Leading Change

----------------

A Refresher

“Leadership is an influence relationship among leaders and followers who intend

real changes that reflect their mutual purpose

s.”

-Joseph RostLeadership for the 21st

Century

“A leader is, by definition, an innovator…

Learning to lead is learning to manage change.”

-Warren Bennis

LEVELS OF CHANGE

1. Knowledge

2. Attitudes

3. Behaviors

4. Group Behaviors

8 STEPS TOWARD CHANGE(John Kotter)

1.Establish a sense of urgency

(the burning platform)

“The first responsibility of a leader is to define

reality…”

- Max DePree, Leadership is an Art

SWOT Analysis

Strengths / Weaknesses

Opportunities / Threats

2. Create a guiding coalition

- Do they have influence enough to lead and bring others

along?- Will they work as a real team?

2. Create a guiding coalitionInnovators (2%)

Early Adopters (14%)Middle Adopters (68%)Later Adopters (14%)

Slow Movers (2%)

3. Develop vision and strategy

“In the absence of a great dream, pettiness prevails.”

- Peter Senge

VISION

Compelling word picture

of a preferred future

‘…we dream of and work

for the day when…”

Effective Vision Statements are:

God Glorifying

Challenging / Stretching

Visually Stated Short (1-2 pages)

Emotional Achievable

Focused

VISION

CLEAR

(fragmentation) (COHESION)

DIVERSE COMMON

(disintegration) (frustration)

VAGUE

MISSION / PURPOSE

The reason for which the organization exists

Capture in a concise statement

VALUES

Guiding principles by which we operate and for which we’ll fight

STRATEGIC PLANNING

What we will do in the next 5-10 years to fulfill

our mission in alignment with our values so that we realize our vision!

ACTION PLANS

What we will do in the next 6

to 18 months to move us

closer to realizing our vision!

Catalytic moments for change:

• God breaks in (DDI)

• Crisis

• Transition

• Growth +/-

“Dream no small dreams

for they have no power to move men.”

- von Goethe

4. Communicate the vision

- Compellingly

- Creatively

- Consistently

- Continually

5. Empower broad-based action

- Get rid of obstacles

- Encourage risk taking

FORCE FIELD ANALYSIS 

Driving Forces / Restraining Forces 

People for change -> <- People against change  

Values for change -> <- Values against change 

Structures for … -> <- Structures against … 

Benefits for change -> <- Loss from change

FACILITATE CHANGE by … - Reducing opposing forces

- Strengthening driving forces

- Can opposing forces become driving forces?

6. Generate short-term wins

-Plan for visible improvements

-Create opportunities for success

-Visibly reward early achievers

7. Consolidate gains… and introduce more change

Use increased credibility to address systems/structures that don’t facilitate new

vision

8. Anchor new approaches in the culture

Key: leadership succession(Moses – Joshua)

When are people willing to change?

- When they hurt enough

- When they learn enough

- When they believe enough

“Sometimes it takes a painful situation to

make us change our ways.”

- Proverbs 20:30 (Good News)

“Most people have to feel the heat

before they see the light!”

- Rick Warren

“Many people want tochange the world; only a few want to

change themselves.”

- Leo Tolstoy

“We must becomethe change

we want to see.”

- Mahatma Gandhi

“How have you changed in the past 12 months?

What have you learned?

What have you unlearned?

“Healthy churches grow,

growing churches change,

change forces us to trust God,

trust leads to obedience,

obedience makes us healthy,

healthy churches grow.”

James Ryle (adapted from Promise Keepers Clergy Gathering)