John Kotter. Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency. Slide 2

Transcription

1 5

2 John Kotter Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency Slide 2

3 Succeeding in a Changing World Did not try to change They tried and failed They tried and succeeded but did not attain the level of aspiration 70%

4 Behavior: The Scorecard of Change What Are We Really Changing? People and their Habits What Are Habits? Behavior that has become patterned in our routines over time What is Behavior? The best visible indicator of our success in creating change Pay Attention To Behaviors Slide 4

5 Leaders of Change And Me Alice: tough, practical. Makes things happen. Doesn t care about status, treats everyone the same. Impossible to intimidate. Louis: willing to listen. Enough experience to be wise. Fred: Amazingly creative and observant. Studies things carefully, The Professor: well read, logical and independent, ruthless thinker. Not the most social bird Buddy: Friendly, handsome. Story teller, Liked and trusted by many. The Heroes: helpers, the scouts and planners and many more. My Favorite Characters Slide 5

6 NoNo People/Culture People protecting their jobs Tried before and it failed Lack of trust Passive employees That is the way it has always been Resources technology antiquated Budget not aligned with new requirements Lack of personel Not up to date Difficult to use Customised by IT person Slide 6 Technology Performance management system that is in conflict with new roles & goals Too many decision making layers Best practises ignored Systems/Processes

7 Exploring Our Iceberg The BIG Picture We need to Align HR and Compensation Our Colony does not see itself as ONE colony but many Teamwork is not rewarded here I love being a scout! We don t listen to our Fred s Our Heroes are working on the shop floor Slide 7

8 Exploring the 8 Steps Step 1: Create a Sense of Urgency Step 2: Pull Together the Guiding Team Step 3: Develop the Change Vision & Strategy Step 4: Communicate for Buy-in Step 5: Empower Others to Act Step 6: Produce Short-term Wins Step 7: Don t Let Up Step 8: Create a New Culture Slide 8

9 Exploring the 8 Steps Sequence and Cycles Change Culture Create a Sense of Urgency Don t Let Up Pull Together the Guiding Team Produce Short term Wins Create the Vision and Strategy Empower Others to Act Communicate for Buy-in Slide 9

10 Sense of Urgency Building a Sense of Urgency is the foundation because it deals with People s Emotion; their commitmen to Change If people are not sufficiently and emotionally bought in - the change effort will fail. (This is what Kotter refers to as the HEART of change). Slide 10

11 False Sense Of Urgency Actions are not focused on critical activities Difficulty co-originating meetings People run from meeting to meeting No decision making at meetings, or constructive conclusion No action between meetings CEO does not actively participate Sales and margins fall Blame products not the sales team Everyone blames everyone else Lack of team work Slide 11

12 Sense of Urgency Aims at the heart as well as the mind Do not mistake activity for productivity A true sense of urgency comes from LEADERSHIP You need to get the sense of urgency as high as possible with as many people as possible Slide 12

13 Sense of Urgency what it is about? Behaviour where people are alert Scanning the environment Always looking for information that is concerned with success or survival Accomplish something every day Accomplish something from every meeting Hold meetings with purpose With a false sense of urgency people often miss key issues. People move at 30 km/hr when 60km.hr is needed Slide 13

14 Exploring the 8 Steps In Depth A Sense of Urgency: Help others see the need for change and the importance of acting immediately. STEP 1 DONE WELL: What behaviors and/or activities should be observed? Delegating less critical activities to your team or other teams Sharing customer data to illustrate external pressures Meeting with teams and employees to share the new vision Listening to employees concerns about the future Reaching out to those not supporting the new direction Talking with emotion, speaking to the future opportunity Addressing past change challenges to show why this time is different NOT DONE WELL: What behaviors and/or activities should we observe? Running from meeting to meeting with no clear focus or purpose Blaming others for significant problems and not personally changing Leaving meetings with no clear outcome of what must be done next Delegating critical issues with little involvement of key people Spending long hours developing data driven presentations on why change is necessary Accepting critical assignments completed late and with low quality Agreeing to act, but not following through Worrying only about your team or group and not the organization STEPPING FORWARD: Developing an environment where a majority understand the need to change and buy-in emotionally to the new direction Step Forward Slide 14

15 Exploring the 8 Steps In Depth Guiding Team: Make sure there is a powerful group guiding the change one with leadership skills, credibility, communications ability, authority, analytical skills and urgency. STEP 2 DONE WELL: What behaviors and/or activities should be observed? Staying on track regarding their approach and direction Having open and honest discussion about problems, issues, and progress Making tough decisions rapidly Communicating frequently and clearly Effectively resolving issues using all members knowledge and input Understanding and believing in the importance and urgency of the change effort NOT DONE WELL: What behaviors and/or activities should we observe? Challenge accessing resources, information, and support to progress rapidly People not motivating and inspiring others to the change No supporting and helping from specific groups in the organization. Senior Leadership team meeting agendas are not accessible Meeting one-on-one with key leaders when needed is not available Making important decisions using a lengthy approval and review process. Receiving little or no confidence from the senior staff. STEPPING FORWARD: The right people on the guiding teams will overcome obstacles and continuously champion the vision to become a reality. Step Forward Slide 15

