Inventory of Changes
27
Los Cambios Productions Presents Presenter Jim Burnett Leadership in Educational Administration An Inventory of Changes
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A process in accepting changes for staff development
Transcript of Inventory of Changes
Los Cambios Productions
Presents
Presenter
Jim Burnett
Leadership in Educational
Administration
An Inventory of Changes
Do We Manage or Lead
ManagerLeader
2
Take An Inventory of the People you work with
SIZE THEM UP3
Each one of us has a left -,
a right -, or a middle-brain
preference, and believe it or
not this significantly
influences the way we
manage/lead
By understanding the processes at work in the brain, we
can better help explore individual preferences.
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Left-brain strengths generally prefer using lecture
and discussion. To incorporate sequence, they
put outlines on the board or overhead, and they
like to adhere to prepared time schedules. They
give problems to solve independently.
Left-brain prefer to work alone. They like to read
independently and incorporate research into their
papers. They favor a quiet surrounding without a
lot of distraction
The Left - Brain
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The Right-Brain
Strengths generally prefer to use hands-on activities
over a lecture format.
Group projects and activities, prefer a busy, active, noisy
environment.
Prefer to design and make a mobile rather than write another handout, take notes, etc.
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Left Brain Right Brain
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We can all strengthen the weaker parts of our brains. We each have our own individual neurological strengths and weaknesses. Research tell us that our brains are always searching for new meanings and adding new neural circuits to make connections.
Build a Bridge and Get Over it
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FOCUS ON STRENGTHS
www.valdezhill.com/Pictures/MuscleArmWorld.JPGPeople get most excited and involved when they can learn and do projects in their area of strength.
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People react to change. It is natural and expected. They will react to both your desired future state (if known) as well as your change process.
Because an organization cannot transform without affecting its people, it is vital to design your change strategy in a way that will minimize the negative impacts.
CHANGE IS GOOD
YOU GO FIRST….10
Once you have decided on your preferred change
methodology, learn the various strategies for how to roll
it out in your organization so that you achieve it’s full
value.
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Ten Questions that Catalyze
Change
1What outcomes results do you need to achieve through your change effort? How do you define “success” for this change? If this change were to be wildly successful, what would be happening to make it so?
www.BeingFirst.com13
Ten Questions that Catalyze
Change …
2From your observations, to what degree do the people
of the organization understand and buy in to the need
for this change? If low, how will you help them
understand the case for this change and engage them
in ways that are energizing and inspiring, rather than
threatening?
What is in it for the people of your organization
to want to make this change succeed?
How will you motivate them?
www.BeingFirst.com14
Ten Questions that Catalyze
Change …
3What major change initiatives are needed in the
organization for the outcomes to be achieved? How
would you define the full scope of this change?
Consider changes in any aspect of the organization:
strategy, business processes and systems, structure,
leadership and workforce mindset, culture, resources,
technology, behavior, etc.
www.BeingFirst.com15
Ten Questions that Catalyze
Change …
4
What values, behaviors, or ways of working and
relating must be in place for the change to occur?
What are the organizing principles that lie at the heart
of this change and are key to its success?
www.BeingFirst.com16
Ten Questions that Catalyze
Change …
5
What key aspects of the organization and the culture
are critical to protect and preserve because they
already support your outcomes and core principles?
How can you celebrate and build on them?
www.BeingFirst.com17
Ten Questions that Catalyze
Change …
6Do you have an enterprise-wide change strategy for
accomplishing your outcomes— and your various
initiatives—that people can understand and align
behind?
Your change strategy would include your plans for
catalyzing the changes; telling a unified story that
incorporates all of the initiatives; and establishing
adequate change infrastructures and resources,
realistic timing, communications, and milestone
events for achieving your outcomes.www.BeingFirst.com
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Ten Questions that Catalyze
Change …
7What change methodology or process roadmap will be
used to orchestrate and integrate all of the various
initiatives afoot in the organization? If more than one
change model is being used in the organization, can
they be identified and assessed for whether or not they
meet the unique requirements of transformational
change?
Do they accommodate the integration of competing
initiatives?www.BeingFirst.com
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Ten Questions that Catalyze
Change …
8What are you and your team planning to do to prepare
the people of the organization, and your key
stakeholders, to succeed in making this change as
quickly and effectively as possible (i.e., communicating
to build understanding and trust, developing skills,
shifting old mindsets and culture, expanding the
knowledge base, increasing readiness, providing
emotional support, etc.)?
www.BeingFirst.com20
Ten Questions that Catalyze
Change …
9How will you assess your progress and course correct
your change plans when you need to? How will you
ensure getting truthful, accurate, and timely information
from the organization and your customers about how
the changes are going, and how will you deal with
information that indicates a need to alter what you are
doing, the pace, or your outcomes?
www.BeingFirst.com21
Ten Questions that Catalyze
Change …
10
How are you going to model the required personal
changes you are asking of the organization (i.e.,
changes in behavior, mindset, language, decision-
making, work practices)? How do you want to be seen
by the senior executives, managers, and workforce, and
what will you do to wake them up to the need to make
these personal changes as well?
www.BeingFirst.com22
The issues in these questions require self reflection
on your part as a leader/manager.
Transformation demands commitment to personal
change, and to the development of your
leadership/management capacity. Open the door for
this possibility here, and follow it up with a well-paced
plan for supporting the work needed to succeed.
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Because leading change efforts is different from running current operations, success
often requires to think more deeply and thoroughly about the effort and what should be
included in it. Generate the discussions and decisions to set your changes up for
success.
Be prepared to follow up with the change strategy that brings all of the insights your
questions have generated to life.25
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“The choice really boils down to this…either we manage change, or it will manage us.”
A rule of thumb is this: out of every 10 employees within a department, there is usually 1 that will have significant influence over how the others will think.
IN SUMMARY
Some Thoughts
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IN SUMMARY
Some Thoughts…
“So plant the right seeds, respect the growing process, and watch great things happen!” - Page: 78
