three solutions for leading transformational change

Three Solutions

For Leading Transformational

Change

©GrowthRiver2016,allrightsreserved Growth River -- Change Leadership Experts

With…LeadershipTeamsBusinessModelsOrganizaConalStructuresBusinessCultures

Three Solutions


Change

©GrowthRiver2016;allrightsreserved Growth River -- Change Leadership Experts


Three Solutions


Change


PresenterRichardS.Hawkes,CEO

GrowthRiver,LLC


Three Solutions


Change


PresenterRichardS.Hawkes,CEO

GrowthRiver,LLC

Housekeeping•  30–40minscorematerial.•  Freeformbackandforth.•  Check-inevery7–10mins.•  TypeintothequesConbox.•  Soundcheck.

Imagine...

•  YouarealeaderinanorganizaCon.

•  FrustratedbecauseyourorganizaConcan’tseemtogetoutofitsownway.

•  Transforma/onalchangeisneededtounleashpoten/al–your’s,yourteam’sandyourbusiness’s.

BusinessModel

BusinessCulture

...a three act play

1.  A Single Leader Starts A Transformational Wave.

2.  A Guiding Coalition Feeds The Wave.

3.  A Top Team Rides The Wave. Next, Curtain Call

A Single Leader Starts A Transformational Wave

ActOne

Samisasuccessfulbusinessleader.

BusinessTeamLeader

WinningValue

ProposiCon

PerfectPurchaseMoment

WinningCustomerExperience!

3.DELIVERING

PosiCveReputaCon

4.SUPPORTINGEconomiesofScale

ThisBusinessTriangleShowsSam’sWorld

*

“Yes, if you have a

compelling approach”BusinessTeamLeader

“I am frustrated by the obstacles this organization puts in way of my team building a successful

business.

Would you bemy ally in an effort

to really solvethese systemic issues

at the root?”

CEO

Shetakesacalculatedrisk.Sheis

frustrated.

ShemakesarecommendaCon

…

ApplythisRoadmapForLeadingTransformaConalChange

“Tell me more…”

BusinessTeamLeader&Pebble

CEO

“Promising”

Choosetoleadchange.

CaseforChange

GuidingCoali/on

GapAnalysis

MapMilestones

Influence&Implementf

e

d

c

b

a

CEO

ApplythisRoadmapForLeadingTransformaConalChange


Choosingtoleadisalwaysthefirststep!

“Do you have

something to tell me?”

a Choosetoleadchange.

TheLaw-of-the-Lidstatesthatateam,businessororganizaConcanneversustainperformancehigherthanthethinkingoftopleadership.

CEO


Choosingtoleadisalwaysthefirststep!a Choosetolead

change.

Theyreachtheseagreements:•  Timetocollaborate.•  Needsofourbusinessandorganiza/onaboveourown.

•  Astraight-talkrela/onship.•  Actasthesourceforacultureofaccountability.

CEO&Pebble


CompellingCaseForChangea Choosetolead

change.

KeyPoints1.  Avisionforabeeerfuture.2.  Theurgentneedforchange.3.  Thejourneythatwillbe

required.4.   Nextstepsonthatjourney.5.   Benefitsforyouraudience.6.  Aninvita/ontobeginthat

journeynow!


CEO&Pebble

Case-For-Change

WhatCarolsaystotheorganiza/on:Hereisthecase-for-change....Iamformingachangeteam.Theywillcompleteagapanalysisandmapaplanforward.Expectthemtoreachouttoyou.

c

b CaseforChange

GuidingCoali/on


CEO&Pebble

TheHigher-MathOfLeadingTransformaConalChange

c

b CaseforChange

GuidingCoali/on

*

*

TransformaConalChangeChangeLeadership

Expert&PebbleCoach

TheHigher-MathOfLeadingTransformaConalChange

c

b CaseforChange

GuidingCoali/on

*

*

TransformaConal

ChangeFollowsAPaeern

1.  Aplateauisreached.2.  Aprimaryconstraintisresolved

intenConallyorotherwise.3.  Aneventhorizoniscrossedthat

youcouldn’tseebeyondbefore.4.   Newpossibili/esareunleashed

andperformancerisestoanewhigher-level.

