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Alexander Caillet | Federazione Italiana Coach 3a Conferenza | November 2005

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Change Leadership and Change Management Timing Steps



Accompli is committed to sharing resources among the community of change leaders.

The material in this presentation has been developed and is copyrighted by Accompli.

For our commentary, read this in “Normal View.” In some cases, we have adapted source material

with insights gained during engagements with multiple organizations initiating transformative change.

To obtain permission to use any of our materials, please contact: [email protected]



Create distinctions between:◦ Change management and change leadership◦ Organization change and human change◦ The normal and potential cycles of human change◦ Change managers and change leaders

Review two change tools that are used by change leaders

Explore how coaching can be embedded within a facet of the second tool: Reflection

Note: this presentation gives a capsule view of subjects covered in greater detail in other Accompli resources/presentations.



“To exist is to change,to change is to mature,to mature is to go on

creating oneself endlessly.”

Henri Bergson French Philosopher



CHANGE MANAGEMENT CHANGE LEADERSHIP

Change is a threat to be controlled

Change is “managed” through methods and tools

Selected change managers are most qualified to handle change

Issues and problems can be cleaned up “after the fact”

Change is a competitive advantage to be embraced

Change is “led” through the heart and mind

A team of change leaders is required to lead change

Issues and problems can be mitigated proactively



TIME

PE

RF

OR

MA

NC

E

PERFORMANCE AT LEVEL 1: COPING

PERFORMANCE AT LEVEL 4: CREATING

PE

RF

OR

MA

NC

E

TIME

PERFORMANCE AT LEVEL 2: ADAPTING

PE

RF

OR

MA

NC

E

TIME

PERFORMANCE AT LEVEL 3: EXPLOITING

PE

RF

OR

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NC

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TIME



LEVEL 1

LEVEL 4

COMPETITIVE ADVANTAGE



ORGANIZATIONAL CHANGE PERSONAL CHANGE

12



PERSONAL CHANGE

ORGANIZATIONAL CHANGE



“All changes, even the most longed for, have their

melancholy; for what we leave behind is part of ourselves; we must die to one life before we

can enter into another.”

Anatole France French Writerwww.ebook.edhole.com


LOWTIME

HIGH

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ONSET OF CHANGE EVENT

END OF CHANGE EVENT

LOW

HIGH

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RENEWED HOPE

EMERGING PESSIMISM

RENEWED OPTIMISM

HOPEFUL OPTIMISM

PUBLIC RESISTANCE

CHECKING OUT

SATISFIED COMPLETION

LOW

HIGH

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SATISFIED COMPLETION

ANTICIPATION

PRIVATE CONCERN

PUBLIC CHALLENGE

OWNERSHIP

READINESS

ENGAGEMENT

RENEWED HOPE

EMERGING PESSIMISM

RENEWED OPTIMISM

HOPEFUL OPTIMISM

PUBLIC RESISTANCE

CHECKING OUT

LOW

HIGH

AV

ER

AG

E P

ER

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RM

AN

CE

TIME



PERFORMANCE AT LEVEL 2: ADAPTING

PE

RF

OR

MA

NC

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TIMETIME

PE

RF

OR

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NC

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PERFORMANCE AT LEVEL 1: COPING

20

PERFORMANCE AT LEVEL 4: CREATING

PE

RF

OR

MA

NC

E

TIME

PERFORMANCE AT LEVEL 3: EXPLOITING

PE

RF

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MA

NC

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TIME



“If things seem really under control, you're not going fast

enough.”

Mario Andretti Race Car Driver



SEEING

VISIONING

STRATEGIZING

RISKING

ENROLLING

DELEGATING

INSPIRING

PERFORMING

OBJECTIVESROLES AND RESPONSIBILITIES

Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.

VISION

STRATEGIES

CHALLENGE

RISK

ACTION

LEADERS

MOVEMENT

ENERGY

PASSION

CHANGE



PLANNING

BUDGETING

ORGANIZING

STAFFING

GUIDING

CONTROLLING

REASSURING

MONITORING

OBJECTIVESROLES AND RESPONSIBILTIES

Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.

