MBL is The New MBA! | © Copyright 2014 MBL Inc. Inc. The Organizational Change Professional’s...

MBL is The New MBA! | © Copyright 2014 MBL Inc.

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The Organizational Change Professional’s Handbook


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Revenue

Less Chaos

Deeper

Relationships

The New Economic CurrencyAuthentic Leadership | Emotional Intelligence

“You never change things by fighting the existing reality. To change something, build a NEW MODEL that makes the existing model obsolete.”

Buckminster Fuller (1895-1983)

Engagement

Career/Promotion

Embrace Change

Trusted Advisors

REVOLUTION!


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In 1513, Machiavelli wrote the following; “There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity (hatred) of all who would profit by the preservation of the old system and merely lukewarm defenders in those who would gain by the new one.” Make no mistake, organizational change is a very difficult process but one that is essential for a company’s survival. Watching corporate culture change is like walking through a war zone. You see misery, wreckage, trauma and sometimes casualties. Cultural change is like having surgery, nobody does it for fun. Companies must develop the ability to embrace rapid change while learning how to out care the competition

The Organizational Change Professional’s Handbook


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Company“Why”

Individual“Why”

Individual“Why”

Individual“Why”

Individual“Why”

Individual“Why”

Vision Alignment

Individual“Why”

Greater your “Why” the easier the “How” and the “What”


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Their focus must be on a Vision of where they want to go rather than the reflections of where they have been. That vision must hold their attention and hook their hearts. It must be like a beacon with the power to pull the entire organization in its direction. Once established, you with need to promote your vision with the zeal of a crusading evangelist on every possible occasion. It must be pursued relentlessly with a rare burning passion. Success cannot be a purely intellectual exercise. Their needs to be a bold emotional commitment to the eventual outcome right form the very beginning of the change process. You need to be able to overcome organizational inertia and the inevitable resistance to change. Prove to the critics you mean business. That you have the courage and determination to stay the course.


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From the outset, a sense of urgency and commitment by the organization’s senior executives is essential in order to shatter the existing status quo. That is how you create an opening for change. The senior executive attitude and actions must serve as a constant reference for employees who are struggling to change their behavior. There must be no doubt that the old culture is incompatible with the organization’s future direction. Change requires you to hit hard, go fast and follow through. High speed change keeps the old culture off balance. In the past it was easier to settle for change that evolved gradually but those days are gone. If the culture does not adapt rapidly everybody loses. The burst of new energy is a wake-up call that puts the old culture on red alert. Unless you move quickly and decisively the victims will use this new energy to fuel their resistance and self-protective behavior. By raising the performance bar and committing to the new culture you disarm the old one by stripping it of its power. Make structural and administrative changes that are basically incompatible with the old structure and that reinforce the new one.


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With cultural change the negative effects will precede the positive. The anti-change tribe will insist that this is a dumb plan being poorly implemented. An action-results tracking and reward system that aligns with the new vision needs to be established. Buying into the new culture must bring positive rewards measured in hard dollars. This buys time for the changes to build momentum. If you do not reward the new actions you are rewarding resistance. Reinforce the behavior you want and do not settle for anything else. Tracking the organization’s progress will enable you to see where resistance lies. Until the new culture becomes engrained individuals will tend to revert to their old habits. Everyone needs to be reassured that embracing the new changes will benefit them. Give each individual personal accountability for transforming the culture. Otherwise many of them will not treat it as their responsibility. Active involvement in this organization-wide movement is not an option. Loyalty can be a big problem during times of rapid change if it means employees are holding on to an outdated organizational culture. Loyalty to the status quo can also hide more devious, self-serving actions.


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There are typically three tribes within each organization. An individual’s actions will determine which tribe they are in at a given time. In order to take on the existing organizational culture and the inevitable slings and arrows that will follow, you must surround yourself will a core group of strong change leaders. When you are under fire you need highly committed allies. You must first identify the change leader tribe. These are the individuals who demonstrate the courage and belief that embracing the changes are essential. This group is often made up of individuals from throughout the organization. These people need your encouragement and support. This core group of culture change advocates needs to reach critical mass as rapidly as possible. Once 20-25% of the organization’s employees are in this group a tipping point is reached and a second group I refer to as fence sitters will gradually begin jump on board with the change initiative.

The Dynamics of Organizational Change


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As the change leader tribe grows it becomes less risky for the second tribe to join in. This is the largest group often representing as much as 60% of the organization. Unfortunately, there is usually a third tribe that will find it most difficult to embrace the changes. They are anti-change, pure and simple and may actively work to undermine the new culture. You do not have to get rid of people to change a corporate culture, but you do have to get rid of wrong behavior.


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1. The company’s senior executives must lead the change initiative.2. Identify, support and develop the initial change leader tribe.3. Create a passionate organizational Vision that engages the individual’s personal Vision.4. Develop an action-results reward system that aligns with the shared Vision.5. Empower everyone to deal with any obstacles preventing forward progress.6. Celebrating results as they occur will silence the disengaged change resistant victims.7. Refuse to allow complacency to stop forward action toward your desired results.8. Authenticity and emotional intelligence become key to hiring and advancement.9. Continually rededicate yourself to your desired results.10. Commit to an ongoing sense of urgency and accountability.