5.  Anewplateauisreached.Itstartsagain.Thegoalisaccelera/ngandleadingthispaUern

12 3

45

ChangeLeadershipExpert

&PebbleCoach

TheKeyResponsibiliCesOfGuidingCoaliCons

c

b CaseforChange

GuidingCoali/on •  Leadingchangestobusinessculture

andbusinessmodelatthesameCme.•  Leadingtowardsaneventhorizonyou

can’tseebeyond!•  Influencingtogetherandnaviga/ng

poli/callandscapesasateam.•  IdenCfyingandfocusingonprimary

constraints*throughgapanalysis.•  Mappingandleadingashared

journeyforwardtowardsacompellingfuturestate.

*

*

TransformaConalChangeCanBeAcceleratedByAGuidingCoaliCon


&PebbleCoach

PlanToBuildAGuidingCoaliCon

c

b CaseforChange

GuidingCoali/on WhatCarolandSamsaytoeachotheris

differentfromwhattheysaytotheorganiza/on:•  Asmallchangeteamtoinfluence

togetherandmovewithspeed.

•  Onlyincludememberswillingandabletoleadchange–likeus.

•  Willcreatean“clean”workingspace,whereanyissuecanbediscussedwithoutrepercussions.

CEO&Pebble


A Guiding Coalition Feeds The Wave

ActTwo

BuildAGuidingCoaliCon

c

b CaseforChange

GuidingCoali/on

Sam CarolSteve

Jeff

Theynameitthe“changeteam”and

begintomeetregularlytodrive

andleadtransforma/onal

changeTheycreatea

guidingcoali/on

(addingSteveandJeff).

*

*

FourPebbles

GapAnalysisandMapMilestones

e

d GapAnalysisMapMilestones

1.DefineDesiredFutureState

2.AssessgapsintheCurrentState

3.MapMilestones*onAJourneyForward.

*IdenCfyingandresolvingprimaryconstraints.

FourPebbles

Applyingtheexpression“locaCon,locaCon,

locaCon”withdatainaGapAnalysis.

e



&PebbleCoach

e


Threeidealcondi/onsforretailstoresuccessinhierarchicalorder.

StoreA

StoreB

1.  ConvenientlocaCon. Great Ok2.  Appealingin-storeexperience. Ok Ok3.  Desiredproducts. Ok Great

Step1:ListkeycondiConswouldthatwouldmakesuccessinevitable…


&PebbleCoach

e



StoreA

StoreB


Step2:Applydata…


&PebbleCoach

e



StoreA

StoreB


Ask:Whichstorewillhavethehighestperformance?


&PebbleCoach

e



StoreA

StoreB


Ask:WhereisthecurrentprimaryconstraintinA?ForB?


&PebbleCoach

e



StoreA

StoreB


Ask:Whatnextstepswouldyourecommend?

A–ImproveIn-storeExperience

B–BeeerLocaCon


&PebbleCoach

e


SonowyouknowhowaGapAnalysisworks…ImaginethepossibiliCes…

IfyourteamappliedthislogictoidenCfyandresolveprimaryconstraintsinkeyareassuchas…

•  Team&CultureEffec/veness•  BusinessModelGrowth•  Organiza/onalScalability•  Product&ServiceCompe//ve

Advantage.


&PebbleCoach

TheSevenPrinciplesForHigh-PerformanceTeams

e


1.  Aninspiringsharedpurpose.2.  Aclearsharedfocus.3.  Highlyaccountablemindsets.4.  Therightroles.5.  EffecCvecollaboraConatkey

interdependencies.6.  Customerfocusedstrategies.7.  EffecCveimplementa/on.

Ahigh-performingteamisinevitableifthesesevencondiConsareopCmized...

FourPebbles

TheycreatedaGapAnalysis…

e


The7Principles FromCurrentState ToDesiredFutureState

1.Purpose

2.Focus

3.Mindset

4.Roles

5.Interdependencies

6.Strategies

7.Implementa/on

FourPebbles


e



1.Purpose Separatepurposes Alignmentaroundasharedpurpose

2.FocusRiskfocused,poliCcalandshorttermprioriCes

Focusedoncustomers,marketsandprimaryconstraints

3.MindsetWorkinginsilosandfiefdoms

OneorganizaConisservicingthesamecustomer

4.Roles Businessleadersdon’thavefullP&Ls

Businessleaderswithallofthetoolstheyneed.

5.Interdependencies Independentsilos CollaboraConandinnovaConacrosssilos.

6.Strategies Mostlyplansnotstrategies

Customercentricmarketfocusedstrategies

7.Implementa/on Urgencyandbudgetdriven

FocusonresolvingprimaryconstraintsandROI

FourPebbles


e



1.Purpose Separatepurposes Alignmentaroundasharedpurpose

2.FocusRiskfocused,poliCcalandshorttermprioriCes

Focusedoncustomers,marketsandprimaryconstraints

3.MindsetWorkinginsilosandfiefdoms

OneorganizaConisaccountableforservicingthesamecustomer.

