Being a leader during times of change

Strong Leadership in Times of TransitionSenior Managers’ Meeting

Date, 2010

Objectives

At the end of this session, you will– Be able to recognize your own and staff’s

responses to the business transformation – Learn / be reminded of tools to lead staff through

the transformation – Commit to support each other through the

transformation using an accountability document

COURAGE CURIOSITY SERVICE ACCOUNTABILITY PASSION TEAMWORK2

Transformation efforts can be successful for a while, but often fail after short term results become erratic.

All highly successful transformation efforts combine effective leadership with effective management.

Transformation efforts go nowhere.

Short term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long term change is rarely achieved.

Change Management vs. Transformational Leadership

Lead

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Management


Kotter, Leading Change

Personal Transition Model




Change is different for each team member

Victim Mode

Critic Mode

Bystander Mode

Navigation Mode

Four Responses to Change


• Which mode best describes your current response to the business transformation

Let’s Take the Pulse of the Room


What are my concerns about the business transformation?– What is in my control? – What do I have influence over? – What is outside my control?

COURAGE CURIOSITY SERVICE ACCOUNTABILITY PASSION TEAMWORK

Looking Inward – Personal Reflection

10

• How might others who are affected by this change respond to it?

Looking Outwards to Those Around Me


Myth #1: This will go away

Myth #2: It will help if I get upset about this

Myth #3: This is a bad thing for my career

Myth #4: I can just keep on doing my job like I have been

Myth #5: Senior management knows a lot more than they are telling

Myth #6: Management doesn’t care about us

Common Myths in Times of Transformation


13COURAGE CURIOSITY SERVICE ACCOUNTABILITY PASSION TEAMWORK

Myth #7: I’m not in a position to make a difference

Myth #8: Management is responsible to make the changes

Myth #9: The changes aren’t really necessary

Myth #10: Business transformation equals:- Layoffs / Workforce Adjustments- One Super Resource Ministry- Transferring Resources to MEMPR

Common Myths in Times of Transformation

Small Group Work6 groups• 2 groups work on ‘Mythbusting’ techniques and communications• 1 group works on “Strategies to deal with victim mode, critic

mode and bystander mode”• 1 group works on “How do we maximize the involvement of

those who are navigators?”• 1 group works on “How to deal with resistance”• 1 group works with “What we need to pay attention to with

respect to leading staff through the business transformation?”

Setting Each Other up for Success


Increasing my Personal Resilience


Personal Accountability Document


Questions?


Being a leader during times of change

Business

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