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ACCOMPANYINGLEADERSTHROUGHCHANGEJohnRobertoLifelongFaithAssociateswww.LifelongFaith.comjroberto@lifelongfaith.com

DiocesanForumThispresentationwillexplorewhatcanwelearnfromresearchandexperienceonthemosteffectivepracticesandprocessestofacilitatechangeinparishcommunities;andthewayswecansupport,encourage,andresourcetheinnovatorsand“changemakers”whoareengagedinchangeinitiatives.Part1.HowYouCanAssistPart2.ShiftingUnderstandingofLeadershipPart3.ManagingTransitionsPart4.FacilitatingChangePart5.FocusingonMetrics

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HowdoIgetridofthefear?Alas, this is the wrong question. The only way to get rid of the fear is to stop doing things that might not work, to stop putting yourself out there, to stop doing work that matters. No, the right question is, "How do I dance with the fear?" Fear is not the enemy. Paralysis is the enemy.

(Seth Godin)

HowCanYouAssist?1.  Coaching:focusedontheperson—leadershipand

performance—inachangeini?a?ve2.  Consul/ng:focusedonknowledgeandprocessesofa

transi?onorchangeini?a?ve(facilita?on)3.  Training:focusedondevelopingknowledgeandskillsin

theleaderandteam(s)4.  Resourcing:focusedonaccessingtheresourcesneeded:

people,materials,programs,ac?vi?es,etc.5.  Evalua/ng:focusedonassessingthesitua?on,

measuringoutcomes,etc.

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HowCanYouAssist?1.  Facilitatetheexplora?onofneeds,mo?va?ons,desires,skillsand

thoughtprocessestoassisttheindividualinmakingreal,las?ngchange.2.  Useques?oningtechniquestofacilitateclient’sownthoughtprocesses

inordertoiden?fysolu?onsandac?onsratherthantakesawhollydirec?veapproach

3.  SupporttheclientinseNngappropriategoalsandmethodsofassessingprogressinrela?ontothesegoals

4.  Observe,listenandaskques?onstounderstandtheclient’ssitua?on5.  Crea?velyapplytoolsandtechniqueswhichmayincludeone-to-one

training,facilita?ng,counseling&networking.6.  Encourageacommitmenttoac?onandthedevelopmentoflas?ng

personalgrowth&change.7.  Maintainuncondi?onalposi?veregardfortheclient,whichmeansthat

thecoachisatall?messuppor?veandnonjudgmentaloftheclient,theirviews,lifestyleandaspira?ons.

HowCanYouAssist?8.  Ensurethatclientsdeveloppersonalcompetenciesanddonotdevelop

unhealthydependenciesonthecoachingormentoringrela?onship.9.  Evaluatetheoutcomesoftheprocess,usingobjec?vemeasures

whereverpossibletoensuretherela?onshipissuccessfulandtheclientisachievingtheirpersonalgoals.

10.  Encourageclientstocon?nuallyimprovecompetenciesandtodevelopnewdevelopmentalallianceswherenecessarytoachievetheirgoals.

11.  Workwithintheirareaofpersonalcompetence.12.  Possessqualifica?onsandexperienceintheareasthatskills-transfer

coachingisoffered.13.  Managetherela?onshiptoensuretheclientreceivestheappropriate

levelofserviceandthatprogramsareneithertooshort,nortoolong.

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ThinkingaboutLeadershipTodayLeadership1.0(SusanLang)

­  Organiza(onal:Thinkhierarchicalorganiza?onflow-charts.AstrongemphasiswasplacedonpuNngthecorrectstructureinplace.

­  Centralized:Denomina?onsweregenerallythecentralholdersofresourcesandinforma?on,whichtheydispersedfromagivenloca?on.

­  Authority-based:Establishedauthori?esandexper?seprovidedtheanswerstoques?ons.

­  Agenda-driven:Ministrygrewoutofasetagendaandodenuseda“commandandcontrol”model.

ThinkingaboutLeadershipTodayLeadership2.0(SusanLang)­  Rela(onal—Thefocusisondevelopingandnurturing

rela?onshipsandlinks.­  Decentralized—Resourcesaredistributedthroughouta

networkedcongrega?onandministry.Eachpersonisrecognizedasaconnectortohisorherownresourcesandnetworks.

­  Collabora(ve—Collabora?onbuildsonconversa?onsandrecognizesthatweareallteachers,wearealllearners,andwearealwaysstrongertogetherthanwearealone.

­  FocusedonEmergence—Recognizesthatdiscernmentisimportantforleaders,becauseGod’spresenceandac?onamongusemergeandodenchangeover?me.

