Agents of change or change agents How to lead rather than follow change

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1 Agents of change or change agents How to lead rather than follow change The Jamaica Employers Federation Conference May 2011 by Jacqueline Irons 1

2 Summary The change process needs to be managed in order to succeed, it does not just happen. It is best when planned, communciated and led properly. I hope to present some tips on the change process and leadership to help guide practitioners who have to deal with any kind of change. 2

3 Change Management Change is happening everywhere whether we like it or not What are these now: 1. Odeon Theatre, HWT - no roof 2. Premier Theatre, HWT very cold 3. State Theatre, Cross Roads - Graduations 4. Regal Theatre, Cross Roads 5. Ritz Theatre Maxfield Avenue 6. Tropical Theatre Slipe Road 3

4 Changes around us 1. Odeon Theatre HWT Transportation Centre 2. Premier Theatre HWT Bank of Nova Scotia, Premier Branch (beside Tropical Plaza) 3. State Theatre Cross Roads Super Plus Supermarket & mini plaza 4. Regal Theatre - Cross Roads Azan Superstore 5. Ritz Theatre - Maxfied Avenue - Church 6. Tropical Theatre Slipe Road Universal Church 18 Theatres have closed some are derelict ( just walls) some are churches, bakery, offices 4

5 Changes in telephones Change in phones original use make & receive calls Original cell or mobile phone. Could they take messages? Call H. Cross Mobile phones TODAY- what are some of the things that they can do? 5

6 Change Management Change: The unique combination of time & energy that makes a difference Change Management: 1. The process during which the changes of a system are implemented in a controlled manner by following a predefined framework 2. A structured approach to transitioning individuals, teams and organizations from a current state to a desired future state 3. The leadership & direction of the process of organization transformation especially with regard to the human aspects & overcoming resistance to change 6

7 Activities involved in Change Management 4. i) defining & instilling new values, attitudes, norms and behaviours within an organization that supports new ways of doing work & overcoming resistance to change ii) building consensus among customers & stakeholders on specific changes designed to better meet their needs iii) planning, testing & implementing all aspects of the transition from one organizational structure to business process to another 7

8 The stages of the Management of Change process 1. Diagnostic Stage analysis of situation 2. Planning Stage writing a road map 3. The Implementation Stage - implementing the road map 4. Assessing the Change - reviewing what has been done - has it been successful? - have the necessary changes been made? 8

9 The Change Agent The Change Agent is someone who acts as a catalyst for change within an organization The Change Agent can come from within The Change Agent can be some one from outside the immediate organization - Larger companies tend to have a change agent who moves around the globe. Sometimes comes from outside and becomes a part of the permanent organization 9

10 Change Agent Internal - familiar with the organization - Has a power base - Develops long term relationships with feelings of trust e.g HR Manager, Operations Manager or General Manager Disadvantage: Sometimes seen as a representative of management interested in company & not in workers External - consultant brought in by the Company to help manage the change process Disadvantage: the individual has to take time to learn about the organization, but does not usually build long term relationships 10

11 Activities of the Change Agent Listed below are some points the change agent has to get involved with in planning & implementing change: 1. Motivating change - creating a readiness for change among organization members and overcoming their resistance 2. Creating a vision: - Build on the organizations core ideology. Describes the desired future state 3. Develops political support: - Change agents must first assess their own source of power, then identify key stakeholders whose support is needed for change & devise strategies for gaining their support 11

12 Activities of the Change Agent 4. Manage the transition of the organization from the current state to the desired future state: Planning a roadmap for the change activities Planning how to gain commitment for the changes May involve creating special change management structures. E.g. a representative in each department to report on the change process in each 12

13 Activities of the Change Agent 5. Sustaining the momentum for the changes to ensure that they are carried to completion: Including: Providing resources for the change programme (dealing with top management) Creating support system for the other change agents Developing new competencies & skills (organizing training programme where necessary) Reinforcing the new behaviours required to implement the changes STAYING THE COURSE (Roadmap) 13

14 Model of change management John Kotter 8 steps Excellent for making large or small scale organizational change The model gets the early steps right - builds coalitions - set visions Change seen as linear not cyclical which implies a pre-designed aim 14

