The Challenge of Change and Becoming a Change Leader Presented by Prakai Cholahan Prakai Cholahan 3...

The Challenge of Change and BeThe Challenge of Change and Becoming a Change Leadercoming a Change Leader

Presented byPresented by

Prakai CholahanPrakai Cholahan

3 May 20123 May 2012

FABC Standard Seminar 2012FABC Standard Seminar 2012

FABC Leadership Seminar 2010FABC Leadership Seminar 2010

QUOTESQUOTES

““Business is about people. In fact life is Business is about people. In fact life is only people – family, friends, colleagues, only people – family, friends, colleagues, bosses, teachers, coaches, neighbors. At bosses, teachers, coaches, neighbors. At the end of the day, it’s only people that the end of the day, it’s only people that matter.”matter.”

Jack Welch in Jack Welch in WINNINGWINNING

““Human Capital is the most valuable asset in Human Capital is the most valuable asset in any Organization”any Organization”

K.Paron Issarasena,K.Paron Issarasena,Former Cement Thai Former Cement Thai

PresidentPresident 2


CompetencyCompetency

MotivationMotivation

CultureCultureCommunicationsCommunicationsLeadershipLeadership

TrainingTrainingSupportSupport

Career Development Career Development SupportSupport

StructureStructure ResourcingResourcing Perform MgmtPerform Mgmt..

ProcessProcess TechnologyTechnology Physical SettingPhysical Setting

Corporate VisionCorporate Vision Strategy Strategy

BusinessBusinessStrategyStrategy

FunctionalFunctionalStrategyStrategy

EconomicEconomic RegulatoryRegulatory PhysicalPhysical SocialSocial TechnologicalTechnological

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Human Performance FrameworkHuman Performance Framework

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Human Performance FrameworkHuman Performance Framework

CompetencyCompetency ((Knowledge-Skills-AttitudeKnowledge-Skills-Attitude))

MotivationsMotivations

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The Performance Management ModelThe Performance Management Model

Performance

Coaching

Planning

Review

Planning Performance• Set performance

targets that align with business plans

• Mutual agreement to gain ownership and commitment

Coaching Performance• Ongoing discussion

and support to meet objectives

• FeedbackReviewing

Performance• Give feedback on

overall performance• Review actual vs.

expected performance

• Identify areas for further development


• Very high impact:– Achievement– Recognition

• High impact:– The work itself– Responsibility

• Medium impact:– Advancement– Growth– Salary

• Low impact:– Company policy &

administration– Supervision– Relationship with supervisor– Work conditions– Relationship with peers– Personal life– Relationship with

subordinates– Status– Security

Findings: What motivates EmployeesFindings: What motivates Employeesto Work?to Work?

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7

It is the job of every It is the job of every manager to manage manager to manage

employees’ performanceemployees’ performance

It is the job of every It is the job of every manager to manage manager to manage

employees’ performanceemployees’ performance


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Leader Leader Do the right thing Do the right thing

Manager Manager Do the thing right Do the thing right

Supervisor Supervisor Execution Execution ExpertExpert


Performance CyclePerformance Cycle

Targets and Individual plans

ProgressReinforcementsReinforcements

On-target PerformanceAccomplishment

Variances

PerformancePerformanceCoachingCoaching

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CHANGE MANAGEMENTCHANGE MANAGEMENT

THE IMPORTANCE OF THE LEADER ROLETHE IMPORTANCE OF THE LEADER ROLE


Managing ChangesManaging Changes

““Change before you are forced to change”Change before you are forced to change”

Jack WelchJack WelchEx. President & CEOEx. President & CEOGeneral ElectricGeneral Electric

““The The rate of changerate of change is not going to is not going to slow slow downdown anytime soon. If anything, anytime soon. If anything, competitioncompetition in industries will probably in industries will probably speed upspeed up even even more in the next few decades”more in the next few decades”

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Natural disaster !

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The Global Warming!

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Economic Crisis !

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Political Volatility!


Planned RenegotiationPlanned Renegotiation

A Role Definition and Change Management A Role Definition and Change Management ProcessProcess

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The First Step in the Formation of All Relationships is Information Sharing and the Negotiation of Expectations.

