leadership and coaching executive education seminar coaching & the implementation of change j....
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Leadership and CoachingExecutive Education Seminar
Coaching & the Implementation of Change
J. Michael (Mike) Geringer, Ph.D.O’Bleness Professor of International Strategy
College of BusinessOhio University, Athens Ohio, 45701 USA
email: [email protected]
Materials in this packet copyright © by Geringer & Associates, Inc. Do not quote, cite, reproduce or otherwise infringe without written permission
September 2015
We can't solve problems by using the same kind of thinking we used when we created them. Albert Einstein
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IMPLEMENTING STRATEGIC CHANGE
The Coaching Challenge: Translating & Communicating the Strategic Vision … & Producing Successful Implementation
• What are the performance gaps?• How to obtain the knowledge,
skills & assets needed to overcome gaps?
• How to get your organization to successfully apply these elements?
© by Geringer & Associates, Inc.
BUILDING A STRATEGIC CHANGE PLAN
Step 1: Analyze starting conditions
Urgency: How much pressure is there for making rapid changes?
Personal readiness: How ready am I to lead the change process?
Organizational readiness: • What is the organizational culture like?• Who will be most affected by change? • How ready are they for the needed change?
Awareness of need for change? Skills required for the change? Commitment to the desired change?
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COACHING & STRATEGIC CHANGE: THE THREAT OF COMPLACENCY
“While it is difficult to change a company that is struggling, it is next to impossible to change a company that is showing all the outward signs of success.
Without the spur of a crisis or a period of great stress, most organizations -- like most people -- are incapable of changing the habits and attitudes of a lifetime.”
John F. McDonnell, McDonnell Douglas Corp.
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THE STRATEGIC CHANGE CURVE
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
When to begin the change
process?
AnticipatoryReactive
Crisis
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
Things aregoing well.
Do we reallyneed to change?Can we
experiment?
AnticipatoryReactive
Crisis
THE STRATEGIC CHANGE CURVE
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
AnticipatoryReactive
CrisisWhat needsto change?
Where do westart?
Can we findan early win?
THE STRATEGIC CHANGE CURVE
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
AnticipatoryReactive
CrisisWe need tomove fast.
Who can ITrust?
Where do westart?
THE STRATEGIC CHANGE CURVE
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
AnticipatoryReactive
Crisis
THE STRATEGIC CHANGE CURVE: IMPLICATIONS BY STAGE
• Clarity of change needed
• Resources available (human, financial, etc.)
• Time available for developing & implementing change
BUILDING A STRATEGIC CHANGE PLAN
Step 2: Determining required strategic & organizational changes
• What Changes Must Be Made?Depends on your firm’s vision& capabilities
• What is special about your firm?
• How Urgent is the Required Change?
© by Geringer & Associates, Inc.
BUILDING A STRATEGIC CHANGE PLAN
Step 3: Establish conditions for action• Targets: Which groups should I influence?
• Action priorities: What issues to attack 1st, 2nd, 3rd?
• Change Process-Tactics: • What leadership style & tactics should I employ?
• How to achieve shared understanding, commitment, & action?
• What structures, systems, processes must change, & how?
• What resources will be needed to enable change & where/how can I obtain them?
• Can I find visible, early successes to help promote the process?
• Pace: How fast should I move?
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PLANNING STRATEGIC ALIGNMENT & CHANGE
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Change Target
Priority Desired Behavior/ Outcome
Tactics to Utilize
Sequencing & Pace of Change Efforts
IMPLEMENTING CHANGE
Implementation Process Questions:
– Who will carry out the strategic plan?
– What must be done to align operations with new direction?
– How is work going to be coordinated?
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4P’s OF LEADING CHANGE
Explain the basic purpose behind the change• ‘What was the problem?’
•Who said so & on what evidence?
•What would occur if no one acted to solve problem?
•What could happen to us if that occurs?
Purpose Picture Plan Part
Paint a picture of how the outcome will look & feel•What is the outcome going to look, feel & sound like?
•How are people going to get their work done & interact with each other?
•How will a day be organized?
Lay out the plan for phasing in the outcome•Outline steps & schedules for people to receive info, training & support they need to make transition
•People oriented to tell employees how & when their worlds will change
•Start with where people are & work forward to leave the past behind & emerge with new attitudes, behaviors & identity
Establish each person’s part in the plan & outcome•Show employees their role & relationship to others. Until they see it they can’t adjust hopes & fears to the new reality
•Show employees what part they play in the outcome & the transition process
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WHAT INHIBITS EXECUTION?
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• More time than planned• Unanticipated problems• Activities ineffectively coordinated• Crises deferred attention away• Employees without capabilities• Inadequate employee training• Uncontrollable external factors• Inadequate leadership• Poorly defined tasks• Inadequate information systems
SURFACE POTENTIALBARRIERS EARLY ON
• Strategy• Structure• Process• Operating
principles• Culture/behavior• Jobs• People
Barriers may exist anywhere – even the difficult-to-see places…
• Leadership• Managemen
t• Resources• Systems• Rewards• Values/
Beliefs• Capabilities
Consider how this change effort will affect…
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IDENTIFY MECHANISMS FOR PROMOTING INTEGRATION
• Relationship between differentiation & integration
• How to promote integration?• Direct contact• Interdepartmental liaison roles• Temporary task forces• Permanent teams• Integrating roles• Integrating departments• Matrix structure
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PLAN FOR THE UNEXPECTED
• Implementation & change efforts are attempted under uncertainty … and often high levels of stress
• Unexpected events WILL occur• Develop
–Appropriate Monitoring
Systems
–Suitable Metrics
–Contingency Plans © by Geringer & Associates, Inc.
Your efforts help determine what the future will be
Take the time to make this work
… and it will take time.
© by Geringer & Associates, Inc.