Organizational Change Handbook 5th Edition, June 2015

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Organizational Change Handbook 5th Edition, June 2015


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Key to success is timing. Key to motivation is fear.

The Game Changer

Is Coming!

Building an extraordinary organization takes guts. It is unreasonable to think you can do so if you are spending the minimum amount of time (and money) necessary to develop people who are merely good enough.


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The willingness to do emotional labor is the key to better personal and organizational results. We were never taught the importance or the difficulty that is involved in doing this type of work. This has kept us stuck in our current paradigm, unable to get sustainably better results. The fundamental willingness to do emotional labor comes from a clear, passionate Vision of a desired outcome. A result so central to your life that you are unafraid of failure.

The Real Secret!

Change Leadership

Listen, Decide, Implement


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Organizational “Why”

Individual“Why”

Individual“Why”

Individual“Why”

Individual“Why”

Individual“Why”

Vision Trust Engine

Individual“Why”

Greater your Why the easier the How and the What

In Sync

In Sync

In S

ync

In Sync

In S

ync

In Sync


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The Ten Essentials of Organizational Change

1. The senior executives must lead the change initiative

The organization’s executives must own responsibility for the change process. Especially when it involves changes or disruption to the patterns that they have grown accustom. Individual and organizational change are very difficult but essential. The process of implementing cultural change is like walking through a war zone. You see misery, trauma and occasional casualties.

2. Identify, support and develop the initial change group

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.

3. Create a passionate organizational Vision that engages the individual’s personal Vision

The emotional connection you make with your desired results is the key to achieving those results. This visualization of your “why” requires emotional labor. The “what” and “how” of your desired results requires intellectual labor and is much easier once you have made the emotional connection. With the right emotion you can achieve any result.


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4. Develop an action-results reward system that aligns with the shared Vision

The best systems and procedures will be ineffective without the development of the authenticity and emotional intelligence of the people within the organization. An organization must focus on a passionate Vision of where they want to go. That vision must have the power to move them in the direction of their desired results.

5. Empower everyone to deal with any obstacles preventing forward progress

Employees often start giving away their power as they walk through the front door. With every event, dispute or disappointment the first reflex for many is to look for someone or something else to blame. Employees often blame their level of engagement on others. They blame market conditions, their boss, peers, customers or even the weather. Your level of engagement in whatever you are doing does not depend on market conditions or any other external factor. The results you obtain are a reflection of your choices.

6. Celebrating results as they occur will silence the disengaged change resistant victims

One evening a grandfather was teaching his grandson about the internal battle each person faces. “There are two wolves struggling inside each of us,” the old man said.

“One wolf is vengefulness, anger, resentment, self-pity and fear. The other wolf is compassion, faithfulness, hope, truth and love.” The grandson then asked: “Which wolf wins?” His grandfather replied, “The one you feed.”


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7. Refuse to allow complacency to stop forward action toward your desired results

Unless you move quickly and decisively the victims will use this new energy to fuel their resistance. Until the new culture becomes engrained individuals will tend to revert to their old habits.

8. Authenticity and emotional intelligence must become key to hiring and advancement

With the accelerating rate of innovation and global change the need for emotional intelligence is now inevitable. Our brains need a “hardware” upgrade. We were never taught the importance and connection between emotional labor, emotional intelligence and authentic leadership. This has left a huge gap in our development. Emotional labor is far more difficult than physical or intellectual labor. Emotional intelligence is fundamental to our ability to embrace innovation and rapid change. It multiplies business and personal results.

9. Continually rededicate yourself to your desired results

Mastery is a process, success is merely an event. It is especially hard to understand the need for change when current actions are producing success. But resistance to change can hinder efforts to position for an even better future, leaving a company vulnerable to becoming irrelevant. Vision and passionate leadership are essential under such circumstances to effect the changes needed to position for continued success.


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10. Commit to an ongoing sense of urgency and accountability

Criticism and fear always accompanies individual and organizational change. Stop being afraid of fear. The very nature of leadership is that you are not doing what has been done before. If you were you would not be leading. Once you choose to lead you will be under huge internal and external pressure to reconsider. To compromise, to dumb it down or give up. That’s the world’s job. To get you to be quiet and follow the herd. The status quo is the status quo for a reason.


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Everybody wants to own the result but nobody wants to own the process. Especially when it involves changes or disruption to the patterns that we have grown accustom. Our fundamental fear is not to have to endure change. An authentic emotionally intelligent leader is someone who is willing to own the result AND the process. Individual and organizational change are very difficult but essential. The process of implementing cultural change is like walking through a war zone. You see misery, trauma and occasional casualties. Companies must develop the ability to embrace rapid change while learning how to out care the competition. It is the process of doing emotional labor that develops authenticity and emotional intelligence.

Organizational Change Handbook

In 1513, Machiavelli wrote; “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.”


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The best systems and procedures will be ineffective without the development of the authenticity and emotional intelligence of the people within the organization. We spend most of our effort focusing on the how and what with little attention or understanding of the why. An organization must focus on a Vision of where they want to go. That vision must have the power to move them in the direction of their desired results. There must be a passionate emotional commitment to the outcome from the very beginning of the change process. A sense of urgency and commitment by the senior executives is essential to success. Unless you move quickly and decisively the victims will use this new energy to fuel their resistance. Until the new culture becomes engrained individuals will tend to revert to their old habits.


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The Dynamics of Organizational Change

Chaos

Engagement


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There are three tribes within every company. 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. First you must identify the change leader tribe. These are the individuals who demonstrate the belief and courage that embracing the changes are essential. This group is often made up of individuals from throughout the organization. These people will need your encouragement and support.

This core group of culture change advocates need 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 that I refer to as fence sitters, will gradually begin jumping on board with the change initiative.

Organizational Change DynamicsThe change leader tribe inspires the fence sitters to be brave.

20%

60%

20%


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As the change leader tribe grows it becomes less risky for the fence sitter tribe to join in. This is the largest group and can often representing as much as 60% of the organization. Unfortunately, there is usually a third tribe that will find it the 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 always have to get rid of people to change a corporate culture, but you do have to get rid of the wrong behavior.

Emotionally Intelligent Leadership Simply Works


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The Game ChangerIs Coming!

CHANGE

Organizational Change Handbook 5th Edition, June 2015

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