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ManagingTransitionsItisn’tthechangesthatwilldoyouin;it’sthe

transitions.Theyaren’tthesamething.

Changeissituational.

Transition,ontheotherhand,ispsychological;itisathreephaseprocessthatpeoplego

throughastheyinternalizeandcometotermswiththedetailsofthenewsituationthatthe

changebringsabout.

“Transitionbeginswithanendingand1inisheswithabeginning”(WilliamBridges)

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ManagingTransitions:EndingsTransi?onstartswithanending.Thisisparadoxicalbuttrue.Thisfirstphaseoftransi?onbeginswhenpeopleiden?fywhattheyarelosingandlearnhowtomanagetheselosses.Theydeterminewhatisoverandbeingledbehind,andwhattheywillkeep.Thesemayincluderela?onships,processes,teammembersorloca?ons.

­  Whatisactuallyending,andwhoislosingwhat?­  Acknowledgelossesopenly.­  Workthroughthesignsofgrieving­  Definewhat’soverandwhatisn’t­  Howwillindividual’sbehaviorandaNtudeschange?­  Markendingsandtreatthepastwithrespect

ChangeandLoss(Heifetz)­  Peopledon’tresistchangeperse.­  Peoplelovechangewhentheyknowit’sagoodthing.

(Noonegivesbackawinninglokery?cket.)­  Peopleresistloss.Whenchangeinvolvesrealor

poten?alloss,peopleholdontowhattheyhaveandresistthechange.

­  Akeytoleadershipisthediagnos?ccapacitytofindoutthekindsoflossesatstakeinasitua?on.

­  Leadershipisaboutassessing,managing,distribu?ng,andprovidingcontextsforlossesthatmovepeoplethroughtheselossestoanewplace.

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ManagingTransitions:NeutralZoneThesecondstepcomesaderleNnggo:theneutralzone.

Peoplegothroughanin-between?mewhentheoldisgonebutthenewisn’tfullyopera?onal.Itiswhenthecri?calpsychologicalrealignmentsandre-pakerningstakeplace.Itistheverycoreofthetransi?onprocess.Thisisthe?mebetweentheoldrealityandsenseofiden?tyandthenewone.Peoplearecrea?ngnewprocessesandlearningwhatthenewroleswillbe,butit’sinfluxanddoesn’tfeelcomfortableyet.Itistheseedbedofthenewbeginningsthataresought.

ManagingTransitions:NeutralZone­  Adifficult?me...

­  Anxietyrisesandmo?va?onfalls­  Peopleareoverloaded­  Polariza?on:somewhattomoveahead,othersholdon

­  Acrea?ve?me...innova?on,crea?vity­  Normalizetheneutralzone–thinkMosesandthepeoplein

thedesertfor40years­  Timeto“takestock”­  Timetolivewithambiguity­  Timeforlearningandexperimenta?on–tes?ngnewideas

andprojects­  Timefordevelopingnewpakerns

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ManagingTransitions:NewBeginningsBeginningsinvolvenewunderstandings,newvaluesandaNtudes.

Beginningsaremarkedbyareleaseofenergyinanewdirec?on–theyareanexpressionofafreshiden?ty.Well-managedtransi?onallowspeopletoestablishinnewroleswithanunderstandingoftheirpurpose,theparttheyplay,andhowtocontributeandpar?cipatemosteffec?vely.Theyarereorientedandrenewed.

ManagingTransitions:NewBeginnings­  Dealwiththepromiseandfearofnewbeginnings­  Newbeginnings....

1.  ClarifyandcommunicatePurpose2.  Aderpurpose,aPicture3.  CreateaPlan4.  Iden?fythePartpeopleplay

­  ReinforceNewBeginnings1.  Beconsistent2.  Ensurequicksuccess3.  Symbolizethenewiden?ty4.  Celebratethesuccess

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DetermineReadinessforChange1.  Takethetemperature:getarealis?cpictureofthe

internalclimateoftheorganiza?on2.  Iden/fythehurdles:iden?fyandaddressthecultural

barrierstochange3.  Talktothepeopleinthetrenches:findoutaboutreal

needs,realproblems,andpoten?alsolu?ons4.  Bepreparedforpush-back:resistancetochangeis

naturalandinevitable

RogersDiffusionofInnovation

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FacilitatingChange

Cogni?ve1.  Followthebrightspots:inves?gatewhat’sworkingand

cloneit.2.  Scriptthecri(calmoves:don’tthinkbigpicture,thinkin

termsofspecificbehaviors.3.  Pointtothedes(na(on:changeiseasierwhenyou

knowwhereyou’regoingandwhyit’sworthit.

