how to create change despite a reluctant leader
DESCRIPTION
How to Create Change with a Reluctant Manager. How to Empower Yourself as a Staff Person, desirous to effect change. The role of customer service. The role of research and data collection to help staff make the case for change.TRANSCRIPT
How to Create Leadership Change:DMs, Leaders and You
11 am Dec 6th, 2012 Whitehorse, YTCanada 1045
Chris Hylton800 449-5866 [email protected]
CG Hylton Inc 1
The only person who likes and welcomes change is a wet baby.
The rest of us have to adapt and accept the only thing that is constant
in life -- change.
2CG Hylton Inc
Agenda
You work in a large government organization with many layers of management
You see good reason to change many things, but no one listens
How can You make the case to your DM or Leadership to bring about change?
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The ideal organization
DM’s and Leaders should Understand innovation process. Be tolerant of criticism Open to new ideas Maintain the pressure to succeed Break down barriers to change
Staff should Idea generators Information gatekeepers Product champions Project managers Innovation leaders Focus on customer satisfactionCG Hylton Inc
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Two types of change: Top Down In line with Strategic Plan, Mission
and Vision initiated with the goals of service to customer
Driven by the organization’s top leadership
Success depends on support of middle-level and lower-level staff
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Bottom-up change
The initiatives for change can come from all levels of the organization, not just top management
Crucial for organizational innovation
Made possible byEmployee empowermentEmployee involvementEmployee participation
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What about unplanned change?Response to unanticipated events
Good leaders act on opportunities for reactive change
Good staff can see opportunity to act on new situations
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External reasons for change
Changing landscape Competition and market trends
Local economic conditions New laws and regulations Technological developments
Downsizing, offloading, privatizing
Staff are in ideal situation to see opportunities
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Internal forces for change
Arise when change in one part of the system creates the need for change in another part of the system
May be in response to one or more external forces
Staff is on the ground and can see this better than the DM CG Hylton Inc
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Freeze thaw cycle
FrozenServices are stable if not ideal, change is
not possibleUnfreezing
Prepared for change and reasons for change are developed
ChangingSomething new reorients the system, and
change implementedRefreezing or gelling
Stabilizing change and creating conditions for ongoing success
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You can be a Change Leader
A change agent who takes leadership responsibility for changing the existing system.
Forward-looking Action oriented Finds and fertilizes new ideas
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Role of Staff Leader
Rational persuasion strategy Change through persuasion backed by special
knowledge, empirical data, and rational argument.
You see the data daily, you are on the ground, you deal with the customers
Relies on customer service satisfaction model Relies on belief that reason guides people’s
decisions and actions Common sense
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Shared Change Strategy
Engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge
Time consuming but likely to yield high commitment because you are building
Involves others in examining factors related to the issue at hand
Builds a change team, others within the organization, others perhaps outside the organization
Relies on group power and strong interpersonal skills in team situations
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Resistance to Change
Fear of unknown Disrupted habits Loss of confidence Loss of control, specialized
knowledge Extra work Loss of face, of purpose
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DM, Other Staff, CustomersPeople experiencing change often go
through a series of steps, similar to the steps of Kubler-Ross of yesterday
Some will never get past denial.Denying the credibility of the
messengerDenying the content of the messageDenying the relevance of the
messageDenying own ability to do anything
about it
Resistance to change
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Methods for dealing with resistance to change
Service gap analysis Support of customers Lots of data Lots of support in other departments
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Data is KingResearch the issue
Systematically collecting data on an the issue
Feeding it back to organization or dept for action
Evaluating results by collecting more data and repeating as necessary
Can be initiated when staff member senses a service gap
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How to collect data
Customer satisfaction surveys Focus groups using structured questions On line surveys Community group meetings If you are in a healthcare organization,
rely on the researchers within your organization to assist you
If not reach out to those familiar with research techniques
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Change Research Steps
Problem identification Data gathering Research Data analysis and feedback Action planning Action implementation Evaluation and follow-up
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Team building
Survey feedback
Inter-group team building
Service delivery redesign
Customer service focus
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Thank you!
CG Hylton Inc would like to thank you for the opportunity to meet with you today
Questions?
[email protected] 800 449-5866