J. Stewart Black on Leading Change
27
1 J. Stewart Black, Ph.D. President, Global Leadership Institute Professor of Global Leadership and Strategy Email: [email protected]
-
Upload
implement-consulting-group -
Category
Business
-
view
313 -
download
0
Transcript of J. Stewart Black on Leading Change
1
J. Stewart Black, Ph.D.President, Global Leadership Institute
Professor of Global Leadership and Strategy
Email: [email protected]
2
60% - 80% of organisational
change initiatives
fail
3
The high failure rate
can be reversed.
4
To change organizations, you first have
to change individuals.
5
6
Keys to Effective Change
Barrier #1
30% stop here
Barrier #2
20% stop here
20% fully
succeed
Barrier #3
30% stops here
7
Failure to See the Need
• Why, even when a truck is headed for us, do we fail to see?
8
Failure to Move
• Why, even when we see, do we fail to move?
9
Failure to Finish
• Why, even when we move, do we fail to finish--not going far or fast enough?
10
Failing to See the Need• People fail to see because they are blinded by
the light--of what they already see.• They already have mental maps of how
things work.• They have those maps precisely because they
have worked in the past.• The longer the maps have worked, the more
reasonable it is to hang on to them and not see or refuse to see alternatives.
11
12
13
14
Well
Poor
WrongRight
Environment changes
1. People first deny that the right thing has become the wrong thing.
2. Then they try to do more of what they know.
Fundamentals of Change
15
Breaking through Barrier #1:���Helping People See• Change can’t get started unless people can
see the need.• Helping them see the need requires contrast
and engagement.
16
Contrast
Confrontation
High
Low
Low High
Parade
Old ShoeWaste
Conceiving: The Wake Up and Shake Up Phase
Breakthrough
Barrier #1 Summary• If people don’t see the need, they won’t
change.• They don’t see the need because they are
blinded by something that has worked in the past.
• If you do not provide sufficient contrast and engagement to breakthrough this first barrier, your chance of failure is 70%+.
17
18
Barrier #2: Failure to Move
• Why, even when we see, do we fail to move?
19
Failure to Move• People fail to move even when they see
because they know they will do poorly at first.
• Many would rather be competent at the wrong thing than incompetent at the right thing.
20
Well
Poor
WrongRight
Fundamentals of Change
21
Breaking through Barrier #2: Motivating People to Move
– Clarity of Success• People are motivated when they know what the target is.
– Outcomes of Success• People are motivated when they believe outcomes they
value will likely follow from success.
– Chance of Success• People are motivated when they believe they have the
abilities, skills, knowledge, etc. to hit the target.
Barrier # 2 Summary
• Even when people see the need to change, they fail to move.
• Primarily because they know they will not be instantly good at the new right thing, many would rather be competent at the wrong thing than incompetent at the right thing.
• They have to see and believe there is a path from doing the new right thing poorly to doing it well.
22
23
Barrier #3: Failure to Finish
• Why, even when we move, do we fail to finish--not going far or fast enough?
24
Barrier #3: Failure to Finish• People get tired. Why do people get tired?
– They get tired of trying but getting poor results.• They get poor results at first because they are never
perfect at the new thing (customer service, quality, remote management, teamwork, whatever).
Time
Results
25
Breaking through Barrier #3: Putting Champions in Place• Champions
– If people get tired of poor results from early change efforts, then you must ensure that there are champions at critical points.
Example: Customer Encounter
BA = Bloody Awful to
The World’s Favorite Airline Customer 1st Training
Barrier # 3 Summary
• Even when people see the need to change and start to move, they often fail to finish.
• Primarily because early poor proficiency at the new right thing initially leads to poor results, and poor results kills motivation to press on.
• Change champions are needed “where the rubber meets the road” so that they can spot and encourage early, correct attempts.
26
27
Change Process Map
1. Articulate what has changed that requires change.
3. Build the leading team.
5. Provide the tools and resources.
2. Paint the picture of the vision.
4. Layout the path and bridges.
7. Chart and communicate progress.
6. Reinforce early attempts and small successes.
8. Align and celebrate.