AFrameworkforChange

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Affec?ve1.  Findthefeeling:knowingsomethingisn’tenoughto

causechange.Makepeoplefeelsomething.2.  Shrinkthechange:breakdownthechangeun?litno

longerspookspeople.3.  Growyourpeople:cul?vateasenseofiden?tyand

ins?llthegrowthmindset.

AFrameworkforChange

Environment1.  Tweaktheenvironment:whenthesitua?onchanges,

thebehaviorchanges.Sochangethesitua?on.2.  Buildhabits:whenbehaviorishabitual,it’s“free.”Look

forwaystoencouragehabits.3.  Rallytheherd:behavioriscontagious.Helpitspread.

FrameworkforChange

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FacilitatingChange

Peoplechangewhattheydolessbecausetheyaregivenanalysisthatshiftstheirthinkingthanbecausetheyareshownatruththatin_luencestheirfeelings.

(JohnKotter)

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EIGHT STEPS TO TRANSFORMINGYOUR ORGANIZATION

Establishing a Sense of Urgency

• Examining market and competitive realities• Identifying and discussing crises, potential crises, or major opportunities

Forming a Powerful Guiding Coalition

• Assembling a group with enough power to lead the change effort• Encouraging the group to work together as a team

Creating a Vision

• Creating a vision to help direct the change effort• Developing strategies for achieving that vision

Communicating the Vision

• Using every vehicle possible to communicate the new vision and strategies• Teaching new behaviors by the example of the guiding coalition

Empowering Others to Act on the Vision

• Getting rid of obstacles to change• Changing systems or structures that seriously undermine the vision• Encouraging risk taking and nontraditional ideas, activities, and actions

Planning for and Creating Short-Term Wins

• Planning for visible performance improvements• Creating those improvements• Recognizing and rewarding employees involved in the improvements

Consolidating Improvements and Producing Still More Change

• Using increased credibility to change systems, structures, and policies thatdon’t fit the vision

• Hiring, promoting, and developing employees who can implement the vision• Reinvigorating the process with new projects, themes, and change agents

Institutionalizing New Approaches

• Articulating the connections between the new behaviors and corporate success

• Developing the means to ensure leadership development and succession

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TheAdaptiveInterventionProcess(Heifetz)

1.Observe

2.Interpret

3.Intervene

1.  Observingeventsandpakernsaroundyou;

2.  Interpre(ngwhatyouareobserving(developingmul?plehypothesesaboutwhatisreallygoingon;and

3.  Designinginterven?onsbasedontheobserva?ons&interpreta?onstoaddresstheadap?vechallengeyouhaveiden?fied.

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DesigningInterventions

DesignPrototypes

TestthePrototypes

EvaluatePrototypes

Redesign&Re-launch

BroadentheScope(Scale)

FocusingonMetrics

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DoingtheMathofMission­  Coun?ng– whatareyou

coun?ng?­  Usetherightverbs­  Countmorecomprehensively

­ Measuring:whatareyoumeasuring­  Impactonpeople’slives­  Changethatcanbemeasured

over?me

FocusingonMetricsImpact(oroutcomes)describeswhathappenstopeoplebyvirtueoftheirpar?cipa?oninprojectac?vi?esandresults.Mostprojectssetouttochangewhatpeoplethinkanddo;thatis,projectsseektoimpactpeople’saNtudesandknowledgeaswellasencouragepeopletodevelopnewskillsandbehaviors.

­  Ini?alorimmediateimpact­  Intermediateimpact­  Long-termimpact

ü  Howwillpar?cipantsbenefitfromandbeaffectedor

changedbypar?cipa?onintheproject?

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OtherscanbetterwriteaboutNelsonMandela'simpactontheworldstage,onhowhestoodupforthedignityofallpeopleandonhowhechangedourworld.Forthosethatseektomakeachangeintheworld,whetherglobalorlocal,onelessonofhislifeisthis:Youcan.Youcanmakeadifference.Youcanstanduptoinsurmountableforces.Youcanputupwithfarmorethanyouthinkyoucan.Yourleverisfarlongerthanyouimagineitis,ifyouchoosetouseit.Ifyoudon'trequirethejourneytobeeasyorcomfortableorsafe,youcanchangetheworld.

(SethGodin)

BACKGROUNDMATERIALACCOMPANYINGLEADERS

THROUGHCHANGE

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Leadershipistheac/vityofmobilizing

peopletotackletoughchallenges(problems)anddotheadap/veworknecessarytoachieveprogressand

thrive.(RonaldHeifetzandMartyLinsky)

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AdaptiveLeadershipPrinciplesØ  Adap/veleadershipisspecificallyaboutchange

thanenablesthecapacitytothrive.Newenvironmentsandnewdreamsdemandnewstrategiesandabili?es,aswellastheleadershiptomobilizethem.