15 John Kotter (1995) 8 steps 1. Establish a sense of urgency - discussing today s competitive realities - looking at potential future scenarios - increasing the felt need for change 2. Form a powerful guiding coalition - assembling a powerful group of people who can work well together change agent & change committee 3. Create a vision - building a vision to guide the change effort together with strategies for achieving this 15

16 John Kotter 8 steps 4. Communicate the vision - communicate, communicate, communicate - communicate at least 10 times the amount you expect to communicate - communicate vision & strategies and new behaviours in all the variety of different ways possible. - the guiding coalition formed in #2 should be the first to model the new behaviours (walk the talk) 16

17 John Kotter 8 steps 5. Empower others to act on the vision - getting rid of obstacles to change such as unhelpful structures or systems - allow people to experiment Plan for and create short-term wins - look for and advertise short term visible improvements - plan these in and reward people publicly for improvement (e.g. credit for mobile phones) 17

18 John Kotter final step 7. Consolidate improvements & produce still more change - reward persons who are able to promote and work towards the vision - energize the process of change with new projects, resources, change agents 8. Institutionalize new approaches - ensure that everyone understands that the new behaviours lead to corporate success - whether major or minor 18

19 Daniel Goleman (2000) 6 -Types of leadership 6 types of leadership: to be used at different times depending on the circumstances to ensure change 1. Coercive style: emergency style, to be used only if urgent changes are required. Used when there is a crisis. Disadvantage: encourages dependence & people stop thinking 2. Authoritative style: this is the visionary style. Leader has to be well respected and is enthusiastic about the change. When change is required and manager is credible & enthusiastic. Disadvantage: has a negative effect if manager is not credible 3. Affiliative style: to be used when going through a tough change process. Used to repair broken relationships and establish trust. Used when relationships are broken Disadvantage: not productive if it is the only style used. 19

20 Daniel Goleman (cont.) 4. Democratic: usual used when team know more about the situation than the leader. Leader becomes a facilitator and teams comps up with ideas and plans. Used when team members have something to contribute. Disadvantage: may lead nowhere if team is inexperienced 5. Pace-setting: used with highly motivated and competent team in the short term. Used when team members are highly motivated and highly competent. Disadvantage: exhausting is used too much. Not appropriate when team needs help 6. Coaching: used when team needs to acquire new skills and knowledge. Used when there is a skills gap. Disadvantage: if manager is not a good coach or it individual is not motivated. Passage on the combined use of each to be read. 20

21 Leadership Warren Bennis Identifies 3 basic ingredients of leadership especially visionary leaders: A guiding vision where do you want the organization to go Passion there is a driving force to get there Integrity - am I taking the honest path Unless you know where you are going, and why, you cannot possibly get there (1994) 21

22 Visionary Leadership at the top of the list Research: Cameron Change Consultancy (2002) 5 top characteristics: 1. Clear vision 2. Determination 3. Great speaker, great presence 4. Tough when need 5. Able to stand alone Top leaders Winston Churchill, Nelson Mandela, Adolf Hitler, Margaret Thatcher, Martin Luther King Jr., Marcus Garvey Movie: Invictus starring Morgan Freeman as Nelson Mandela 22

23 Transformational Leadership Leader raises the followers sense of purpose levels of motivation, confidence and expectations of themselves. Comprises: Charisma Inspiration Intellectual stimulation Individualized consideration e.g. Martin Luther King Jr., Pope John XXIII 23

24 Transactional Leadership Leaders hand over rewards when followers meet expectations: Contingent reward Management by exception 24

25 Leadership Leaders vs Managers Leaders are the persons who build organizations, create organizational cultures and shape society Managers maintain bureaucratic procedures and keep organizations running smoothly by solving problems We basically need to be both 25

26 Managers vs Leaders Warren Bennis (1994) Managers Administers. Is a copy.. Maintains. Focuses on systems. Relies on control Has a short-range view Has an eye on the bottom line.. Accepts the status quo Does things right.. Innovates Is an original Develops Leaders Focuses on people Inspires trust Has a long range prospective Has an eye on the horizon Challenges the status quo Does the right thing 26

27 Summary Agents of change or change agents? - how to lead rather than follow change The change process needs to be managed in order to succeed, it does not just happen. It is best when planned, communicated and led properly. Presented are tips of leadership to help guide the change process. Thank you for listening 27

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