Leading Organizational Change · 2020-01-24 · Slide 2 ©Temple University’s Fox School of...

Leading Organizational ChangePresented By:

Professor Marilyn Anthony - Strategy Department & Fox Management Consulting Group, Temple University

January 16, 2020

©Temple University’s Fox School of Business Center for Executive Education – 2019 – do not distribute.Slide 2

Learning Objectives

• Recognize the fundamental elements of successful change initiatives

• Explore the role of team dynamics and motivators

• Share and practice tactics to advance successful organizational change

• Encourage a personal change process for your leadership and communication style


Today’s Agenda• 9:00• 9:10

- 9:10- 9:25

amam

IntroductionsContext and Research Summary

• 9:25 - 9:35 am Alignment Exercise• 9:35 - 9:50 am• 9:50 - 10:05 am• 10:05 - 11:00 am• 11:00 - 11:55 am• 11:55 - 12:00pm

BreakTeam Dynamics and Motivation Team Designed Project SolutionsSolution Sharing Course Close Out


Shout-Out to Course Co-Creators• Carmen DiFelice -Independence Blue Cross, Manager Data Quality and

Governance

• Liz Garvison - Saint-Gobain, Sr. Manager of Transformation Enablement

• LaTonya Hammond –Progeny Health, Product Operations Manager

• Ruchi Kapoor - Freedom Mortgage VP, Growth Strategy

• Jennifer McGlone –Progeny Health, Director of Implementation and Strategic Solutions

• Stacey Stroud – Progeny Health, Product and Project Manager


I am more likely to enthusiastically support achange initiative if…

I am more likely to actively support a change initiative if…


Kotter’s 8 Steps to Transforming Your Organization—for Good!

4

5

6

7

8John L. Kotter, 1995

“Leading Change: Why Transformation Efforts Fail.”


1.. Establish a Sense of Urgency

• Identify the problem• Enlist aggressive cooperation • Recruit 3rd party “messenger”• Ideal timing-- a change in leadership• Doing nothing is more dangerous than taking

action---face the risks• 50% of the failure of change initiatives at

this stage• Aim for 75% management buy in


2. Form a Guiding Coalition

• Recruit for “title, information & expertise, reputations and relationships”

• Powerful individuals + team players

• Powerful external allies • Operate outside traditional

hierarchies • Identify strong leadership • Use outside retreats


Key Takeaways fromCo-CreatorsTo Do: Phase One—Getting Started


3. Create a Vision

• Able to be communicated easily to various stakeholders

• Aim for elevator pitch (under 5 min)

• Not about plans and processes but about outcomes

• Develop strategies to realize the vision


4. Communicate the Vision

Multi-platformmethods

Single company wide meeting- not

enough!

Infuse vision in all communications

Ongoing meetings,

newsletters,management

trainings

Model & reward new behaviors

Expect it of others

Provide feedback topromote progress


Key Takeaways fromCo-Creators

Establish credibility, recruit “believers”, cross-functional

where possible

Paint a clear picture of the end result

Have champions who walk the walk

Admit mistakes, be willing to adapt

Cultivate & leverage relationships

Reinforce with executive “socialization”

If you add, can yousubtract?

Be patient with disagreement

To Do: Phase Two- Building Buy In


5. Empower Others to Act on the Vision

Anticipate and

remove obstacles to change:

Processes

Siloed work groups

Protocols & reporting structures

Risk aversionTraditional

thinking and activities

People who are not “on the bus”


7. Consolidate Improvements to Produce more change

• Use credibility to change other obstacles to the vision;

• Hire, promote and developemployees who can implement the vision

• Refresh and reinvigorate the plan with new projects

• Create themes and introducenew agents of change

• Embedding change in an organization can take 5-10 years

• Watch out for the pitfall of declaring early victory


6. Plan For and Create Short-Term Wins

Create visible improvements Not more than 12-24 months; shorter is much better

Be deliberate about specific attainable goals

Recognize & reward those responsible

Must be realistic andmeaningful

Milestones consistent withlong term goals

Essential to keep up thepressure to change


8. Institutionalize the InnovationPromote the connection between new approaches and organizational success

Not the individual but the group doing things differently

Build in leadership development and successionplans

Use the learning, credibility and momentum to go after the next big target

New leadership must continue the commitment aschampions, not just as passive acceptors