AdaptiveLeadershipPrinciplesØ  Successfuladap/vechangesbuildonthepastrather

thanjeNsonit.Achallengeforadap?veleadership,then,istoengagepeopleindis?nguishingwhatisessen?altopreserveintheirorganiza?on’sheritagefromwhatisexpendable.Successfuladapta?onsarethusbothconserva?veandprogressive.Theymakethebestpossibleuseofpreviouswisdomandknow-how.Themosteffec?veleadershipanchorschangeinthevalues,competencies,andstrategicorienta?onsthatshouldendureintheorganiza?on.

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AdaptiveLeadershipPrinciplesØ  Organiza/onaladapta/onoccursthrough

experimenta/on.Thoseseekingtoleadadap?vechangeneedanexperimentalmind-set.Theymustlearntoimproviseastheygo,buying?meandresourcesalongthewayforthenextsetofexperiments.

AdaptiveLeadershipPrinciplesØ  Newadapta/onssignificantlydisplace,

reregulate,andrearrangesomeoldDNA.Leadershiponadap?vechallengesgeneratesloss.Learningisodenpainful.Leadershiprequiresthediagnos?cabilitytorecognizetheselossesandthepredictabledefensivepakernsofresponsethatoperateattheindividualandsystemiclevels.Itrequiresknow-howtocounteractthesepakerns.

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AdaptiveLeadershipPrinciplesØ  Adapta/ontakes/me.Ittakes?meto

consolidateadap?onsintonewsetsofnormsandprocesses.Adap?veleadershipthusrequirespersistence.Significantchangeistheproductofincrementalexperimentsthatbuildupover?me.Andcultureschangeslowly.Thosewhoprac?cethisformofleadershipneedtostayinthegame,evenwhiletakingtheheatalongtheway.

AdaptiveWorkasSpiritualWork

WhatHeifetzdescribesasadap3veworkis,atitsheart,spiritualwork.Itinvolvesthecentraldynamicsofthespirituallifeandoftransforma3on,whichincludesloss,riskandtrust,

evendeathandresurrec3on.OursacredScriptures,sacramentsandoursymbolsareallpowerfulresourcesforadap3vechallengesandadap3veworkthatwefaceatthis3me.Noprogram,effortatrestructuring,or‘right’leader

alonewillmeetthischallenge.Itinvolvesourownchangesofmindsandhearts.”

(AnthonyRobinson,LeadershipforVitalCongrega3ons)

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DistinguishingTechnicalProblemsfromAdaptiveChallenges¨  Technicalproblems(eventhoughtheymaybecomplex)

canbesolvedwithknowledgeandproceduresalreadyinhand.

¨  Easytoiden?fy.¨  Requirechangeinjustoneorafewplaces;oden

containedwithinorganiza?onalboundaries¨  Everyday,peoplehaveproblemsforwhichtheydo,in

fact,havethenecessaryknow-howandprocedures—technicalproblems.

¨  Adap/vechallengesaresitua?onsforwhichsolu?onslieoutsidethecurrentwayofopera?on.

¨  Difficulttoiden?fy(easytodeny).Peopleodenresistevenacknowledgingadap?vechallenges

¨  Requireexperiments,newdiscoveries,andadjustmentsfromnumerousplacesintheorganiza?on.

¨  Withoutlearningnewways—changingaNtudes,values,anddeep-seatedbehaviors—peoplecannotmaketheadap?veleapnecessarytothriveinthenewenvironment.

¨  Callsforchangesofheartandmind—thetransforma?onoflong-standinghabitsanddeeplyheldassump?onsandvalues.

DistinguishingTechnicalProblemsfromAdaptiveChallenges

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AdaptiveChange¨  Peopledon’tresistchangeperse.¨  Peoplelovechangewhentheyknowit’sagoodthing.(No

onegivesbackawinninglokery?cket.)¨  Peopleresistloss.Whenchangeinvolvesrealorpoten?al

loss,peopleholdontowhattheyhaveandresistthechange.¨  Thecommonfactorgenera?ngadap?vefailureisresistance

toloss.Akeytoleadership,then,isthediagnos?ccapacitytofindoutthekindsoflossesatstakeinasitua?on.

¨  Adap?veleadershipleadershipalmostalwaysputyouinthebusinessofassessing,managing,distribu?ng,andprovidingcontextsforlossesthatmovepeoplethroughtheselossestoanewplace.

