Leading Change - California Association for Medical ...Why is Leading Change Often Unsuccessful? 34...

Leading Change

3/16/19

Group Manager

ARUP Laboratories

Michael Juretich MT(ASCP), MBA

Agenda

The Difference Between Managing and Leading

Why People Fear Change

Essentials of Leading Change

Common Mistakes When Leading Change

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• Manager

– Administer

– Work Focused

– Have Subordinates

– Do Things Right

• Leaders

– Innovate

– People Focused

– Have Followers

– Do the Right Thing

Managing vs. LeadingAccording to Michael Page

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Why Leading People is Such a Good Job

• You Get to Choose Your Team

• Your Opinion Matters

• Your Job is to be a Better Person

• You Get to Work on Life Skills

– And get paid!

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5 Elements of Emotional Intelligence

1. Self-Awareness

2. Self-Regulation

3. Motivation

4. Empathy

– Including Confrontation Skills

• What Robert Goffee calls “Tough Empathy”

5. Social Skills

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“Leadership is not a matter of personality, it is a function of strategic

choice” Daniel Goldman

Why People Resist Change

• The #1 reason given is FEAR

• Fear of What . . .

Change??

– Change is Constant

• What about Anxiety

– A feeling of worry, nervousness, or unease, typically about an imminent event or

something with and uncertain outcome.

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Why People Resist Change (Cont.)

• People Fear the Unknown!!

• Transparent Communication

– This is surprisingly Difficult

• The Illusion of Transparency

– The belief our Thoughts are Obvious to Others

• Curse of Knowledge

– This Makes it Difficult to Take the Perspective of Others

• Pluralistic Ignorance

– The Abilene Paradox

» We publicly Support an Idea that We Personally Disagree with

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Fear

• Fear of Failure

– We Rarely Get to Fail Forward in Laboratory Medicine

• Fear of Leaving a Comfort Zone

– Keystone Habits

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Keystone Habits

• Cue, Routine, Reward

– If I am Getting Rewarded . . . Why would I Change?

• Defining Characteristic of a Good Clinical Laboratory Scientist . . .

– Consistency

• Follow the Procedure Exactly

• Develop Good Habits

• Consistency Feels Safe

• Difficult to See the Opportunity Cost of Not Changing

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The Essentials of Leading Change

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1. Establishing a Sense of Urgency

– You Must Get 75% of Management to Agree That the Current State is

Unacceptable

– Kotter Recommends Taking Risks Beyond Transparency

• I Believe Honest Transparency Should Never be Compromised


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1. Establishing a Sense of Urgency

– Mistake

• Not Creating a Powerful Enough Sense of Urgency

• 50% of All Attempted Changes Fail at this Step

– Pitfalls

• Underestimating the Power of Keystone Habits

• Becoming Paralyzed by Potential Risks


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2. Forming a Powerful Guiding Coalition

– Securing Key Individuals

• Title and Responsibility

• Relationships and Trust

– Not Confusing Efficiency with Effectiveness

• Highly Effective Teams


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2. Forming a Powerful Guiding Coalition

– Mistake

• Only Following the Existing Hierarchy

• Undervaluing the Importance of Team Dynamics

– Pitfalls

• No Prior Experience in Developing Highly Effective Teams

• Passing The Team Lead Role to Someone Unaffected by the Change

– HR, Quality, etc.


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3. Creating a Vision

– Were Are We Going?

– How Are We Going to Get There?

– Develop Strategies for Realizing The Vision


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3. Creating a Vision

– Mistake

• Not Having a Vision

• Second Most Common Mistake

– Pitfalls

• Presenting a Vision That is Too Complicated

• Presenting a Vision That is Vague

• It Must Be Concise Enough to Present as an Elevator Pitch


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4. Communicating The Vision

– Use Every Vehicle Possible to Communicate

– Lead by Example


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• Science of Persuasion

• Socrates

– Ethos, Pathos, Logos

» Ethos – Establish the Credibility of the Person Communicating the Vision

• We are Good at This» Logos – Cite Facts and Statistics

• We are Good at This Too» Pathos – Inspire emotions. Get the Audience to Make and Intrinsic

Internal Decision to Accept the Vision

• We NOT Good at This


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• Science of Persuasion

• Pathos

– You Cannot Lie to Google

» San Bernardino Shooting

» You Cannot Change Someone’s Belief With Logic

– Getting Them to Question Why?

