Becoming a Change Leader
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Transcript of Becoming a Change Leader
PMI Mass Bay
Professional Development Day
May 5, 2012
Maya Townsend, Founder
Partnering Resources
Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its Change Goals
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Learning Objectives
• The one method that makes a change initiative 10 times more likely to succeed.
• The six ways of creating change in organizations.• How PMs can use the six way to help create
change. • How PMs can choose the best fit for their
projects.
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Maya Townsend
• Founder & lead consultant, Partnering Resources► We help organizations solve complex collaboration problems
• Former instructor in Boston University Corporate Education
Center’s PM Certificate Program ► Now: Leadership, strategy, collaboration, alignment and change
• Published author► CIO.Com, Chief Learning Officer, Mass High Tech, Talent
Management, and other magazines and journals
► Serves on the Editorial Review Board for OD Practitioner, the
premier organization development practitioner journal in the
United States
• Likes chocolate a lot
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Pace of Change is Increasing
81% of managers say the pace of change has
increased compared to the pace 5 years ago
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PMI Says: “PMs Make Change Happen”
Project managers are change agents
• They make project goals their own
• They inspire a sense of shared purpose within the project team
• They enjoy the organized adrenaline of new challenges
• They enjoy the responsibility of driving business results
Definition: PMI
But how?
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And Along With Change Comes…
More complexity
More uncertainty
More volatility
50% 55% 60% 65% 70%
60%
65%
69%
Data: IBM (2010) “Capitalizing on Complexity.”
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Moving Beyond…
Image: Unknown.
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Experiences with Change Leadership• Think of a change leader
you admire• Turn to the person sitting
next to you• Identify: What does the
change leader do (behaviors) that help people change?
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Using 4+ techniques leads to
10 times greater likelihood of successGrenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008
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Ways to Create Change
Individual Social StructuralIndividual:
Increase staff
motivation and
ability to change
Social: Create
social networks and
relationships that
value and reward
change
Structural: Ensure
that the environment
supports change
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
ABILITY
MOTIVATION
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INFLUENCING CHANGE AT THE INDIVIDUAL LEVEL
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I-M: Link to Mission & Values
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Link to Mission and
Values
For Individual Motivation
Help people link change to the mission and values
Techniques:Public testimonialsStorytellingFuture mapping
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I-A: Overinvest in Skill Building
For Individual Ability
Help people build skill over timeOverinvest in Skill-Building
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Periodic trainingImmediate feedback WebinarsSimulations
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INFLUENCING CHANGE AT THE SOCIAL LEVEL
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So-M: Use Peer Pressure
For Social Motivation
Create social momentum Use Peer Pressure
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Engage informal leadersTrain all informal leaders to model the new behaviorsInvolve the “squeaky wheels” earlyReinforce leadership commitment to change
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So-A: Create Social Support
For Social Ability
Make sure support is there when people need it
Create Social Support
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:On-the-job coachingCreate special reinforcement for tough challengesCreate easy ways for people to get help
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Stronger Networks & Project Success
• 93% of successful change initiatives were led by people with very strong / strong personal networks
while• Only 27% of less successful change initiatives were led by people with
very strong / strong networks
Very Strong36%
Strong57%
Successful Projects
Strong27%
Less Successful Projects
Data: NEHRA / Partnering Resources study (2009).
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INFLUENCING CHANGE AT THE STRUCTURAL LEVEL
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St-M: Align Reward Systems
For Structural Motivation
Help match motivation to the message
Align Reward Systems
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Link formal rewards systems to the changeMake clear the consequences of not changingFind informal ways to recognize changeHold people accountable
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St-A: Change the Environment
For Structural Ability
Make the environment match the message
Change the Environment
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Change the workplace to remove obstaclesProvide software or other enabling toolsShare information and measures
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PUTTING IT ALL TOGETHER
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Putting It All Together
• Which techniques are you
most likely to use to
influence change at work?
• Which techniques might
you add to your toolkit?
• How does all this relate to
your current projects?
• What are your next steps?
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Where To Go From Here• Ackerman Anderson, L., Anderson, D., & Marquardt, M. (2003). Development, Transition, or
Transformation? OD Practitioner. • Bridges, W. (2003). Managing Transitions (2nd Ed.). Cambridge, MA: Perseus Books.• Gartner, “Planning and Managing Change in the IT Organization: Case Profile Study.” For
Gartner clients only.Grenny, J., Maxfield, D., & Shimberg, A. (2008). How to Have Influence. MIT Sloan Management Review. Ibarra, H. & Hunter, M. (2007). How Leaders Create and Use Networks. Harvard Business Review.
• Kotter, J. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review. Spreier, S. W. Fontaine, M. H. & Malloy, R. L. (2006). Leadership Run Amok. Harvard Business Review.
• Townsend, M. (2007). Becoming a Change Leader. CIO.Com. Available at http://bit.ly/HIWqh. Townsend, M. (2009). Leveraging Human Networks to Accelerate Learning and Change. Chief Learning Officer. Available at http://bit.ly/L4NRS.
• Townsend, M. (2011). People Problems? Keep Your Human Network Up and Running! Available on http://www.cio.com .
• Vinitsky, M. H. & King, A. S. (2006). Change from the Employees’ Perspective: The Neglected Viewpoint. OD Practitioner.
• Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner.
Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its Change Goals
What questions do you have?