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

Project Summit BostonOctober 25, 2011October 25, 2011

Maya Townsend, FounderPartnering ResourcesPartnering Resources

Learning ObjectivesLearning Objectives

• The PM's role as a change leaderThe PM s role as a change leader• Five key factors underlying successful

organizational change effortsg g• The right way to engage people in change

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Maya Townsend• Founder & lead consultant, Partnering Resources

► We help organizations solve complex collaboration problems

• Former instructor in Boston University Corporate Education• Former instructor in Boston University Corporate Education Center’s PM Certificate Program ► Now: Leadership, strategy, collaboration, alignment and change

P bli h d th• Published author► CIO.Com, Chief Learning Officer, Mass High Tech, Talent

Management, and other magazines and journals

S h Edi i l R i B d f OD P i i h► Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the United States

Lik h l t l t

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• Likes chocolate a lot

Pace of Change is IncreasingPace of Change is Increasing

81%81% of managers say the pace of change has

increased compared to the pace 5 years ago

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PMs Make Change HappenPMs Make Change Happen

Project managers are change agentsProject managers are change agents

• They make project goals their own• They make project goals their own

• They inspire a sense of shared purpose within the project team

• They enjoy the organized adrenaline of new challenges y j y g g

• They enjoy the responsibility of driving business results

5Definition: PMI

But Along With ChangeBut Along With Change…

69%More volatile

65%More uncertain

60%More complex

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50% 55% 60% 65% 70%

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

Moving BeyondMoving Beyond…

7Image: Unknown.

EXPERIENCES WITH CHANGE LEADERSHIPLEADERSHIP

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Five Imperatives + How To EngageFive Imperatives + How To Engage

Five ImperativesFive Imperatives1. Active, committed leadership2 A clear case for change2. A clear case for change 3. Embedded change4 Employee participation4. Employee participation5. Smart use of networks

One Overarching Method1 A l 4 ifi t h i

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1. Apply 4+ specific techniques

Using 4+ techniques leads toUsing 4+ techniques leads to10 times greater likelihood of success

Grenny Maxfield & Shimberg MIT Sloan Management Review Fall 2008Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008

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Ways to Create ChangeWays to Create Change

IndividualIndividual SocialSocial StructuralStructuralIndividual: Increase staff motivation and ability to change

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

Structural: Ensure that the environment

hABILITY

MOTIVATION

supports changeABILITY

11Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

INFLUENCING CHANGE AT THE INDIVIDUAL LEVELINDIVIDUAL LEVEL

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I-M: Link to Mission & ValuesI M: Link to Mission & Values

Link to Mission and

Values

For Individual MotivationHelp people link change to the

13Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

Values mission and values

I-A: Overinvest in Skill BuildingI A: Overinvest in Skill Building

For Individual AbilityHelp people build skill over time

Overinvest in Skill-Building

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Help people build skill over timeSkill Building

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

INFLUENCING CHANGE AT THE SOCIAL LEVELSOCIAL LEVEL

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So-M: Use Peer PressureSo M: Use Peer Pressure

For Social MotivationCreate social momentum

Use Peer Pressure

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Create social momentum

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

So-A: Create Social SupportSo A: Create Social Support

For Social AbilityCreate Social

Make sure support is there when people need it

Create Social Support

17Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

INFLUENCING CHANGE AT THE STRUCTURAL LEVELSTRUCTURAL LEVEL

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St-M: Align Reward Systems St M: Align Reward Systems

For Structural MotivationFor Structural MotivationMake the money match the message

Align Reward Systems

g

19Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

St-A: Change the EnvironmentSt A: Change the Environment

For Structural AbilityFor Structural AbilityMake the environment match the message

Change the Environment

g

20Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.

WHERE TO GO FROM HERE

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Learn MoreLearn More• 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 ReviewManagement 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.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 Vi i t OD P titi

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

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

• What are you taking away?

• What questions do you have?

• What are your next steps?