AdaptiveChange¨  Adap?veleadershipisaprocessofconserva?onandloss.¨  “Ofallthatwecareabout,whatmustbegivenupto

surviveandthrivegoingforward?¨  “Ofallthatwecareabout,whatelementsareessen?al

andmustbepreservedintothefuture,orwewilllosepreciousvalues,corecompetencies,andlosewhoweare?”

¨  Asinnature,asuccessfuladap?onenablesanorganiza?onorcommunitytotakethebestfromitstradi?ons,iden?fy,andhistoryintothefuture.

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YouMayBeFacinganAdaptiveChallengeIf...Ø  thesolu?onrequiresopera?nginadifferentwaythanyoudo

now...Ø  theproblemANDthesolu?onrequirelearning...Ø  thesolu?onrequiresshidingtheauthorityandresponsibilityto

thepeoplewhoareactuallyaffected...Ø  thesolu?onrequiressomesacrificeofyourpastwaysof

workingorliving...Ø  thesolu?onrequiresexperimen?ngbeforeyou’resureofthe

answer...Ø  thesolu?onwilltakealong?me...Ø  thechallengeconnectstopeople’sdeeplyheldvalues...

TheAdaptiveInterventionProcess

1.Observe

2.Interpret

3.Intervene

1.  Observingeventsandpakernsaroundyou;

2.  Interpre(ngwhatyouareobserving(developingmul?plehypothesesaboutwhatisreallygoingon;and

3.  Designinginterven?onsbasedontheobserva?ons&interpreta?onstoaddresstheadap?vechallengeyouhaveiden?fied.

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AnAdaptiveDesignProcessTHINKHARDABOUTYOURFRAMING.Thoughqulframingmeanscommunica?ngyourinterven?oninawaythatenablesgroupmemberstounderstandwhatyouhaveinmind,whytheinterven?onisimportant,andhowtheycanhelpcarryitout.Awell-framedinterven?onstrikesachordinpeople,speakingtotheirhopesandfears.Itstartswheretheyare,notwhereyouare.Anditinspiresthemtomoveforward.Thinkaboutthebalancebetweenreachingpeopleaboveandbelowtheneck.Somegroupsandsomepeopleneeddatafirst,beforetheemo?on.Forothers,itisthereverse.Connectyourlanguagetothegroup’sespousedvaluesandpurpose.

AnAdaptiveDesignProcessHOLDSTEADY.Whenyouhavemadeaninterven?on,thinkofitashavingalifeofitsown.Donotchaseaderit.Theideawillmakeitswaythroughthesystem,andpeoplewillneed?metodigestit,thinkaboutit,discussit,andmodifyit.Ifyouthinkofitas“yours,”youarelikelytogetoverlyinvestedinyourownimageofit.Onceyouhavemadeaninterven?on,yourideaistheirs.Thekeyistostaypresentandkeeplistening.

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AnAdaptiveDesignProcessANALYZETHEFACTIONSthatbegintoemerge.Aspeoplebegintodiscusstheinterven?on,payaken?ontowhoseemsengaged,whostartsusingthenewlanguageorpiecesofyourideaasifitweretheirown.Listenforwhoresiststheidea.Usetheseobserva?onstohelpyouseethecontoursofthefac?onsthatvariouspeoplerepresentontheissue.

AnAdaptiveDesignProcess9.  KEEPTHEWORKATTHECENTEROFPEOPLE’S

ATTENTION.Avoidingadap?veworkisacommonhumanresponsetotheprospectofloss.Avoidanceisnotshameful;itisjusthuman.Expectthatyourteamwillfindwaystoavoidfocusingontheadap?vechallengeindoingtheirdiagnosisaswellasintakingac?on.Resistancetoyourinterven?onwillhavelesstodowiththemeritsofyourideaandmostlytodowiththefearsoflossyourideagenerates.

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AnAdaptiveDesignProcessØ  Getallies.Youneedtosharetheburdenofkeepingtheworkat

thecenterofpeople’saken?on.Ø  Understand.Trytounderstandtheimpactofnewdirec?onson

thecons?tuentsbehindthepeopleinyourworkinggroup,andhowthepleasureordispleasureofthosecons?tuentsisgoingtoplayoutinthebehavioroftheperson.Thenthinkabouthowyoucanhelpthatpersonwiththeirproblem,e.g.,presen?ngtheideatotheirgroupormakingsurethepersonreceivescreditformakingthenewideahappen.

Ø  Threat&Loss.Tohelpthemembersofyourteamwhoareworriedabouttheirownpeople,interprettheirgroup’sresistanceintermsofthreatandloss.Dealingwiththefearsoflossrequiresastrategythattakestheselossesseriouslyandtreatsthemwithrespect.