16 Exploring the 8 Steps In Depth Change Vision & Strategy: Clarify how the future will be different from the past, and how you can make that future a reality. STEP 3 DONE WELL: What behaviors and/or activities should be observed? Sharing a compelling and focused picture of change Aligning behavior and attitudes to the vision Clearly identifying the behaviors to be added, removed, or maintained Defining a sound strategy for how the vision will be achieved Demonstrating the feasibility of the strategic goals. Communicating without detailed directives or endless meetings Figuring out what to do without checking constantly with a manager NOT DONE WELL: What behaviors and/or activities should we observe? Groups or individuals have trouble visualizing the future People are not emotionally connecting to the future People expressing concern why this change is really necessary Continue operating in the current state within usual comfortable routines Key stakeholders are not attracted to the long term view of the vision Talking about the vision s goals as unrealistic and immeasurable. Vision not clarifying what is important and guiding decision making. Allocating limited resources to ensure the success of the change Slide 16

17 Exploring the 8 Steps In Depth Communication and Buy-in: Make sure as many others as possible understand the accept the vision and the strategy. STEP 4 DONE WELL: What behaviors and/or activities should be observed? Managers expressing the vision in their own words People openly discussing the vision, the goals, and the strategy in routine or informal meetings. Embedding the vision in everyday communications Incorporating new terms into the corporate vocabulary Managers bringing the vision into conversations to support routine decisions and actions. NOT DONE WELL: What behaviors and/or activities should we observe? Lacking energy and needed focus for attaining the new goals Decision making continuing to rely on past norms or practices No accountability or consequences for behavior not aligned with the vision Few volunteering or getting involved with their assistance and support Leaders not clarifying the vision for their group or team The guiding team not receiving push back from various parts of the organization. STEPPING FORWARD: Employees have the motive to change and are open to learning about the new direction Slide 17 Step Forward

18 Exploring the 8 Steps In Depth Empower Others to Act: Remove as many barriers as possible so that those who want to make the vision a reality can do so. STEP 5 STEPPING FORWARD: DONE WELL: What behaviors and/or activities should be observed? Increasing the amount of change activities as more people get involved Participating in change related activities becomes routine Increasing quality and quantity of feedback from different groups Open, honest discussions addressing conflicts and problems happening more frequently Identifying issues and problems and quickly acting upon them Spontaneously offering feedback and suggestions Proposing and testing new ideas More informal talk about the initiative occurring The Change initiative becoming a regular topic on management agendas NOT DONE WELL: What behaviors and/or activities should we observe? People avoiding or not addressing problems; too much fear in system People becoming frustrated and making mistakes Change teams working long hours with little result Ignoring new ideas generated Recycling decisions long after being approved Lowering priority of change efforts People giving up, even after being successful People see how their individual performance is moving the change effort and the organization forward. Slide 18 Step Forward

19 Exploring the 8 Steps In Depth Short Terms Wins: Create some visible, unambiguous successes as soon as possible. STEP 6 DONE WELL: What behaviors and/or activities should be observed? Balancing change efforts between shortterm wins and long-term results Discussing tangible results among stakeholders Talking about the vision as something achievable Key influencers demonstrating progress using positive results Recognizing and celebrating important achievements Supporters start actively participating in the process NOT DONE WELL: What behaviors and/or activities should we observe? are not shared in a timely and open manner Decreasing support as recognition is not tied to change effort Not targeting people most affected by change for recognition STEPPING FORWARD: After initial success, groups with a true sense of urgency refuse to let their organizations slide back into a comfortable complacency. Step Forward Slide 19

20 Exploring the 8 Steps In Depth Don t Let Up: Press harder and faster after the first success. change after change until the vision is a reality. STEP 7 DONE WELL: What behaviors and/or activities should be observed? Launching new projects and initiatives to make more significant changes Adjusting performance related systems and HR infrastructures to fit the vision Actively monitoring and measuring the progress of the change Talking about progress and success of the change NOT DONE WELL: What behaviors and/or activities should we observe? Delaying planned change Ignoring issues identified and marked for action Key leaders are unavailable for meetings and presentations Committing secured resources to other priorities. Prioritization unclear as new change initiatives begin to overlap Directing limited time and effort to support managers and employees during the transition Slide 20

21 Exploring the 8 Steps In Depth Anchor in Culture: Hold on to new ways of behaving, and make sure they succeed, until they become strong enough to replace old traditions. STEP 8 DONE WELL: What behaviors and/or activities should be observed? Seeking change leaders for advice and input Evaluating the results of the changes to learn how best to improve Making more decisions consistent with the vision Describing how things have changed using old behaviors and traditions Gaining more influence by Change leaders and promoters Seeking to understand what success looks like in the new environment NOT DONE WELL: What behaviors and/or activities should we observe? Challenging, questioning, or discounting benefits of change Focusing on costs and sacrifices Making decisions consistent with historical success and part practices. Relying upon old behaviors and traditions to rationalize mistakes and justify new decisions. People acting consistent with the way they have been successful in the past. STEPPING FORWARD: What can we do in this step to ensure success in the next step? People are ready to embrace new changes to their work life and proactively support (and lead) new initiatives. Slide 21 Step Forward

22 8 Steps HOW WERE THESE IMPLEMENTED? Asked what will make it stick Looked at what they did Tried not to fall back to old ways Change Culture Create a Sense of Urgency Leader went onto the floor Asked questions Demonstrated his own sense of urgency Did not say we can t Found a way to do it Changed plant twice Don t Let Up Pull Together the Guiding Team Involved the union in the team honest discussions Shaved head of supervisor Made it visible Produce Short term Wins Create the Vision and Strategy Used an idea from previous experience, discussed it, modified it Empower Others to Act Asked what they need Gave then what they want Communicate for Buy-in Posters on the wall Weekly newsletter in washrooms Bombarded with comms Slide 22

23 Additional sources: Slide 23