Becoming a Change Leader (Yes, You!)
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Transcript of Becoming a Change Leader (Yes, You!)
Becoming a Change Leader (Yes You!)Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its Change Goals
Project Summit BostonOctober 25, 2011October 25, 2011
Maya Townsend, FounderPartnering ResourcesPartnering Resources
Learning ObjectivesLearning Objectives
• The PM's role as a change leaderThe PM s role as a change leader• Five key factors underlying successful
organizational change effortsg g• The right way to engage people in change
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Maya Townsend• Founder & lead consultant, Partnering Resources
► We help organizations solve complex collaboration problems
• Former instructor in Boston University Corporate Education• Former instructor in Boston University Corporate Education Center’s PM Certificate Program ► Now: Leadership, strategy, collaboration, alignment and change
P bli h d th• Published author► CIO.Com, Chief Learning Officer, Mass High Tech, Talent
Management, and other magazines and journals
S h Edi i l R i B d f OD P i i h► Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the United States
Lik h l t l t
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• Likes chocolate a lot
Pace of Change is IncreasingPace of Change is Increasing
81%81% of managers say the pace of change has
increased compared to the pace 5 years ago
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PMs Make Change HappenPMs Make Change Happen
Project managers are change agentsProject managers are change agents
• They make project goals their own• They make project goals their own
• They inspire a sense of shared purpose within the project team
• They enjoy the organized adrenaline of new challenges y j y g g
• They enjoy the responsibility of driving business results
5Definition: PMI
But Along With ChangeBut Along With Change…
69%More volatile
65%More uncertain
60%More complex
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50% 55% 60% 65% 70%
Data: IBM (2010) “Capitalizing on Complexity.”
Moving BeyondMoving Beyond…
7Image: Unknown.
EXPERIENCES WITH CHANGE LEADERSHIPLEADERSHIP
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Five Imperatives + How To EngageFive Imperatives + How To Engage
Five ImperativesFive Imperatives1. Active, committed leadership2 A clear case for change2. A clear case for change 3. Embedded change4 Employee participation4. Employee participation5. Smart use of networks
One Overarching Method1 A l 4 ifi t h i
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1. Apply 4+ specific techniques
Using 4+ techniques leads toUsing 4+ techniques leads to10 times greater likelihood of success
Grenny Maxfield & Shimberg MIT Sloan Management Review Fall 2008Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008
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Ways to Create ChangeWays to Create Change
IndividualIndividual SocialSocial StructuralStructuralIndividual: Increase staff motivation and ability to change
Social: Create social networks and relationships that value and reward hMOTIVATION change
Structural: Ensure that the environment
hABILITY
MOTIVATION
supports changeABILITY
11Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
INFLUENCING CHANGE AT THE INDIVIDUAL LEVELINDIVIDUAL LEVEL
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I-M: Link to Mission & ValuesI M: Link to Mission & Values
Link to Mission and
Values
For Individual MotivationHelp people link change to the
13Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Values mission and values
I-A: Overinvest in Skill BuildingI A: Overinvest in Skill Building
For Individual AbilityHelp people build skill over time
Overinvest in Skill-Building
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Help people build skill over timeSkill Building
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
INFLUENCING CHANGE AT THE SOCIAL LEVELSOCIAL LEVEL
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So-M: Use Peer PressureSo M: Use Peer Pressure
For Social MotivationCreate social momentum
Use Peer Pressure
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Create social momentum
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
So-A: Create Social SupportSo A: Create Social Support
For Social AbilityCreate Social
Make sure support is there when people need it
Create Social Support
17Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
INFLUENCING CHANGE AT THE STRUCTURAL LEVELSTRUCTURAL LEVEL
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St-M: Align Reward Systems St M: Align Reward Systems
For Structural MotivationFor Structural MotivationMake the money match the message
Align Reward Systems
g
19Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
St-A: Change the EnvironmentSt A: Change the Environment
For Structural AbilityFor Structural AbilityMake the environment match the message
Change the Environment
g
20Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
WHERE TO GO FROM HERE
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Learn MoreLearn More• Ackerman Anderson, L., Anderson, D., & Marquardt, M. (2003). Development, Transition, or
Transformation? OD Practitioner. • Bridges, W. (2003). Managing Transitions (2nd Ed.). Cambridge, MA: Perseus Books.• Gartner, “Planning and Managing Change in the IT Organization: Case Profile Study.” For
Gartner clients only.Grenny, J., Maxfield, D., & Shimberg, A. (2008). How to Have Influence. MIT Sloan Management ReviewManagement Review. Ibarra, H. & Hunter, M. (2007). How Leaders Create and Use Networks. Harvard Business Review.
• Kotter, J. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.Review. Spreier, S. W. Fontaine, M. H. & Malloy, R. L. (2006). Leadership Run Amok. Harvard Business Review.
• Townsend, M. (2007). Becoming a Change Leader. CIO.Com. Available at http://bit.ly/HIWqh. Townsend, M. (2009). Leveraging Human Networks to Accelerate Learning and Change. Chief Learning Officer. Available at http://bit.ly/L4NRS.
• Townsend, M. (2011). People Problems? Keep Your Human Network Up and Running! Available on http://www.cio.com .
• Vinitsky, M. H. & King, A. S. (2006). Change from the Employees’ Perspective: The Neglected Vi i t OD P titi
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Viewpoint. OD Practitioner.• Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner.
Becoming a Change Leader (Yes You!)Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its Change Goals
• What are you taking away?
• What questions do you have?
• What are your next steps?