22
How to Create Leadership Change: DMs, Leaders and You 11 am Dec 6th, 2012 Whitehorse, YT Canada 1045 Chris Hylton 800 449-5866 [email protected] CG Hylton Inc 1

How to Create Change Despite a Reluctant Leader

Embed Size (px)

DESCRIPTION

How to Create Change with a Reluctant Manager. How to Empower Yourself as a Staff Person, desirous to effect change. The role of customer service. The role of research and data collection to help staff make the case for change.

Citation preview

Page 1: How to Create Change Despite a Reluctant Leader

How to Create Leadership Change:DMs, Leaders and You

11 am Dec 6th, 2012 Whitehorse, YTCanada 1045

Chris Hylton800 449-5866 [email protected]

CG Hylton Inc 1

Page 2: How to Create Change Despite a Reluctant Leader

The only person who likes and welcomes change is a wet baby.

The rest of us have to adapt and accept the only thing that is constant

in life -- change.

2CG Hylton Inc

Page 3: How to Create Change Despite a Reluctant Leader

Agenda

You work in a large government organization with many layers of management

You see good reason to change many things, but no one listens

How can You make the case to your DM or Leadership to bring about change?

CG Hylton Inc

3

Page 4: How to Create Change Despite a Reluctant Leader

4

The ideal organization

DM’s and Leaders should Understand innovation process. Be tolerant of criticism Open to new ideas Maintain the pressure to succeed Break down barriers to change

Staff should Idea generators Information gatekeepers Product champions Project managers Innovation leaders Focus on customer satisfactionCG Hylton Inc

Page 5: How to Create Change Despite a Reluctant Leader

CG Hylton Inc

5

Two types of change: Top Down In line with Strategic Plan, Mission

and Vision initiated with the goals of service to customer

Driven by the organization’s top leadership

Success depends on support of middle-level and lower-level staff

Page 6: How to Create Change Despite a Reluctant Leader

6

Bottom-up change

The initiatives for change can come from all levels of the organization, not just top management

Crucial for organizational innovation

Made possible byEmployee empowermentEmployee involvementEmployee participation

CG Hylton Inc

Page 7: How to Create Change Despite a Reluctant Leader

7

What about unplanned change?Response to unanticipated events

Good leaders act on opportunities for reactive change

Good staff can see opportunity to act on new situations

CG Hylton Inc

Page 8: How to Create Change Despite a Reluctant Leader

8

External reasons for change

Changing landscape Competition and market trends

Local economic conditions New laws and regulations Technological developments

Downsizing, offloading, privatizing

Staff are in ideal situation to see opportunities

CG Hylton Inc

Page 9: How to Create Change Despite a Reluctant Leader

Internal forces for change

Arise when change in one part of the system creates the need for change in another part of the system

May be in response to one or more external forces

Staff is on the ground and can see this better than the DM CG Hylton Inc

9

Page 10: How to Create Change Despite a Reluctant Leader

CG Hylton Inc 10

Freeze thaw cycle

FrozenServices are stable if not ideal, change is

not possibleUnfreezing

Prepared for change and reasons for change are developed

ChangingSomething new reorients the system, and

change implementedRefreezing or gelling

Stabilizing change and creating conditions for ongoing success

Page 11: How to Create Change Despite a Reluctant Leader

11

You can be a Change Leader

A change agent who takes leadership responsibility for changing the existing system.

Forward-looking Action oriented Finds and fertilizes new ideas

CG Hylton Inc

Page 12: How to Create Change Despite a Reluctant Leader

12

Role of Staff Leader

Rational persuasion strategy Change through persuasion backed by special

knowledge, empirical data, and rational argument.

You see the data daily, you are on the ground, you deal with the customers

Relies on customer service satisfaction model Relies on belief that reason guides people’s

decisions and actions Common sense

CG Hylton Inc

Page 13: How to Create Change Despite a Reluctant Leader

13

Shared Change Strategy

Engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge

Time consuming but likely to yield high commitment because you are building

Involves others in examining factors related to the issue at hand

Builds a change team, others within the organization, others perhaps outside the organization

Relies on group power and strong interpersonal skills in team situations

CG Hylton Inc

Page 14: How to Create Change Despite a Reluctant Leader

14

Resistance to Change

Fear of unknown Disrupted habits Loss of confidence Loss of control, specialized

knowledge Extra work Loss of face, of purpose

CG Hylton Inc

Page 15: How to Create Change Despite a Reluctant Leader

DM, Other Staff, CustomersPeople experiencing change often go

through a series of steps, similar to the steps of Kubler-Ross of yesterday

Some will never get past denial.Denying the credibility of the

messengerDenying the content of the messageDenying the relevance of the

messageDenying own ability to do anything

about it

Resistance to change

Page 16: How to Create Change Despite a Reluctant Leader

16

Methods for dealing with resistance to change

Service gap analysis Support of customers Lots of data Lots of support in other departments

CG Hylton Inc

Page 17: How to Create Change Despite a Reluctant Leader

17

Data is KingResearch the issue

Systematically collecting data on an the issue

Feeding it back to organization or dept for action

Evaluating results by collecting more data and repeating as necessary

Can be initiated when staff member senses a service gap

CG Hylton Inc

Page 18: How to Create Change Despite a Reluctant Leader

How to collect data

Customer satisfaction surveys Focus groups using structured questions On line surveys Community group meetings If you are in a healthcare organization,

rely on the researchers within your organization to assist you

If not reach out to those familiar with research techniques

CG Hylton Inc

18

Page 19: How to Create Change Despite a Reluctant Leader

19

Change Research Steps

Problem identification Data gathering Research Data analysis and feedback Action planning Action implementation Evaluation and follow-up

CG Hylton Inc

Page 20: How to Create Change Despite a Reluctant Leader

20

Team building

Survey feedback

Inter-group team building

Service delivery redesign

Customer service focus

CG Hylton Inc

Page 21: How to Create Change Despite a Reluctant Leader
Page 22: How to Create Change Despite a Reluctant Leader

Thank you!

CG Hylton Inc would like to thank you for the opportunity to meet with you today

Questions?

[email protected] 800 449-5866