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Today’s Objectives

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

  2. 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

  3. 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.”

  4. 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.”

  5. 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’.”

  6. 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.”

  7. 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.”

  8. 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)?

  9. 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

  10. 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?

  11. Readiness Three Readiness Rubrics: • Leader • Participants • Organization (culture)

  12. Matching Readiness with Process • Low readiness = high structure • Medium readiness = medium structure • High readiness = low structure • Adjust the structure as the readiness changes!

  13. Resistance • Prevent • Minimize • Tolerate “My staff is embracing the change instead of resisting it as ‘one more thing.’”

  14. MEETING & FACING RESISTANCE WHAT IS THE RESISTANCE FOR YOUR CHANGE STRATEGY?

  15. 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

  16. Post Your Early Win WHAT IS YOUR PROPOSED EARLY WIN?

  17. Share Your Early Win GALLERY WALK

  18. 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

  19. 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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