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Sharing information and negotiating expectations


Sharing Information and Negotiating Expectations

Commitment is Formed (Role Definitions)

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Stability and Productivity

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Disruption of Shared Expectations

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Uncertainty

Anxiety

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Out

Uncertainty

Anxiety

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Out

Uncertainty

Return to the way things used to be

Anxiety

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Out

Uncertainty


Renegotiation

Anxiety

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Out

Uncertainty


Renegotiation

Pinch

Planned Renegotiation

Anxiety

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Today’s Business Environment Today’s Business Environment Has Little Tolerance for the Status QuoHas Little Tolerance for the Status Quo

Forces of ChangeForces of Change– Increasing globalizationIncreasing globalization

– Emergence of new competitorsEmergence of new competitors

– Changing customer demandsChanging customer demands

– Shortened product life cyclesShortened product life cycles

– Capital markets’ demand for short-term performanceCapital markets’ demand for short-term performance

– Heightened environmental concernsHeightened environmental concerns

– Increasing regulatory demandsIncreasing regulatory demands

All evidence indicates that the pace of change is All evidence indicates that the pace of change is increasing dramatically as well.increasing dramatically as well.


2 Strategies for Changes2 Strategies for Changes

Top Down (Programmatic)“Teaching & Application of Existing

Knowledge”

• Change driven by management• Careful planning• Many experts involved• Inspiration from success cases• Well-tried and documented methods• From ‘existing status’ to ‘desired status’• Focusing on a single (or few) theme(s)

• Draws upon experience / skills / knowledge from few selected managers / employees / experts

• Limits the organizational capacity to deal with well-defined problems or a “frozen” picture of existing and desired state affairs

Bottom-Up (Learning)“Stepwise Creation of Meaning &

Understanding”

• Top down & Bottom-up• Decentralized change responsibility• Many people involved• Growing by broadening i.e. several

focuses• Lead by visions• Improvisation and planning• Considering external factors

• Draws upon the experiences / skills / knowledge of many actors

• Increase the organizational capacity to continuously solve changing environmental and complex demands


Leadership issues have increased in Leadership issues have increased in importance for example in:importance for example in:

• Communicating goals and visions• Increasing companies’ competitive advantage• Implementing organizational change and

development• Influencing and transforming employees’ needs

and attitudes• Creating high performing teams at different

levels• Creating corporate values and culture


IMPLEMENTATION SKILLSIMPLEMENTATION SKILLS

• Sustainability• Applying appropriate change methods• Reinforcing and correcting feedback loops

• Developing shared mental models


THE ROLE OF THE LEADER WHEN THE ROLE OF THE LEADER WHEN

IMPLEMENTING CHANGEIMPLEMENTING CHANGE

• The leader represents the company and the change – However needs to listen to the staff

• The leader tends to overestimate how to inform the staff

• The leader must create good communication channels


What Matter Most in Change ManagementWhat Matter Most in Change Management

1.1. Accepting that organizations are complex & Accepting that organizations are complex & adaptive human system not mindless machinesadaptive human system not mindless machines

2.2. Understanding that organizations are more Understanding that organizations are more driven by process rather than structuredriven by process rather than structure

3.3. Understanding the differences between the first Understanding the differences between the first and the second order changesand the second order changes

4.4. Understanding the need to integrate the Policy Understanding the need to integrate the Policy Learning and Operational learning - Strategy Learning and Operational learning - Strategy LearningLearning

5.5. Accepting and using the inevitability events.Accepting and using the inevitability events.

6.6. Accepting professionalization of direction giversAccepting professionalization of direction givers


Change Management : some of key success Change Management : some of key success factorsfactors

1)1) Eliminate source of complacency – create sense of urgency.Eliminate source of complacency – create sense of urgency.

2)2) Promote support from key stakeholders – “Stakeholder Promote support from key stakeholders – “Stakeholder

Analysis”, Analysis”,

3)3) Commitment from all is critical.Commitment from all is critical.

4)4) Promote short term win – “quick win”Promote short term win – “quick win”

5)5) Change Management Roadmap - well planned execution with Change Management Roadmap - well planned execution with

substantial deliverables, good communication plan and clear substantial deliverables, good communication plan and clear

mile stones is key. mile stones is key.

6)6) Implement change management as part of organization Implement change management as part of organization

development plan – OD approach is vital.development plan – OD approach is vital.


Change Management SkillsChange Management Skills

AdaptabilityAdaptability Strategic FocusStrategic Focus Results FocusResults Focus Foster a Collaborative ApproachFoster a Collaborative Approach Facilitate Openness and UnderstandingFacilitate Openness and Understanding Encourage Learning Encourage Learning


GE’s Change Model : Change Acceleration ProcessGE’s Change Model : Change Acceleration Process

Leading Change

Changing Systems & Structures

CurrentState TransitionState ImprovedState

Creating A Shared Need

Shaping A VisionMobilizing Commitment

Monitoring Progress

Making Change Last


Shaping A Vision:Shaping A Vision:The desired outcome of change is clear, legitimate, widely understood The desired outcome of change is clear, legitimate, widely understood and shared.and shared.

