April 22-23, 2012Rochester Institute of Technology
Rochester, NY
Rochester
Change: Proving the Mettle of Leadership
Alyssa FoxSenior Manager, Information Development
NetIQ Corporation
23 April 2012
© 2012 NetIQ Corporation. All rights reserved.3
• Get out of firefighter mode so you can honestly assess whether change is needed.
• Talk to as many people at as many levels as you can.
• Recognize there’s a problem, and get the team to agree there’s a problem.
Is There a Need for Change?
© 2012 NetIQ Corporation. All rights reserved.4
*****
Don’t make a change for the sake of making change.
*****
© 2012 NetIQ Corporation. All rights reserved.5
Successful transformation is 70-90% leadership and only 10-30%
management.
© 2012 NetIQ Corporation. All rights reserved.6
• Responses from people– Be empathetic.
– Consider timing.
• Disconnects between ideas on the top and realities on the ground
• Inflexible corporate systems, policies, and procedures
Understand the Barriers to Change
© 2012 NetIQ Corporation. All rights reserved.7
• Find the right membership.– Position power
(enough key players/main line managers?)
– Expertise(various points of view included?)
– Credibility(members have good reputations to be taken seriously?)
– Leadership(enough proven leaders to drive the change?)
• Trust and a common goal are essential to a successful transformation.
Create a Guiding Coalition
© 2012 NetIQ Corporation. All rights reserved.8
• Vision – a picture of the future and why people should strive to create that future.
• Key elements in effectively communicating vision:– Simplicity
– Metaphor, analogy, and example
– Multiple forums
– Repetition
– Leadership by example
– Explanation of seeming inconsistencies
– Give-and-take (two-way communication)
Develop and Communicate the Vision
© 2012 NetIQ Corporation. All rights reserved.9
• Remove structural barriers.
• Provide needed training.
• Align systems to the vision.
• Deal with troublesome managers.
Empower Action
© 2012 NetIQ Corporation. All rights reserved.10
• Role of short-term wins:– Provide evidence that sacrifices are worth it.
– Reward change agents, build morale.
– Help fine-tune vision and strategies.
– Undermine cynics and keep bosses on board.
– Build momentum.
• Characteristics of a good short-term win:– It’s visible.
– It’s unambiguous.
– It’s clearly related to the change effort.
• Don’t fight everything with force.
Generate Short-Term Wins
© 2012 NetIQ Corporation. All rights reserved.11
• Culture is powerful.– Individuals are selected and indoctrinated so well.
– Culture exerts itself through the actions of hundreds or thousands of people.
– All of this happens without much conscious intent and is difficult to challenge or even discuss.
• Anchoring change in a culture comes LAST, not first.
Anchor New Approaches in the Culture
© 2012 NetIQ Corporation. All rights reserved.12
• Resistance is always waiting to reassert itself, and highly interdependent organizations can slow change down.
• Successful change efforts include the following:
– More change, not less.
– More help.
– Leadership from senior management (clarity of shared purpose, keep urgency levels up).
– Project management and leadership from below (lead and manage specific projects).
– Reduction of unnecessary interdependencies.
Perpetuate Change
© 2012 NetIQ Corporation. All rights reserved.13
• Leading Change by John P. Kotter
• Insights You Can Use blog – Esther Derbyhttp://www.estherderby.com/category/insights
• Management Excellence blog – Art Pettyhttp://artpetty.com/blog/
References
13
Rochester
Conference evaluation link:
https://www.surveymonkey.com/s/Spectrum2012-ConferenceEvaluation
Session evaluation link:
https://www.surveymonkey.com/s/Spectrum2012-SessionEvaluation
Recommended