Key Takeaways fromCo-Creators

To Do: Phase Three- Maintain Momentum

Start small, pilot ideas, build trust

Repetition of the goal; benchmark progress

Minimize risk of change vs. risk of “business as

usual”Provide line support in

rollout

Be patient

Be honestPay attention to

changes all around: market, management,

customers

Use success to attract more new willing

adopters


Key Takeaways from Co-Creators

Not To Do:• Tell, don’t ask first

• Make a half-hearted commitment

• Disregard the personal pain involved in change

• Underestimate the time involved

• Assume not earn credibility and authority

• Disregard the resistors

• Ignore warning signs

• Have a “better idea”

• Discount implications


Key Takeaways from Co-Creators

Not To Do:• Believe what worked

yesterday will work today

• Rely on infrequent communication

• Be less than honest

• Only accept top down change

• Make it personal

• Focus only on the destination,not the journey

• Assume the innovation is permanent

• Let slow progress signal defeat


Time to Move; Ideas to Prove

• All stand and form two lines, facing each other

• “A” line and “B” line

• On my signal, count to 3---A line says “1”, B says “2”, etc.

• Next, instead of saying “1”, clap your hands.

• Keep counting off 2, 3. Repeat.

• On my signal, substitute a Stomp for “2”.

• Keep counting 3.

• Finally, no more speaking. Clap, Stomp, WIGGLE!


What does 1,2,3, Clap, Stomp, Wiggle Demonstrate?


BREAK TIME


Tuckman on Group Dynamics

Adjourning

Fig 2: Team Development stages


Managing and Motivating Change Day-to-Day

• https://hbr.org/2011/05/the-power-of-small-wins

https://hbr.org/2011/05/the-power-of-small-wins


Adding in Motivation

“Come up with a vision that not only reflects the direction of a company, but moves people, inspires people to make it a reality.”Indra Nooyi CEO, PepsiCo


Individual motivation is essential to leading changeEngage the whole worker:• Heart-service to people• Head-clear value proposition• Ears-solicit & listen• Feet- MBWA (management by walking

around)


Motivational Capital

• What “hard assets” do you control?

• What “soft assets” might you also have?

• 9 Out of 10 People Are Willing to Earn Less Money to Do More-Meaningful Work

https://hbr.org/2018/11/9-out-of-10-people-are-willing-to-earn-less-money-to-do-more-meaningful-work


Real Work Change Initiative: Challenges

You sent us your problems---let’s collaborate to design solutions! Please review the

Challenge handout.


Real Work Change Initiative: Solutions

50 Minute WorkoutA. Please select a Challenge that speaks to youB. Form a team of 5-7 members (including the “author” of the

challenge)C. Identify the key roadblocksD. Using the elements of organizational change, design a

workplan to lead this change initiativeE. Be as specific as possible, including reasonable

timeframes and resources requiredWe’ll wrap up with 3-5 minute team presentations of your recommendations with class comments.


Kotter’s 8 Steps to Transforming Your Organization—for Good!

4

5

6

7

8John L. Kotter, 1995

“Leading Change: Why Transformation Efforts Fail.”


Real Work Change Initiative: REPORT OUT

3-5 Minute Summary- We’ll close out class with team presentations of your recommended plan for leading changeA. Briefly describe the ChallengeB. Identify the key roadblocksC. Using the elements of organizational change, describe

your proposed workplan to lead this initiativeD. Be as specific as possible, including reasonable

timeframes and resources requiredE. Was there an “AHA” moment?F. Peer feedback from the class


Reflecting on Your Unique Style


“Leave the Crown in the Garage”

These 7 lessons translate into the characteristics of a great leader:

Vision. Persistence. Persuasion. Listening.Learning. Collaborating. Humility.


“Always remember that you are absolutely unique. Just like everyone else.”Margaret Mead Quotes. (n.d.). BrainyQuote.com. Retrieved January 22, 2019, from BrainyQuote.com Web site: https://www.brainyquote.com/quotes/margaret_mead_141040

http://www.brainyquote.com/quotes/margaret_mead_141040


Leading Organizational Change


Additional Readings and Resources• “Radical Change, the Quiet Way”, Debra E. Meyerson HBR

October 2001

• “The Real Reason People Won’t Change”, Robert Kegan and Lisa Laskow Lahey HBRNovember 2001

• Messy: The Power of Disorder to Transform Our Lives by Tim Harford

• How Frustration Can Make Us More Creative, Tim Harford TEDtalk

https://www.ted.com/talks/tim_harford_how_messy_problems_can_inspire_creativity

Leading Organizational Change · 2020-01-24 · Slide 2 ©Temple University’s Fox School of...

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