Leading Change : Having a champion who sponsors the changeLeading Change : Having a champion who sponsors the change

Changing Systems and Structures: Changing Systems and Structures: To ensure management practices reinforce changeTo ensure management practices reinforce change

LeadingChange

Systems&Structures

GE’s Change Model : Change Acceleration ProcessGE’s Change Model : Change Acceleration Process GE’s Change Model : Change Acceleration ProcessGE’s Change Model : Change Acceleration Process

Mobilizing Commitment:Mobilizing Commitment:There is a strong commitment from key constituents to invest in the change, make it There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention.work, and demand and receive management attention.

Creating A Shared Need:Creating A Shared Need: The reason to change, whether driven by threat or opportunity, is instilled within the The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared. The need for change must exceed its resistance.organization and widely shared. The need for change must exceed its resistance.

Making Change Last:Making Change Last:Once change is started, it endures, flourishes and key learnings are transferred Once change is started, it endures, flourishes and key learnings are transferred throughout the organization.throughout the organization.Monitoring Progress:Monitoring Progress:Progress is real; benchmarks set and realized; indicators in place for accountability.Progress is real; benchmarks set and realized; indicators in place for accountability.


GE WAYSGE WAYSLead Lead ManageManage

Get less formalGet less formal Get more formalGet more formal

Blow up bureaucracyBlow up bureaucracy Tolerate Tolerate

bureaucracybureaucracy

Face realityFace reality Assume everything is Assume everything is

finefine

SimplifySimplify Make things complexMake things complex

See change as an opportunitySee change as an opportunity See change as a threatSee change as a threat

Lead by energizing othersLead by energizing others Manage by Manage by

authorityauthority

Defy traditionDefy tradition Respect traditionRespect tradition

Make intellect ruleMake intellect rule Let hierarchy ruleLet hierarchy rule

Pounce every dayPounce every day Move cautiouslyMove cautiously

Put values firstPut values first Put numbers firstPut numbers first

Manage lessManage less Manage everythingManage everything

Involve everyoneInvolve everyone Involve key playersInvolve key players


GE WAYS GE WAYS (cont.)(cont.)

Rewrite your agendaRewrite your agenda Stick to your Stick to your

agendaagenda

Live speedLive speed Take your timeTake your time

Instill confidenceInstill confidence Reduce anxietyReduce anxiety

Set stretch goalsSet stretch goals Set modest goalsSet modest goals

Eliminate the boundariesEliminate the boundaries Respect the boundariesRespect the boundaries

Articulate a visionArticulate a vision Lay out a detailed planLay out a detailed plan

Get good ideas from everywhereGet good ideas from everywhere Learn good ideas Learn good ideas

fromfrom inside the inside the

companycompany

Spark others to performSpark others to perform Outshine othersOutshine others

Quality is your jobQuality is your job Quality is management’s Quality is management’s

jobjob

Change never endsChange never ends Change will endChange will end

Have funHave fun Be seriousBe serious


Common Leadership Capabilities Common Leadership Capabilities

• Strategic focusStrategic focus• Business acumenBusiness acumen• Change leadershipChange leadership• Business managementBusiness management• Problem solving and Problem solving and

analysis analysis • Customer focus Customer focus • Coaching and mentoring Coaching and mentoring • TeamworkTeamwork• CommunicationCommunication• Impact and influenceImpact and influence• Networking/ partnership and Networking/ partnership and

relationship mgtrelationship mgt• Learning orientationLearning orientation• Innovation and creativityInnovation and creativity

Achievement orientation Business development

and entrepreneurship Personal effectiveness


CHANGECHANGE

By Changing Your Thinking, You Change Your Beliefs;

When You Change Your Beliefs, You Change Your Expectations;

When You Change Your Expectations, You Change Your Attitude;

When You Change Your Attitude, You Change Your Behaviour;

When You Change Your Behaviour,You Change Your Performance;

When You Change Your Performance,You Change Your Life!


Workshop Workshop

• What are some of the major changes that you want to drive in your diocese?

• What are the major changes that you expect to happen in your diocese within 3-5 years? How would you deal with them?

• What do you envision your diocese to be in the next decade? What are your plans in dealing with the coming changes?

The Challenge of Change and Becoming a Change Leader Presented by Prakai Cholahan Prakai Cholahan 3...

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