Download - Leadership and Change Management
Liana GarciaOL663SNHUJune 7, 2013
Leadership and Change
Management
*Organization
Hanover County Community Services Board
Suzy Christopher, LCSWProgram Coordinator, Children’s Services
• Rural community in Central Virginia• Population: 96,309• Provides clinical services to adults and
children• Stakeholders: private, faith-based and
nonprofit providers
*LeadershipThe process of social influence which maximizes the efforts of
others towards the achievement of a goal. (Kruse, 2013)
• Requires a vision that energizes and motivates• Be a team leader: concern for people and productivity• Focus on accomplishments over authority• Empower through trust, respect and credibility• Communicate with questions, feedback, symbols and stories
*Organizational Development
*Organization*Workplace*Tasks*People
*Rewards*Metrics*Information Distribution*Decision Allocation
Adapt to present conditions utilizing interventions that enable a balance of
compliance and autonomy
Elements of an organization that are affected by a change initiative
*Kotter’s 8 Steps
Theory E:• Economics
focused• Value
shareholders• Top-down
leadership
Theory O:• Values
participation• Capabilities of
the organization
Leaders should assess past performance and existing relationships with employees before undertaking a change
initiative. • Strengths• Weaknesses
*Change Initiative
*Hanover County needed to reevaluate their on-call after hours crisis hotline program*Previously operated by part-time staff*Master clinicians will take on-call rotation
7-8 times per year
Set the Tone
*Match words with actions
*Speak with passion
* Insight to recognize
areas of need
Champions for Change
* Seek volunteers with
energy and excitement for
the change initiative
*How will it improve the
organization?
*Urgency
*The Guiding Team
Build a strong guiding team that is diverse with unique skills and perspectives.
Credibility and innovation of the members of the guiding team lead to higher levels of productivity and success.Hanover County was forced to reevaluate current team members and devise a new plan for success.
*Vision
Vision and strategy guide the way and lead the organization to a successful change initiative.
• How will the organization look after the change?• Is it focused?• Is it flexible to adapt when needed?• Solid and emotionally appealing?
The vision is based on clear personal values while exploring different opinions in order to lead to success.
*Buy-In
What’s In It For me?To ensure full participation, focus on communication and training interventionsCombat resistance through group meetings, focus groups, and surveys.
Practice active listening and empowerment to create buy-in and excitement for the change initiative.
Change Barriers• Negative perceptions• Fear• Frustration• Ambiguity
*Action!
Empower action &Promote growth
• What must employees do?• What should employees do?• What may employees do?
Remove leadership, system, emotional, and information barriersEnsure active participationMaintain commitment and dedication
*Short Term Wins
Create wins that are:• Visible• Unambiguous• Related
Opportunities to create trust and credibility
Build morale by telling stories and relaying positive messages
*Don’t Let Up
Persistence is key• Develop performance measures• Career planning • Leadership development
Are you hitting your target?
Manage complacencyEliminate hoopla No false sense of accomplishment
Be mindful of organizational interdependence
*Cultural Change
Successful change initiatives leave a lasting cultural change
Achieved through:• Transparency and authentic
communication• Inclusive and collaborative
workplaceCreates shared ownership and
commitment
*Knowledge Management
The free flow and management of explicit, tacit, and embedded knowledgeProvide two-way communication and learning opportunities to facilitate decision making capabilities
Utilize incentives and common goals
Share artifacts such as records, reports and data for visible and examinable knowledge
*Problem Solving
Did you know?Change initiatives have a 60-70% failure rate
Why?Lack of leadership developmentDeclare victory too soonIntegration issuesFailure to recognize drivers of changeUnmanaged complacency
*Conclusion
*Change effort brought improved services to members of the community*Eliminated financial waste*Improved inclusion and camaraderie among
clinicians*Eased anxiety and resistance through group
meetings, brown bag lunches, and mentoring
*References
Ashkenas, R. (2013, April 16). Change management needs to change. Harvard Business Review: HBR Blog Network. Retrieved from http://blogs.hbr.org/ashkenas/2013/04/change-management-needs-to-cha.html
Bailey, L. (2013, May 24). CEO’s vision and talent development go hand in hand. TLNT. Retrieved from http://www.tlnt.com/2013/05/24/ceos-vision-and-talent-development-go-hand-in-hand/
Boot, A. (2013, May 16). Leading change: How focus creates sustainable change. Leadershipwatch. Retrieved from http://leadershipwatch-aadboot.com/2013/05/16/leading-change-how-focus-creates-sustainable-change/
Buckley, P. (2013, May 16). The first thing leaders need to do when leading a big change. Great Leadership. Retrieved from http://www.greatleadershipbydan.com/2013/05/the-first-thing-leaders-need-to-do-when.html
Calvin, C. (2013). Urgency: Using Steve Jobs’ secret weapon for successful change management. Pledging for Change. Retrieved from http://pledgingforchange.com/guest-blog-posts/urgency-using-steve-jobs-secret-weapon-for-successful-change-management.php
Frost, A. (2010). Knowledge Management. Retrieved from http://www.knowledge-management-tools.net/
Hamel, G. & LaBarre, P. (2013, May 24). How to lead when you’re not in charge. Harvard Business Review: HBR Blog Network. Retrieved from http://blogs.hbr.org/cs/2013/05/how_to_lead_when_youre_not_in.html
*References
Hanover County. (2007, May 9). Human Services Strategic Plan. Hanover County Community Services Board. Retrieved from http://www.co.hanover.va.us/csb/default_HSStrategicPlan.pdf
Hordes, M. (2013, May 22). How to ride the waves of change in your business. Houston BizBlog. Retrieved from http://www.bizjournals.com/houston/blog/2013/05/riding-the-waves-of-change.html
Kotter, J. (2012, February 8). Guiding coalition: A dream team to help you implement strategy quickly. Forbes. Retrieved from http://www.forbes.com/sites/johnkotter/2012/02/08/guiding-coalition-a-dream-team-to-help-you-implement-strategy-quickly/
Kotter, J. (2012, May 2). Barriers to change: The real reason behind the Kodak downfall. Forbes. Retrieved from http://www.forbes.com/sites/johnkotter/2012/05/02/barriers-to-change-the-real-reason-behind-the-kodak-downfall/
Lyons, J.B., Jordan, J., Faas, P., & Swindler, S. (2011). Organizational development goes digital: Applying simulation to organizational change. Journal of Change Management. 11(2). 207-221.
Malkoski, K. (2013, April 24). Overcoming resistance to workplace change with employee participation. Office Snapshots. Retrieved from http://officesnapshots.com/2013/04/24/overcoming-resistance-to-workplace-change-with-employee-participation/
*References
Markovitz, D. (2013, May 16). No one likes to be changed. Harvard Business Review: HBR Blog Network. Retrieved from http://blogs.hbr.org/cs/2013/05/no_one_likes_to_be_changed.html
Miller, D. (2013). Leadership development: How to lead and engage your workforce. Women in Leadership. Retrieved from http://www.womaninleadership.com/2013/05/how-to-lead-and-engage-your-workforce-don-miller.html
Power, B. (2013, May 17). Define your organization’s habits to work more efficiently. Harvard Business Review: HBR Blog Network. Retrieved from http://blogs.hbr.org/cs/2013/05/define_your_organizations_habi.html