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