4.Roles Businessleadersdon’thavefullP&Ls

Businessleaderswithallofthetoolstheyneed.

5.Interdependencies Independentsilos CollaboraConandinnovaConacrosssilos.

6.Strategies Mostlyplansnotstrategies

Customercentricmarketfocusedstrategies

7.Implementa/on Urgencyandbudgetdriven

FocusonresolvingprimaryconstraintsandROI

PrimaryConstraintToTeamEffec/veness

FourPebbles

e


H L CriCcalTeamConversaCons

1.Purpose

2.Focus

3.Mindset

4.Roles

5.Interdependencies

6.Strategies

7.ImplementaCon

MeeCngPrioriCes

PrimaryConstraintToTeamEffec/veness

FourPebbles

MeeCngAgenda

e

d GapAnalysisMapMilestones DayOne:April21stBaUleSta/onConversa/ons

8:30–9:00Mee/ngKick-Off

9:00–9:45Purpose

9:30–10:45Focus–Reviewgapanalysesaroundteam,businessandorganizaCon.Alignaroundprimaryconstraints.

−−−−−−−BREAK15mins−−−−−−−−

10:45–12:30Mindset–resolvemindsetgaps.

−−−−−−−LUNCH45mins−−−−−−−−

1:15–1:45MindsetCon2nued

1:45–3:00Roles

−−−−−−−BREAK15mins−−−−−−−−

3:15–6:00Interdependencies

−−−−−−−TEAMDINNER−−−−−−−−

DayTwo:April22nd

8:30–9:00DayTwoKick-Off–Ilike,Iwish,Iwonder.

9:00–10:00Strategies

−−−−−−−BREAK15mins−−−−−−−−

10:15–12:00Implementa/on

Basedondata,theemphasisforeachcriCcalteamconversaConforwillbe:

H LCriCcalTeamConversaCons

1.Purpose

2.Focus

3.Mindset

4.Roles

5.Interdependencies

6.Strategies

7.ImplementaCon

FourPebbles

FormoreinformaConontheSevenPrinciplesseevideo.

e


GototheGrowthRiverWebsite.


&PebbleCoach

A Top Team Rides The Wave Applying This Roadmap

To Up Level Their Entire Organization

ApplyingtheRoadmaptoCascadeAlignment

e


EnterpriseTeam

BusinessTeams

Func/onTeams

StrategicAlignment

EnterpriseTeam&SevenPebbles

AsaofcascadingacrossatallorganizaConallevels.

e


EnterpriseTeam

EMEA US

R&D

BusinessTeamsWorkshops&Coaching

FuncConTeamWorkshops&Coaching

MarkeCng HR IT

**

OpCmalAlignment

Curtain Call

InthisWebinar

1.  Youhavebeengivenapowerfulperspec/veonleadingtransformaConalchange.

2.  YourhaveorwillreceivealinktoaRoadmaptoimplementinyourbusinessororganizaCon–ifyouchoosetobethepebble…

3.  YouhavejustseenthatRoadmapappliedinthreeacts.

SoonefinalquesCon,howdoesallofthisadduptotheskillsleaderslikeyouneedforleadingtransformaConalchange?


&PebbleCoach

There are three types of change leadership.

Cme

return

2

1

3

FixingKnownProblems

Adop/ngProvenSolu/ons

LeadingTransforma/onalChange

Fixing Known Problems

1

1

FixingKnownProblemsASoluConThatHasWorked

ForYouInThePast

ABreakdown

AFix

Cme

return

1

Adopting Best Practice Solutions

Cme

return

2

Adop/ngProvenSolu/ons

2

AnIndustryBestPrac/ce

YourCurrentSolu/on

BlueprintandImplementaCon

2

Leading Transformational Change

Cme

return

3

LeadingTransforma/onalChange

3

AnIdealSetOfCondi/onsForSuccess

YourCurrentSolu/on

AJourneyToInnovateNewSoluCons

3

In summary – Leading Transformational Change in businesses requires special skills.

LeadershipSkills1.FixingKnown

Problems2.Adop/ng

ProvenSolu/ons

3.LeadingTransforma/onal

ChangeCoaliConBuilding *

GapAnalysis–idenCfyprimaryconstraints *

JourneyMapping *Coaching&Training * *

Project&ProcessManagement * * *

Question & Answer

three solutions for leading transformational change

Leadership & Management