– Storytelling

» 4 Elements of an Effective Story


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4. Communicating The Vision

– Mistake

• Under Communicating by a Factor of 10

• Only Communicating Data

– Pitfalls

• Behaving in Ways that are Antithetical to the Vision

– Not Leading by Example


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5. Empowering Others to Act on the Vision

– Highly Effective Teams

– Google’s Project Aristotle

Psychological Safety is #1


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• Psychological Safety

• More Important than Leadership, Skill, Experience, etc.

• How We Disagree Matters

• It Establishes Group Norm


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• Psychological Safety

– Messy and Complicated to Fix

• The Most Common Fear in Groups is Too Much Conflict

• The Real Risk is Too Much Agreement

– Assigning a Devil’s Advocate

» Get Accustom to Disagreeing in a “Safe” and Productive Way

» Allows Everyone’s Voice to be Heard

– Agreeing on a Process for Decisions, Interdependent

Roles, etc.


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5. Empowering Others to Act on the Vision

– Mistake

• Not Removing Obstacles to the Vision

– Not Establishing a Group Norm

– Pitfalls

• Failing to Remove Individuals Who are Not Aligned with the Vision


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6. Planning for and Creating Short Term Wins

– Keeps the Sense of Urgency High

– Keeps Employees in Touch with the Vision

– Creates Keystone Habits

• Cue

• Routine

• Reward

– Recognize and Reward Individuals Contributing


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6. Planning for and Creating Short Term Wins

– Mistake

• Not Planning Wins Systematically

– These Milestones Should be Defined in your Vision

– Pitfalls

• Failing to Score Successes Early Enough in the Effort

• Leaving Short Term Successes to Chance


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7. Consolidating Improvements and Producing

More Change

– Change is Constant

– Leading Change is Leading Culture

– Leverage Credibility from Project Wins to Tackle System and Structure

Difficulties

– Hire, Promote, and Develop Employees who can Implement the Vision


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7. Consolidating Improvements and

Producing More Change

– Mistake

• Declaring Victory Too Soon


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7. Consolidating Improvements and Producing

More Change

– Pitfalls

• Believing Old Habits have been Replaced


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8. Institutionalizing New Approaches

– Begin Formal Leadership Development and Succession Planning that is

Consistent with this New Approach

– Articulate and Communicate the Correlations Between These Change

Behaviors and Institutional Success

– Leaders Need to Know Why You Improved and How You Improved


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– Mistake

• New Behaviors are Not Rooted in Social Norms

– Project Aristotle

– Pitfalls

• Not Actively Creating a Social Norm of Psychological Safety

• Promoting Individuals Who Do Not Embrace This Approach

– Peter Principle


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Why is Leading Change Often Unsuccessful?

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• Leadership Principles

– There is an Algorithm That Works

• Leading Change


• Creating Highly Effective Teams


• All This Information is Easy to Find

– It is Replicated in Books, Journals, Blogs, etc.

– Until Recently, This Information was Buried in an Academic Quagmire

• Only Veracious Readers/Scholars Had Access


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• Healthcare Costs are Increasing

• Laboratory Reimbursement is Decreasing

• Yet, Laboratory Acquisitions Continue at Historically High Rates

– Economies of Scale

• Works for Your Outreach Business

– 50% of Your Expense is Personnel

– Venture Capital is Betting They Can

Manage Your People Better Than You Can!!


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• In the end . . . .

• Leadership is not Intuitive

Leadership is HARD!

Leading Change - California Association for Medical ...Why is Leading Change Often Unsuccessful? 34...

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