The 10 Keys to Organizational Change


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Management By Objective

Front Line Tactical Leadership

Departmental Leadership

C-Level Leadership

Minimum Strategic GoalExpected to Achieve

Target Strategic GoalA Stretch

Outrageous Strategic GoalMost Challenging

Creating Trust and Accountability

Begin here and work backwards


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The victim’s need to steal and complete for the energy of others underlies all drama, chaos and conflict. They feel weak, insecure and lacking so they seek to increase their personal energy by stealing it from others. This underlies all human conflict and governs the need for us to control and manipulate others. It explains the failure of business and personal relationships. Victims feel better temporarily when they can control others. Most people go through life giving away their energy unconsciously while simultaneously stealing the energy of others.

Victim Drama, Conflict and Chaos


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When a company is experiencing success, it is hard it is hard for employees to understand the need for change. Resistance to change can hinder efforts to position for the future, leaving a company vulnerable to becoming irrelevant. Vision and leadership are essential under such circumstances to effect the changes needed to position for continued success. The iPhone was launched in mid-2007. BlackBerry had 16 quarters of growth after the iPhone was introduced. The stock price prospered for a period long after it entered the scene validating a do-nothing approach. So this is the crux of the incumbent’s dilemma: how do you rally a response when you don’t feel any PAIN? It’s worse actually: how do you embark on a painful course of action while feeling comfortable and safe?

A Cautionary Tale


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The Organizational Change Journey

Current Reality

Current Reality

VisionVision

Time Spaced Learning & Results

Actions

Rededication to Desired Results

Mastery is a process, success is an event

Journey CommitmentLights Coming On


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Companies often hire people for what they know and later fire them for who they are. We are living in a time of rapid change. Our ability to embrace these changes will be determined by the individual and organizational levels of authentic leadership and emotional intelligence. The development of these abilities represents both our greatest challenge and opportunity. Emotional labor leads to emotional intelligence. Our ability to embrace change will require us to become less resistive, judgmental and attached to outcome.

The New Economic Currency


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The Amygdala is found in our old “lizard brain” and constantly scans our sensory inputs for possible threats the same way it has for millions of years. It lives in fear and would rather be safe than sorry. The development of our EI competencies enables us to better manage this fear response.

Emotional Intelligenceand Change


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We have two almond shaped amygdales in our lizard brain. They scan all of our sensory inputs for possible threats in the same way they have been doing so for the past 500 million years. Our amygdales live in constant fear and they seek to minimize danger rather than maximize reward. The amygdala found in our brain’s left hemisphere interprets the logical, literal text of the sensory information. The one in our right hemisphere looks at the emotional context of that information. Our old the lizard brain is our brain’s real powerhouse. It processes approximately 400 billion bits of information per second. All information comes to this part of the brain first. It is responsible for our survival, breathing, heartbeat and keeping us safe and alive. It does not want us to ever leave of comfort zone. If we do it sends us into flight, flight or freeze mode. The resistance to change is everywhere all the time. Its goal is to make us safe which means invisible and unchanged. The anxiety we feel when we step outside of our comfort zone comes from practicing failure in advance. It is needless and imaginary. Anxiety stops us from moving toward our desired results. The development of our emotional intelligence is essential for us to be able to manage our amygdales fear response.

Emotional Labor and Emotional Intelligence


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Embracing Rapid, Accelerating Change

The Game Changer!

In the next 15-20 years we will experience the equivalent of 100 years of change and the rate of change will continue to accelerate throughout this century.

Our 50,000 year old brains are unprepared to embrace these rapid changes. This is a problem that will not go away. Powerful global trends are already reshaping the business world. By 2030 they will combine in a perfect storm that will leave the landscape unrecognizable and unprepared leaders overwhelmed.


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The term singularity describes the moment when a civilization changes so much that its rules and technologies are incomprehensible to previous generations. Think of it as a point-of-no-return in history. Most thinkers believe the singularity will be jump-started by extremely rapid technological and scientific changes. These changes will be so fast, and so profound, that every aspect of our society will be transformed, from our bodies and families to our governments and economies. A good way to understand the singularity is to imagine explaining the internet to somebody living in the year 1200. Your frames of reference would be so different that it would be almost impossible to convey how the internet works, let alone what it means to our society. You are on the other side of what seems like a singularity to our person from the Middle Ages. But from the perspective of a future singularity, we are the medieval ones. Talking about the singularity is a paradox, because it is an attempt to imagine something that is by definition unimaginable to people in the present day. We are in the midst of a rapid change revolution that will destroy the status quo and enable the impossible. The need to be doing the emotional labor required to navigate through this revolution has never been greater.


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Master of Business Leadership provides specialized knowledge and a proven system essential organizational change. It is only by becoming vulnerable we discover our invulnerability. Employees are better able to break old habits if you teach and coach them to develop a set of new ones that produce better results. You can honor the past accomplishments while recognizing the growing urgency for change.

The reality is that the global economy is going to force you to reshape your organization or die a slow death in the marketplace.


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MBL is The New MBA! | © Copyright 2014 MBL Inc. Inc. The Organizational Change Professional’s...

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Transcript of MBL is The New MBA! | © Copyright 2014 MBL Inc. Inc. The Organizational Change Professional’s...