‘The pessimist complains about the windThe optimist expects it to changeThe leader adjusts the sails’

Real Time Strategic Change

Learning Series

Session I

February 18, 2009

Who is Here?

•First and last name

•Where are you logging in from (and if different, where you live)

•How you’re feeling today

•Best movie you’ve seen recently and why

Consultant, Author, Teacher, and Learner

• Corning

• Ford

• Marriott

• Mobil

• National Health Service (UK)

• National Forest Service (US)

• New York City

• Executive Excellence

• Consulting to Management

• Leader to Leader

• New York Times

• Strategy and Leadership

• Strategic HR Review

Winds of Change Group...

We help people get clear, connected,

committed, and achieving common goals.

Three ways we make a difference:

• Partner with you throughout your change effort

• Get hundreds of people making needed changes in days

• Help you make fast and lasting changes on your own

Who Here Has Already Participated in a Webinar?

What tips and advice would you offer the rest of us based on your experience?

Series Purpose

To learn how to make the

future happen faster in all

of your change work.

Series Outcomes

• Understand and be able to apply the six RTSC principles to accelerate all of your change work

• Know the best ways, best times, and best people to include in your change work to achieve the best results

• Understand how to identify key leverage points to accelerate your change work

• Gain insights that you can act on right away

• Know ways that you can support or sabotage your efforts

To set you up for success in the Series by:

• Beginning to build our Learning Community

• Getting an overview of RTSC

• Understanding how the course can meet your unique needs

Session I Purpose

Session I Outcomes

• Clarify what you want to learn during the Series

• Understand how to best leverage the ways we’ll be working together for your own learning

• Appreciate the depth and breadth of RTSC work

• Recognize how RTSC is the same and how it’s different from your current change work

• See how RTSC can be applied in any situation

Agenda

• Welcome/Introductions

• How We’re Going to Work Together

• RTSC Evolution and History

• What is RTSC?

• Ways and Places RTSC Has Been Applied

• Integrating RTSC Into Your Current Work

What Led You To Sign Up For This Series?

What Will Make You Say... “Wow! This was Awesome!”

How We’re Going to Work TogetherOn-Line Learning

• Material Presented

• Questions and Answers

• “Buddy” / Breakout Work

• Virtual Think Tank

How We’re Going to Work Together:Off-Line Learning

• Review Archived Sessions

• Applying insights, ideas to your daily work

• “Buddy” chats

History and Evolution of RTSC

A Real Time Strategic Change Story...

• Three people working...

• “I am cutting a stone”

• “I am cutting a corner stone”

• “I am building a cathedral”

The Essence of Real Time Strategic Change

"I know no safe depositary of the ultimate powers of the society but the people themselves; and if we think them not enlightened enough to exercise their control with a wholesome discretion, the remedy is not to take it from them, but to inform their discretion...

Thomas Jefferson, 1820

What is Real Time Strategic Change?

Real Time Strategic Change Principles

Real

Time

Preferred

Future

Create

Community

Build

Understanding Reality is a

key driver

Engagement

Think and act in real time Live in your future and plan for it at the

same time. When you think and act as if you were already the organization you

want to become, your desired future happens faster.

Get clear on your preferred future Combine the best of your past and present

and compelling visions for your desired future. When you build this integrated picture, people

are energized to make it real.

Create community Ensure people feel allegiance to their

respective part of the organization and allegiance to the larger whole.

When these dual alliances exist, people collaborate as part of something larger than themselves

that they have created and believe in.

Build understanding Share information that needs to be common

throughout the entire organization and restrict custom information that meets unique needs

to specific parts. When people understand the big picture and how their work is related, it leads to aligned action.

Make reality a key driver Expand your thinking by looking outside your

organization to gain perspective and focus inside your organization to gain insight. When people

maintain these two points of view, they make more informed decisions and are better prepared to respond to emerging issues and

opportunities.

Engage and include Clear direction with limited inclusion

and broad-based participation can both be engaging. Keep asking, “Who are

the key stakeholders and how can we engage them?” to build commitment and ensure you get the right answers

for your organization.

All

RTSC

Work

Real Time Strategic Change Areas of Work

ScopingPossibilities

Creating Organization-Wide

CongruenceDeveloping and Aligning Leadership

Some Features of RTSC

• Future Happens Faster

• Purpose and Outcomes Driven

• Principle Based

• Great Flexibility in Application

• Multiple Roles for Everybody

• Systems Perspective

• Highly Inclusive / Freely Shared Data

• Builds Sustainable Organizational Capacity

How is RTSC the Same and Different From Your Current Practice?

Ways and Places RTSC Has Been Applied on a Large Scale

Ways and Places RTSC Has Been Applied on a Small Scale

• Senior Leadership Strategy Development

• Coaching

• Conflict Resolution

• Career Planning

• Staff Meetings

• Speaking/Presentations

Any Other Ideas...?

Consulting Critical Success Factors For RTSC Work...

• Think and act as if the future were now

• Work in your part of the system; focus on the whole system

• Clear purpose and outcomes for all work

• “The many” design for “the many”

• The more you live the RTSC principles, the faster you create your preferred future

• Change work is real work; real work is change work

• Move what might traditionally happen further downstream back upstream in the process

Leadership Critical Success Factors For RTSC Work

• Formal and informal leaders need to:

• Understand the scope and scale of the work before them

• Find opportunities to display visible, tangible commitment to the effort

• Dedicate time, energy, and significant organizational resources

• Do their daily work in ways that are congruent with the organization's preferred future

Integrating RTSC Into Your Current Work -- Getting Clear About Purpose and Outcomes

Why Bother With Purpose and Outcomes?

• Clarifies what to include / exclude

• Guides what to do, whom to involve, what discussions to have, and what decisions to make

• Scales from organization, to change effort, to initiative, to event, to meeting, to conversation

• Reduces anxiety – clear what you are up to

• Answers the question “Why bother?”

• Helps resist the seduction of going straight to activities

Examples of Purpose Statements

Vague Purpose• To make the place better

Limiting Purpose• To improve our working relationships so we can

become a world-class organization

Purpose With Meaning For Senior Management Only • To achieve improvements of $30 million

Purpose With Meaning For Everyone• To improve the performance, efficiency, quality, and

satisfaction of patients and employees of our hospital

“Case Study” Purpose

Improve the concept and approach we will use

for Team Development for the Execution Phase

of our Strategic Planning.

“Case Study” Outcomes

• Understand how we got in the room today

• The Execution Phase of the Strategic Planning effort

• The structure of teams in this Phase, how they relate to each other, and what their job is

• Additional resources I believe will make us more effective in this Phase of work.

• Understand the approaches we’re planning on using going forward

• What they are

• How they have helped other Strategic Planning processes

• How they can help the teams who will be leading the next stage of planning and implementation of our Strategic Plan

Purpose and Outcomes: “Buddy Work”

1. Identify a current project that would benefit from RTSC

2. Who are the key stakeholders in this work?

3. How would they define success?

4. What would bring “greater health” to the system?

5. Capture these ideas in a clear, simple statement

• Remember to focus on results, not activities

• Use the “5 Why” approach

Getting to a Purpose Statement

To have a great set of slides for Session I• Why?

To make it easy for people to follow along• Why?

So that people “feel smart”• Why?

So everyone has a good start to the Series• Why?

To set you up for success in the Series

Pulse Check: What Worked For You?

Pulse Check: o What can we do to improve for Session II?

Additional Resources

•Learning Series “After Hours” Chat Room

•Winds of Change Group Website

•Winds of Change Group Blog

http://virtualthinktank.ning.com/group/realtimestrategicchangelearningseries

http://windsofchangegroup.com

http://windsofchangegroup.typepad.com/blog/

See You Online and at Session II of the Real Time Strategic Change Learning Series!

Session II: March 23Session III: April 24Session IV: May 18

All Sessions Begin at 1:00 PM EST

(Please reserve 90 minutes for each session)