Leadership Skills for Change. Melissa Roberts, PhD, CPRP Annette Backs, MSW, LCSW, CPRP

Transcription

1 Leadership Skills for Change Melissa Roberts, PhD, CPRP Annette Backs, MSW, LCSW, CPRP

2 Agenda Leadership and Change Eight Stages of Organizational Change Practical Strategies for Creating Change

3 Skills for Change Leadership = Influence LEADERSHIP is a serious meddling in the lives of others. -DePree (1992) Leadership skills for creating organizational transformation John P. Kotter John Maxwell

4 Navigating the Way Plan Ahead What will the organization look like when the transformation has occurred? What steps will lead to this? Examine the conditions before making commitments Be mindful of potential obstacles Maxwell, 1998

5 Kotter s Eight Stages of the Change Process 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communicating the change vision } Defrost a Hardened Status Quo 5. Empowering broad-based action 6. Generating short-term wins 7. Consolidating gains and producing more change } Introduce New Practices 8. Anchoring new approaches in the culture } Anchor New Ideas to Enduring Culture

6 1. Establishing a Sense of Urgency Real change begins with the simple act of people talking about what they care about. Somewhere in the description of how it all began is some friends and I started talking Wheatley, 2002 Internal dissatisfaction New information & skills Outcomes and possibilities Evidence-based practices External dissatisfaction New expectations NJ Transformation Statement Governor s Task Force New Freedom Commission Changes in regulations/funding

7 1. Establishing a Sense of Urgency We live inside the images we hold of the world. Brown & Isaacs, 2005 What the leader does: Expose to new information Ask difficult questions Articulate a new direction What conversations need to happen in your organization? Who needs to be involved?

8 2. Creating the Guiding Coalition Purpose of these Allies in Change: Contribute to the vision Direct change effort Advise the leader on potential barriers & solutions Carry the message throughout agency Help make the change permanent 2. Creating the Guiding Coalition

9 2. Creating the Guiding Coalition Find the right people Strong position power Broad expertise High credibility Leadership & management skills Create trust Off-site events Talk, talk, talk Joint activities Kotter, 1996, p. 66

10 2. Creating the Guiding Coalition Who are some leaders in your organization? Do these folks represent all constituencies and levels? How will you identify others?

11 3. Developing a VISION & Strategy

12 3. Stating the Vision Brief & Simple Appealing Easy to communicate Easy to remember

13 3. Developing a Strategy Make culture compatible with vision Policies & procedures Routine practices Align information and personnel systems to the vision Recruiting and hiring systems Orientation for new employees Performance evaluations Compensation decisions & promotions Confront anyone who undercuts needed change

14 3. Developing a Strategy Provide training Everyone: Recovery & Wellness Clinical Staff Managers Board of Directors Support Staff Consumers & Families

15 4. Communicating the Change Vision Hear them talk: Feedback forums Talk the talk: Meetings, 1:1 talks Wellness & Recovery Forum 2:00 TODAY Print the talk: Newsletters, paycheck enclosures, posters, memos Create the talk: Elevator speech

16 Could you boil down your vision statement to an elevator 4. Communicating the speech? Change Vision

17 4. Communicating the Change Vision Simplicity & Repetition Metaphor, analogy, & example Leadership by example Explanation of seeming inconsistencies Give-and-take Kotter, 1996, p. 90

18 5. Empowering Broad-Based Action Know your own leadership strengths Create 360 Degree Leaders 99% of all LEADERSHIP occurs not from the top but from the middle of an organization. -Maxwell, 2005 Develop leadership of others to strengthen the move toward change Informal leaders Formal leaders

19 5. Empowering What opportunities exist in your organization Broad-Based for people Action to develop leadership skills?

20 6. Generating Short-term Wins Identify small changes that can be made now and make them Examples: Change job descriptions Initiate employment assessment at intake Pilot new group Wellness & recovery article in newsletter Review content of groups

21 6. Generating Short-term Wins What changes could be made quickly and easily in your organization? What rewards do you have available? How could you reward change agents?

22 7. Consolidating Gains and Producing More Change Highlight early successes and use these to increase momentum How can you communicate the larger picture of success throughout the organization? How can you use these successes to inform your beliefs, skills, strategies, and opportunities for change?

23 8. Anchoring New Approaches in the Culture Attributes of LEADERSHIP include respect for the future, regard for the present, understanding of the past. DePree (1992) Connect new behaviors and outcomes to long held values and goals

24 8. Anchoring New Approaches in the Culture What underlying assumptions, values, beliefs, goals have been long held in your organization? Which of these are compatible with the new direction? What are the new values, beliefs, and goals? How would you communicate these?

25 Leadership = Influence Leadership drives systemic change Summary Steps for Change Defrost a hardened status quo Introduce new practices Anchor new ideas to enduring culture

26 References Brown, J., & Isaacs, D.,(2005). The world café; Shaping our futures through conversations that matter. San Francisco: Berrett-Koehler Publishers, Inc. DePree, M. (1992). Leadership jazz. New York: Doubleday. Kanter, R. M. (1983). The change masters: Innovation & entrepreneurship in the American corporation. New York: Simon & Schuster. Kotter, J.P. (1996). Leading Change. Boston: Harvard Business School Press. Kotter, J.P. (1999). What leaders really do. Boston: Harvard Business School Press. Kotter, J.P., & Cohen, D.S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston: Harvard Business School Press. Luecke, R. (1994). Scuttle your ships before advancing: And other lessons from history on leadership and change for today s managers. New York: Oxford University Press. Maxwell, J. (1998) The 21 Irrefutable Laws of Leadership. Nashville: Thomas Nelson. Maxwell, J.C. (2005). The 360-degree leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nelson. Wheatley, M. J., (2002). Turning to one another; simple conversations to restore hope to the future. San Francisco: Berrett-Koehler Publishers, Inc.

27 Leadership Skills for Change Melissa Roberts, PhD, CPRP Annette Backs, MSW, LCSW, CPRP Integrated Employment Institute Department of Psychiatric Rehabilitation UMDNJ-SHRP 1776 Raritan Rd, Scotch Plains, NJ East Laurel Rd, Suite 2105 Stratford, NJ 08084