I need a discussion done for week 4 and a response to 2 other peer for my Leading Change by Putting People First

JWI_556_Week_4_Lecture_Notes.pdf

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JWI 556

Leading Change by Putting People First

Week 4 Lecture Notes

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WHAT’S IN IT FOR ME?

What It Means

The first thought that goes through most people’s minds when presented with a change – especially one

that is going to take a lot of work and cause a lot of disruption – is What’s in it for me? It’s not that we

don’t care about the impact of the change on others. Of course, we do. But we really, really…really care

about how it impacts what we do every day. If you’re going to lead change by putting people first, you had

better be prepared to explain and demonstrate what’s in it for them.

Why It Matters

 It’s not enough that you understand what the wins are. You have to communicate these to every

stakeholder in a way that is clear and compelling.

 You have to empower stakeholders to be drivers of the change that will impact them, not pawns

who see the change as something being done to them.

 To ensure the value of the change is real and meaningful, you have to lock in short-term wins.

This will provide proof that everything is going in the right direction, and also create opportunities

for celebration for those being asked to work hard to make the change a success.

“Transformation is not a process

involving leadership alone; good

management is also essential.”

John Kotter

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EFFECTIVE CHANGE COMMUNICATION

“Talk about the vision for change over and over again.”

Jack Welch

Every change initiative needs a communication plan that identifies the messages and information to be

shared. It lets people know who the stakeholders or audience will be, and explains when the

communication will take place and how it will be carried out.

The guiding coalition may have spent hundreds of hours chewing through data, assessing alternatives,

fine-tuning the vision, and growing their commitment to it. But if everybody else in the organization is

expected to understand and follow the change in a fraction of the time with a fraction of the information,

we are setting ourselves up for failure.

In fact, the potential for a communication failure exists even before the communication plan is rolled out.

"Failure in the first three phases of a transformation effort often contributes to problems

here. When the urgency rate isn’t high enough, people don’t listen carefully to information

about a new vison. If the guiding collation isn’t the right group, it will have difficulty both

creating and sending an appropriate message. If the vision itself is too blurry or just a bad

idea, selling poor goods becomes a tough job.

For people who have been trained only to be managers, communication of vision can be

particularly difficult. Managers tend to think in terms of their immediate subordinates and

boss, not the broader constituencies that need to buy into a vision. They tend to be most

comfortable with the routine factual communication, not future-oriented strategizing and

dreaming. Of course, they can learn. But that requires time, effort, and, perhaps most of

all, a clear sense of what the problem is and how it can be solved.”

Leading Change, pp. 88-89

Communication shortcomings typically come in four flavors:

1. Not Enough

There is simply not enough communication to create real understanding, let alone change

behavior. Communication may be plentiful at the most senior levels, but never penetrates down

into the organization.

2. Too Much, Too Soon

Many well-meaning organizations, determined to avoid the “not enough” charge, flood their

communication channels with information at the beginning of a change effort. Then, the talk

quickly trails off. Everybody’s heard the message, right? This creates the perception that the

change initiative is no longer a priority – it’s all done. Management has likely moved on to its next

preoccupation.

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3. Happy Talk

Few people like to deliver bad news or be cast as the villain in an organizational drama. At the

beginning of a change effort, leaders may not know the details of which jobs may be lost or how

lives may change. A change that greatly benefits some parts of the organization may cause

others to suffer. Too often, executives seek to conceal these complexities under a blanket of

happy talk. “This is a merger of equals!” “Everyone will benefit!”

4. Mixed Messages

Mixed messages may stem from different communicators being on different pages. HR is saying

one thing, while sales management is saying another. But even more frequently, mixed

messages come from disconnects between the words and the actions of key leaders. Who is

being promoted? Where is the money going? Who is tightening their belt or turning to face their

customers? Who is not? Mixed message anecdotes sweep through an organization in transition

like wildfire, and actions always speak louder than words.

To address these, Kotter lays out seven principles for good communication during change.

1. Simplicity

All jargon and technobabble must be eliminated.

2. Metaphor, Analogy, and Example

A verbal picture is worth a thousand words.

3. Multiple Forums

Big meetings and small, memos and newspapers, formal and informal interaction – all are

effective for spreading the word.

4. Repetition

Ideas sink in deeply only after they have been heard many times.

5. Leadership by Example

Behavior from important people that is inconsistent with the vision overwhelms other forms of

communication.

6. Explanation of Seeming Inconsistencies

Unaddressed inconsistencies undermine the credibility of all communication.

7. Give-and-Take

Two-way communication is always more powerful than one-way communication.

Leading Change, p. 92

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THE IMPORTANCE OF EMPOWERMENT AND ITS ROLE IN

THE CHANGE PROCESS

“Environmental change demands organizational change. Major internal transformation

rarely happens unless many people assist. Yet employees generally won’t help, or can’t

help, if they feel relatively powerless…The purpose of stage 5 is to empower a broad

base of people to take action by removing as many barriers to the implementation of the

change vision as possible…”

Leading Change, pp. 105-6

A common theme in both sharing best practices and redesigning processes is that they are most effective

as group efforts. Those involved in the process engage in candid dialogue and open-ended discovery as

they carry out the work. But, a number of factors can stand in the way of empowerment:

 Structures

Older structures and processes can make it difficult, if not impossible, to implement the new

vision

 Skills

Training is provided, but it is not enough. People are expected to change habits built up over

years or decades with only five days of education. People are taught the technical skills, but not

the social skills or attitudes needed to make the new arrangements work. People are given a

course before they start their new jobs, but aren’t provided with follow-up to help them with the

problems they encounter while performing their jobs.

