Sponsored by:

Leading Organizational Change

Bob Greene

July 17, 2013

Twitter Hashtag - #npweb

Part

Of:

Sponsored by:

Advising nonprofits in:

• Strategy

• Planning

• Organizational Development

www.synthesispartnership.com

(617) 969-1881

info@synthesispartnership.com

INTEGRATED PLANNING

Part

Of:

Sponsored by: Part

Of:

Coming Soon

Sponsored by:

Today’s Speaker

Bob Greene Coach/Consultant

Assisting with chat questions:

Jamie Maloney, 4Good

Founding Director of Nonprofit Webinars and Host:

Sam Frank, Synthesis Partnership

Part

Of:

Nonprofit Webinars

Bob Greene

Bob Greene Coaching & Consulting

Bob@BGCoach.net

www.BGCoach.net

Leading Organizational Change

• Reminder: These slides will be available at the Nonprofit Webinars site.

• On request, I will send you a handout packet with additional materials. Email me at Bob@BGCoach.net

• I’ll respond to a few questions during the presentation and we’ll have a Q&A at the end. Feel free to contact me after the webinar with any follow-up questions.

A Few Notes

Learning Objectives

Identify perspectives on change

Explore people’s common responses

to change, including your own

Identify ideas to help facilitate change

Learn to anticipate and address

common barriers to change

Identify tips, tools, and resources

Agenda

Welcome

You and change

Readiness for change

Managing transitions

Resistance to change

Implications for action

Closing

Just a few examples:

• Rolling out a new technology system

• Implementing the new strategic plan

• Starting or changing a program or service

• Moving to a team-oriented culture

• Implementing a new process or restructuring

When Do We Lead Change?

1. Are one of the first to get one

2. Are pretty early but not the first

3. Wait to see if the trend will hold, but you’ll get one once the prices start to drop

4. Get one only after it's clear everyone else has one and expects you to have one too

5. Are firmly committed to the tried and true

You. . .

Innovators Early adopters Early majority Later majority Traditionalists

Readiness for Change

Adapted from Diffusion of Innovations by Everett M. Rogers

A Few Implications

Recognize that fewer people are ready

for change now while most wait-and-

see.

Communicate constantly. Explain,

inform, respond.

Create structures to engage people,

such as a representative change team,

regular meetings, surveys, etc.

Show this is the real deal and not a fad.

Transitions

● Ending

● Neutral Zone

● Beginning

Adapted from Bridges,

Managing Transitions

Transitions

Ending ● Leave taking

● Celebrating/mourning what has passed

● Letting go of the trapeze

Transitions

Neutral Zone ● Wandering

● New routines not established

● Creativity, but may not be sustained

● Flying after releasing the trapeze

Transitions

Beginning ● Establishing new habits

● Settling in

● Grabbing the next trapeze

Managing Transitions

People

experience

People

need

Leaders can

Fear,

resentment,

caution

Information,

safety

•Provide ongoing

accurate information

•Clarify what's over &

what's not

•Support people in

grieving

Endings

Managing Transitions

People

experience

People need Leaders can

Doubt,

anxiety,

confusion,

creativity,

energy

Acceptance,

focus, short-

term gains,

opportunities

to contribute

•Be available

•Set realistic

productivity goals

•Foster creativity,

experiments, and

learning

Neutral Zone

Managing Transitions

People

experience

People

need

Leaders can

Increased

confidence

and focus,

ambivalence

Applause,

noting

success,

sharing

credit,

assistance

•Create ways to

celebrate and reward

•Model desired

attitudes & behaviors

•Ensure policies and

procedures reinforce

the new system

Beginnings

“No matter how much work you

have done, no matter how

careful your analysis, the only

thing you can be sure of is that

your first idea is wrong in some

meaningful way.”

─ Scott Anthony

Observe Interpret

Intervene

Adaptive Leadership

Heifetz emphasizes the importance of fostering

continuous reflection and learning.

A Few Ways to Promote Continuous Learning

Create multiple structures for communication.

Conduct surveys, focus groups, etc.

Analyze how the work is done and obstacles

or bottlenecks that make change more difficult.

Conduct small experiments or simulations.

Show that mistakes are opportunities for

learning, rather than reasons for punishment.

Invest in skill development/training.

Resistance

For Reflection

Think of a time you resisted

change. Why did you resist?

Effects of Change

Effects Examples

Credibility Reputation, ability to influence

Competence Skills, knowledge, quality, ability to

get things done

Relationships Being liked and admired, having

positive connections that are

pleasant and help get things done

Security Confidence about the future,

income, status, sense of

professional identity

Adapted from Ryan & Oestreich, Driving Fear Out of the Workplace

Working with Resistance

Rick Mauer, in Beyond the Wall of

Resistance, urges change leaders to

respect and learn from those who

resist―and seek win/win solutions

when possible.

Taking Action

Remember that people may be more or less

ready for the change.

Communicate constantly. Use multiple

channels to communicate.

Involve influential stakeholders in leading,

modeling, and training.

Collect data. Conduct small experiments.

Check out your assumptions.

Taking Action

Respect and learn from those who are slower

to change.

Ensure that policies, structures, and rewards

reinforce the new ways.

Highlight examples of progress.

Remember change is a long-distance race,

not a sprint.

Q & A

Thank You!

• Reminder: These slides will be available at the

Nonprofit Webinars site.

• While there check out the full schedule of free

Nonprofit Webinars.

• Contact me if you’d like the supplemental

handouts for this webinar: Bob@BGCoach.net

Sponsored by:

Find listings for our current season

of webinars and register at:

NonprofitWebinars.com

Part

Of: