improvements is good to mark progress and sustain commitment - but don't forget how much work is still needed 3. Declaring victory before the war is over

    21. Perception that those who resist change in large organizations are middle managers - not only unfair but untrue People at every level should be engaged in change processes That's why it is crucial to build a guiding coalition that represents all levels of the organization 4. Looking for villains in all the wrong places Biggest obstacles to change - not middle managers but, more often, those who work just a level or two below the CEO - vice presidents, directors, general managers, who may have the most to lose in a change process

    22. 3 common tasks for change leaders to address the mistakes

    23. 3 common tasks for change leaders Managing Multiple Time Lines Building Coalitions Creating a Vision

    24. 1. Managing Multiple Time Lines • Change leaders must manage a key strategic resource – time • They balance short-term results with long-term vision • They respond quickly while also accepting the long-term nature of the change process

    25. Results, Vision & Sustainable Success VISION weak strong high RESULTS low

    26. Remember • Poor results and weak vision is disastrous for any organization • Good short-term results with a weak vision satisfy many organizations - for awhile • A compelling vision that produces few results usually is abandoned • Only good short-term results with an effective, aligned vision offer a high probability of sustained success

    27. 2. Building Coalitions • Change leaders must win the support of employees, partners, investors, and regulators for many types of initiatives • Because resistance can come from unexpected quarters, building a strong guiding coalition is essential • There are three keys to creating such alliances.

    28. i. Engaging the right talent • Coalition building is reaching out and assembling the necessary skills, experience, and chemistry • A coalition of people who are decent managers but ineffective leaders is unlikely to create meaningful change • The most effective partners usually have strong position power, broad experience, high credibility, and real leadership skill

    29. ii. Developing the coalition strategically • An effective guiding coalition needs a diversity of views and voices • It often means working with people outside your organization - even for an internal change effort • This means giving others credit for success, but accepting blame for failures oneself • It means showing a genuine care for individuals but a tough mindedness about results

    30. iii. Working as a team, not just a collection of individuals • Leaders often say they have a team when in fact they have a committee or a small hierarchy • The more you do to support team performance, the healthier will be the guiding coalition and the more able it will be to achieve its goals • The pressures of transformation make a strong team essential • Beyond the customary team-building retreats and events, real teams are built by doing real work together, sharing a vision, and commitment to a goal

    31. Leading by example is essential to communicating a vision Defining a vision of the future does not happen according to a timetable or flowchart, it is more emotional than rational It demands a tolerance for messiness, ambiguity, and setbacks, an acceptance of the half-step back that usually accompanies every step forward. 3. Creating a Vision

    32. Having a shared vision does not eliminate tension but it does help people make appropriate trade-offs Leaders must convey a vision of the future that is clear in intention, appealing to stakeholders, and ambitious yet attainable Effective visions are focused enough to guide decision making yet are flexible enough to accommodate individual initiative and changing circumstances 3. Creating a Vision

    33. Great leaders seek learning • They show an exceptional willingness to push themselves out of their own comfort zones, even after they have achieved a great deal • They continue to take risks, even when there is no obvious reason for them to do so • They are open to people and ideas • They are driven by goals or ideals that are bigger than what any individual can accomplish

    34. All institutions need effective leadership, but nowhere is the need greater than in the organization seeking to transform itself

    35. Thank you • Special acknowledgement to the United Nations System Staff College for making this presentation available for our use.