PREDICTIBILITY

ORDER

CONSISTENCY

ZERO DEVIATIONS

STABLE PERFORMANCE

SHORT-TERM RESULTS



Leadership is required for change “A change team made up only of managers

– even superb managers who are wonderful people – will cause major change efforts to fail.” (John Kotter)

Leaders and managers need to work together

Leadership drives and management controls

SUCCESSFUL CHANGE TEAMS

75% Leadership + 25% Management

Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.www.ebook.edhole.com


Purpose◦ To identify the key stakeholder groups and assess

their positioning with respect to the change initiative.

Timing◦ One of the initial exercises, to begin to establish

the change leadership challenges ahead.



Draw a high-level company org chart (7 to 10 boxes maximum).

Example:

Bus. Unit B Marketing Finance Legal HR

Customer Group(s)

Supplier Group(s)

Regulator(s)

e.g., Automotive Industry Customers

e.g., Sheet metal suppliers

e.g., Tax Authorities

Bus. Unit A

CEO


For each group identified, assess:◦ The criticality of having this group support the

change (high – medium – low)◦ The likely current orientation of this group

regarding the change (supportive – neutral – resistant)

◦ The degree of influence this group will have on the change (large – medium – small). For internal groups this may be proportionate to their size in headcount – but some groups may have influence beyond their size (legal or office of the CEO for example). For external groups the team will need to make an educated assessment.


STAKEHOLDERCRITICALITY TO

SUCCESSCURRENT

ORIENTATIONDEGREE OF INFLUENCE

CEO Medium Supportive Large

Business Unit A High Resistant Large

Business Unit B Medium Neutral Medium

Marketing Medium Neutral Small

Finance High Supportive Medium

Legal Medium Resistant Large

HR Low Resistant Small

Automotive Customers

High Neutral Medium

Sheet Metal Suppliers

Low Resistant Small

Tax Authorities Medium Neutral Medium


Build a 3x3 matrix (Criticality across the top, Current Orientation along the side).

Cut out paper circles for each group, with the size representing their influence, and position them on the 3x3 matrix.

Discuss and rearrange until the team is satisfied that the map reflects the current reality.


Criticality to Success

Cur

rent

Orie

ntat

ion

LOW MEDIUM HIGH

RE

SIS

TA

NT

NE

UT

RA

LS

UP

PO

RT

IVE

CEO

BusinessUnit A

Legal

BusinessUnit B

Finance

TaxAuthorities

AutomotiveCustomers

Marketing

HRSheetMetal

Suppliers


Discuss the implication of the positioning matrix. Example:

Finance and the CEO are our biggest allies

Business Unit A is our biggest challenge, with Legal and Automotive Customers close behind

Need to keep Marketing, Business Unit B, and Tax Authorities from becoming problems

Look for ways to make HR and Sheet Metal Suppliers at least neutral to the change


Purpose:◦ To develop a game plan to appropriately address

and influence each stakeholder group. Timing:

◦ Best to take an initial pass at this early in the change effort, and revisit as needed.

Steps:◦ Record each stakeholder’s current orientation and

agree on a desired state.◦ Note each stakeholder’s key issues or concerns.◦ Devise a strategy to move each stakeholder toward

the current state (or utilize supportive stakeholders to influence others).

◦ Assign responsibility to team members to initiate the strategies.


STAKEHOLDERCURRENT

ORIENTATIONDESIRED

ORIENTATIONKEY ISSUES / CONCERNS

STRATEGY ASSIGNED TO:

CEO Supportive Supportive Strong need to see initiative succeed

Broadcast e-mail from CEO expressing importance of the initiative and re-iterating her support

Initiative Leader

Bus. Unit A Resistant Neutral Concerned about loss of market share

Use Finance to educate on positive bottom-line financial impact of this effort

Finance Team Member

Bus. Unit B Neutral Neutral Concerned about loss of market share

Monitor attitude following CEO e-mail and devise additional tactics if needed

Bus. Unit B Team Member

Marketing Neutral Neutral Concerned about customer reaction

Following CEO e-mail, engage to help reorient automotive customers

Marketing Team Member

Finance Supportive Supportive Likes savings potential Leverage support to reorient Bus. Unit A (and B if needed)

