Becoming Change Leader 2012

Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012

www.partneringresources.com

Maya Townsend, FounderPartnering Resources

Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its

Change Goals

Learning Objectives

• The one approach that makes a change initiative 10 times more likely to succeed.

• The six methods of creating change in organizations.

• How leaders can use the six methods to help create change.

• How leaders can choose the best fit for their projects or initiatives.



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Pace of Change is Increasing

81% of managers say the pace of change has

increased compared to the pace 5 years ago

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And Along With Change Comes…

60%

65%

69%

50% 55% 60% 65% 70%

More complexity

More uncertainty

More volatility

Data: IBM (2010) “Capitalizing on Complexity.”



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Moving Beyond…

Image: Unknown.

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Experiences with Change Leadership

• Think of a change initiative that you admire

• Identify: What happened during the initiative that helped people change? ► What did the leaders do?

► What supports were put in place?



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Using 4+ techniques leads to

10 times greater likelihood of successGrenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008

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Ways to Create Change

IndividualIndividual SocialSocial StructuralStructuralIndividual: Increase staff motivation and ability to change

Social: Create social networks and relationships that value and reward change

Structural: Ensure that the environment supports change

Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

ABILITY

MOTIVATION



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I-M: Link to Mission & Values


Link to Mission and

Values

For Individual Motivation

Help people link change to the mission and values

Techniques:Public testimonialsStorytellingFuture mapping

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I-A: Overinvest in Skill Building

For Individual Ability

Help people build skill over timeOverinvest in Skill-Building


Techniques:Periodic trainingImmediate feedback WebinarsSimulations



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So-M: Use Peer Pressure

For Social Motivation

Create social momentum Use Peer Pressure


Techniques:Engage informal leadersTrain all informal leaders to model the new behaviorsInvolve the “squeaky wheels” earlyReinforce leadership commitment to change

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So-A: Create Social Support

For Social Ability

Make sure support is there when people need it

Create Social Support


Techniques:On-the-job coachingCreate special reinforcement for tough challengesCreate easy ways for people to get help



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Stronger Networks & Project Success

• 93% of successful change initiatives were led by people with very strong / strong personal networks

while

• Only 27% of less successful change initiatives were led by people with very strong / strong networks

Very Strong

36%

Strong57%

Successful Projects

Strong27%

Less Successful Projects

Data: NEHRA / Partnering Resources study (2009).

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St-M: Align Reward Systems

For Structural Motivation

Help match motivation to the message

Align Reward Systems


Techniques:Link formal rewards systems to the changeMake clear the consequences of not changingFind informal ways to recognize changeHold people accountable



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St-A: Change the Environment

For Structural Ability

Make the environment match the message

Change the Environment


Techniques:Change the workplace to remove obstaclesProvide software or other enabling toolsShare information and measures

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Current State Inventory

• Use the Action Planning Guide to identify which techniques you’re using today on current project or initiative.

• Find a partner and review techniques.

• Analyze: What might you add? What might you improve?

• Plan: What three steps will you take in order to take action?



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Where To Go From Here• 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 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. 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 Viewpoint. OD Practitioner.

• Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner.

Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its Change Goals

What questions do you have?



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Maya Townsend

• Founder & lead consultant, Partnering Resources

► We help organizations meet complex change and collaboration challenges

• Teaches at Boston University Corporate Education Center

• Prolific author

► Articles: Chief Learning Officer, Talent Management, CIO, Mass High Tech, and others

► Blogs: Future of Work Enabled & Partnering Resources

► Books (co-author / co-editor)

• Strategic HR: Best Practices in Organization Development from the OD Network (11/28/2012)

• NTL Handbook of OD & Change (2nd ed., publication date TBD)

• Likes chocolate a lot