Leadership Skills for ChangeMelissa Roberts, PhD, CPRP

Annette Backs, MSW, LCSW, CPRP

Agenda� Leadership and Change

� Eight Stages of Organizational Change

� Practical Strategies for Creating Change

Skills for Change

�Leadership = Influence

� Leadership skills for creating organizational transformation� John P. Kotter

� John Maxwell

LEADERSHIP is a serious meddling in the lives of others.

-DePree (1992)

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

Kotter’s Eight Stages of the Change Process

1. Establishing a sense of urgency2. Creating the guiding coalition3. Developing a vision and strategy4. 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

8. Anchoring new approaches in the culture

Anchor New Ideas to Enduring Culture

Introduce New Practices

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1. Establishing a Sense of Urgency

� 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

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

1. Establishing a Sense of Urgency

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?

We live inside the images we hold of the world.Brown & Isaacs, 2005

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

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 activitiesKotter, 1996, p. 66

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?

VISION3. Developing a

& Strategy

3. Stating the Vision

�Brief & Simple

�Appealing

� Easy to communicate

� Easy to remember

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

� Provide training

�Everyone: Recovery & Wellness

�Clinical Staff

�Managers

�Board of Directors

�Support Staff

�Consumers & Families

3. Developing a Strategy

Hear them talk: Feedback forums

Talk the talk: Meetings, 1:1 talks

Print the talk: Newsletters, paycheck enclosures, posters, memos

Create the talk: Elevator speech

Wellness & Recovery Forum 2:00 TODAY

4. Communicating the Change Vision

4. Communicating the Change Vision

Could you

boil down your

vision statement

to an

elevator

speech?

4. Communicatingthe Change Vision

� Simplicity & Repetition

�Metaphor, analogy, & example

� Leadership by example

� Explanation of seeming inconsistencies

�Give-and-take Kotter, 1996, p. 90

5. Empowering

Broad-Based Action� Know your own leadership strengths

� Create “360 Degree Leaders”

� Develop leadership of others to strengthen the move toward change

� Informal leaders

� Formal leaders

99% of all LEADERSHIP occurs not from the top but from the middle of an organization.

-Maxwell, 2005

5. Empowering Broad-Based Action

What opportunities exist in your organization for people to develop leadership skills?

� 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

6. Generating

Short-term Wins

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?

7. Consolidating Gainsand 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?

Connect new behaviors and

outcomes to long held values and

goals

Attributes of LEADERSHIP

include respect for the future,

regard for the present,

understanding of the past. DePree (1992)

8. Anchoring New Approaches in

the Culture

8. AnchoringNew 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?

Summary

�Leadership = Influence

�Leadership drives systemic change

�Steps for Change�Defrost a hardened status

quo

�Introduce new practices

�Anchor new ideas to

enduring culture

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.

Leadership Skills for Change

� Melissa Roberts, PhD, CPRP

robertmm@umdnj.edu

908-889-2470

� Annette Backs, MSW, LCSW, CPRP

backsean@umdnj.edu

908-581-7865

Integrated Employment Institute

Department of Psychiatric Rehabilitation

UMDNJ-SHRP

1776 Raritan Rd, Scotch Plains, NJ 07076

40 East Laurel Rd, Suite 2105 Stratford, NJ 08084