 Systems

HR systems must support the new vision. Performance evaluation, compensation, promotion, and

recruiting and hiring must all be tied to it. This may be one of the most important areas where HR

professionals can be proactive change leaders – taking steps to ensure that the system is ready

for, and aligned with, the post-change realities.

 Supervisors

Managers have to be supported and trained in the new processes so they are true believers and

don’t get in the way of the change by continuing to apply old management practices to new

situations.

Change leaders must be sensitive to these barriers and take action to remove or minimize their negative

impact. If left unchecked, they can leave even the most fervent change agents feeling powerless. Once

your change agents begin to feel they are nothing more that cogs in the machine, they will disengage.

What’s more, you may not realize they have disengaged for weeks or months. But slowly, what was once

the burning passion for change will dwindle down to an ember, and eventually go out altogether.

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THE ROLE AND BENEFITS OF SHORT-TERM WINS IN AN

ORGANIZATION’S CHANGE EFFORTS

“Every time you have a success and pass a milestone along the way of the change

process, stop and celebrate so people can see that it’s worth it.”

Jack Welch

Nothing succeeds like success. It makes you feel great and it motivates you to do more. But the benefits

aren’t just for those leading the change. They’re for those watching the change develop, who may be

judging whether to continue supporting it if they are an executive sponsor, or worse, may be actually

rooting for the effort to fall flat. Getting wins on the board early proves you’re going in the right direction.

“Major change takes time, sometimes lots of time. Zealous believers will often stay the course no

matter what happens. Most of the rest of us expect to see convincing evidence that all the effort is

paying off. Nonbelievers have even higher standards of proof. They want to see clear data

indicating that the changes are working and that the change process isn’t absorbing so many

resources in the short term as to endanger the organization.

Running a transformation effort without serious attention to short-term wins is extremely risky…

Sometimes you get lucky; visible results just happen. But sometimes your luck runs out… ”

Leading Change, p. 123

Many experienced managers who are tasked with driving major change initiatives ignore the vital role of

quick wins. Some of these managers are actively disparaging, dismissing the focus on small, early results

as a distraction from achieving big, long-term goals. Some are deeply uneasy about demanding

immediate results. Many believe that months or years of properly planned activity will generate the

desired results at the end of the day, so they see no need to accelerate the process. But these beliefs are

costly and often fatal to the success of a transformation. In large-scale, long-term change initiatives,

you’ve got to generate a steady stream of short-term wins if you want to reach the ultimate finish line.

“Systematically targeting objectives and budgeting for them, creating plans to achieve

those objectives, organizing for implementation, and then controlling the process to keep

it on track – this is the essence of management. With that in mind, one can easily see

that the need to create short-term wins in a successful change effort demonstrates an

important principle: Transformation is not a process involving leadership alone; good

management is also essential. A balance of the two is required…”

Leading Change, p. 133

Good short-term wins are: (a) visible – large numbers of people can see for themselves whether the result

is real or just hype, (b) unambiguous – there can be little argument over the call, and (c) clearly related to

the change effort. And they serve six roles:

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1. Provide evidence that sacrifices are worth it

Wins greatly help justify the short-term costs involved.

2. Reward change agents with a pat on the back After a lot of hard work, positive feedback builds morale and motivation

3. Help fine-tune vision and strategies Short-term wins give the guiding coalition concrete data on the viability of their ideas.

4. Undermine cynics and self-serving resisters Clear improvements in performance make it difficult for people to block needed change.

5. Keep bosses on board: Provides those higher in the hierarchy with evidence that the transformation is on track.

6. Build momentum Turns neutrals into supporters, reluctant supporters into active helpers, etc.

Leading Change, p. 127

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GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes

for the week:

 Identify the principles of effective change communication

Map out a communication plan for a change initiative you would like to see happen. Do you have

a good understanding of all the communication tools that are available to you within the

organization? Think about email blasts, newsletters, town hall meetings, and other media/events

that could be used to get the message out. Identify the stakeholders you will need to reach.

Which parts of the organization will require the most communication and why? Make sure your

communications are clear, and that they keep the vision statement front and center. Align what

you are saying to the Mission and Values of the organization. Include a “roadmap” (even a high-

level one) of action steps and milestones so people understand the journey and the timeframe.

And finally, make sure you communication allows for dialog and questions and does not turn into

a download.

 Understand the importance of empowerment and its role in the change process

Are your change leaders, being given what they need to get it done and make a real difference

or do they feel like cogs in a machine? Talk with your team to identify the things that take power

away from them. What would it take to change that? Go back and review Patty McCord’s book,

Powerful. What ideas are presented that could be leveraged to make changes to empower your

team? If you are a team leader, identify three things you could do within 30 days to empower

your people more. What effect would this have on the performance of the team and the

organization?

 Analyze the role and benefits of short-term wins in an organization's change efforts

How are you keeping score in the progress of your change initiative? If you have been a part of

a previous change effort that was able to capitalize on short-term wins, what did they do? How

can your replicate it? What are the metrics, measurements and milestones that matter in order

to provide concrete data that demonstrates things are going in the right direction? Remember,

meaningful short-terms wins should.

 Be fact based

 Be easy to remember

 Measure what matters

 Provide specific examples of what is achieved

 Hold people accountable

 Create opportunities to celebrate success