Finance Team Member

Legal Resistant Neutral Concerned about legal action

Meet with CEO to devise legal strategy Initiative Leader

HR Resistant Neutral Concerned about employee impact

Monitor to make sure they are not actively undermining the effort

HR Team Member

Automotive Customers

Neutral Neutral May perceive a loss of service

Marketing to meet with large customers to ensure no negative impact from the effort

Marketing Team Member

Sheet Metal Suppliers

Resistant Neutral Will lose business Monitor to make sure they are not actively undermining the effort

Bus. Unit A Team Member

Tax Authorities Neutral Neutral Watching for potential shifting of profits

Inform of initiative and test assumption of neutrality

Compliance Team Member


EXTERNALWhat is readily observable by others

THINKING

FEELINGS

ACTIONS

RESULTS

INTERNALWhat is not readily observable by others

REINFORCERS REINFORCERS


CU

RR

EN

T S

TA

TE

REINFORCERS

DE

SIR

ED

ST

AT

E

REINFORCERS

THINKING

FEELINGS

ACTIONS

RESULTS

THINKING

FEELINGS

ACTIONS

RESULTS


TIME

LOW

HIGH

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ER

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THINKING

FEELINGS

ACTIONS

RESULTS

THINKING

FEELINGS

ACTIONS

RESULTS


KNOWLEDGE & BELIEFS

CONSCIOUSTHINKING

FEELINGS

ACTIONS

RESULTS

SUBCONSCIOUS

SENSATIONPERCEPTION

REINFORCERSREINFORCERS


Reflection

I take action automatically

AutomaticThinking

Process Thinking

I use what I know to be true to assess what I

sense act in alignment with what I already know

to be true

I suspend what I know to be true, inquire and listen to what I sense, acquire

new experiences and perspectives, and act in creative and novel ways.


INQUIRY

LISTENING

INSIGHTS

VERIFICATION


STATE OF MIND LEVEL OF LIVING WORK PERFORMANCE

Creative, Insightful

Calm, Clear

Focused, Aligned

Okay, but Stressed

Unhappy, Distracted

Confusion, Frazzled

Despair, Resignation

Peaceful

Together

Expansive, Generous

Uncertain, Worried

Off, Fragmented

Troubled

Barely Functional

Passionate, Inspirational

Effective, Productive

Creative, Innovative

50/50, Inconsistent

Incomplete

Chaotic, Dispersed

Retired on the Job


“What am I feeling right now?”

“What thoughts are driving my feelings?”

“What are the facts in this situation?”

“What else could be possible here?”

“What else could I think? How does that feel?”

“Now what do I choose to do? And what are the results?”

THINKING

FEELINGS

ACTIONS

RESULTS


“What are you feeling right now?”

“Can you take me through your thinking?”

“Do you know what the facts are?”

“What else could be possible here?”

“What else could you envisage? How does that feel?”

“Now what do you choose to do? And what are the results?”

THINKING

FEELINGS

ACTIONS

RESULTS


LOW

ANTICIPATION

PRIVATE CONCERN

PUBLIC CHALLENGE

OWNERSHIP

READINESS

ENGAGEMENT

RENEWED HOPE

EMERGING PESSIMISM

RENEWED OPTIMISM

HOPEFUL OPTIMISM

PUBLIC RESISTANCE

CHECKING OUT

HIGH

AV

ER

AG

E P

ER

FO

RM

AN

CE

TIME


TIME

LOW

HIGH

AV

ER

AG

E P

ER

FO

RM

AN

CE


THINKING

FEELINGS

ACTIONS

RESULTS

THINKING

FEELINGS

ACTIONS

RESULTS


“You must be the change you wish to see in the

world.”

Mahatma Gandhi Indian Leader


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