CP7

The Change Process

University of the Cumberlands

Weeks 14-16

Leadership Styles

• Autocratic

• Democratic

• Transactional

• Transformational

• Situational

• Servant

Servant Leadership

• Servant first

• Starts with natural feeling that one wants to serve

• Conscious choice brings one to aspire to lead

• Focuses primarily on the growth and well-being of people and the communities to which they belong

• Characterized by: listening (identify will of group), empathy (understand), healing (make whole), awareness, persuasion (not rely on positional power), conceptualization (dream, think beyond day to day), foresight, stewardship, growth, and building community

Greenleaf, R. & Spears, L. (1998). The Power of Servant-Leadership. San Francisco: Berrett-Koehler Publishers

Strategies to Lead Change

Stages of Concerns

Informational

• What, why, how much?

Personal

• How will it affect me?

Implementation

• What happens first? How do I get help?

Impact

• Is the effort working?

Collaboration

• How do we spread to word? Who else is involved?

Refinement

• How can we make it even better?

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Predictable Reasons Why Change Efforts Typically Fail

• 1. People leading the change think that announcing the change is the same as implementing it.

• 2. People’s concerns with change are not surfaced or addressed.

• 3. Those being asked to change are not involved in planning the change.

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Solution

• Get others involved in planning

• Get buy-in • Share relevant information • Stages of concerns • Listen to those affected by

the change

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Predictable Reasons Why Change Efforts Typically Fail

• 4. There is no compelling reason to change. The business case is not communicated.

• 5. A compelling vision that excites people about the future has not been developed and communicated.

• 6. The change leadership team does not include early adopters, resisters, or informal leaders.

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Solution

• Select the appropriate leadership team • One voice • Executive and day to day

change leaders • Those for and those against • Formal and informal leaders

• Address information concern – why is it needed

• Have a compelling vision and excites others about the change

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Predictable Reasons Why Change Efforts Typically Fail

• 7. The change is not piloted, so the organization does not learn what is needed to support the change.

• 8. Organizational systems and other initiatives are not aligned with the change.

• 9. Leaders lose focus or fail to prioritize, causing “death by 1,000 initiatives.”

• 10. People are not enabled or encouraged to build new skills.

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Solution

• Collaborate • Review resources to ensure

that changes that are selected meet the mission and vision

• Measure and assess • Enable and encourage those

involved in the change • Work out the kinks before

implementing change

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Predictable Reasons Why Change Efforts Typically Fail

• 11. Those leading the change are not credible. They under communicate, give mixed messages, and do not model the behaviors the change requires.

• 12. Progress is not measured, and/or no one recognizes the changes that people have worked hard to make.

• 13. People are not held accountable for implementing the change.

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Solution

• Address impact and collaboration concerns

• Walk the talk as the leader of the change

• Praise the progress

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Predictable Reasons Why Change Efforts Typically Fail

• 14. People leading the change fail to respect the power of the culture to kill the change.

• 15. Possibilities and options are not explored before a specific change is chose

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Solution

• Refinement • Continue to get others

involved • Ask for input

Blanchard, K. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River: FT Press.

Butler, J. (2015). Change leadership in higher education: A practical guide to academic transformation. San Francisco, CA: John Wiley & Sons

Kotter Model of Change

Butler, J. (2015). Change leadership in higher education: A practical guide to academic transformation. San Francisco, CA: John Wiley & Sons

• Introduction to the Change Process

• Perspectives of Social Change • Authority, Leadership, Power • Psychology of Change • Social Psychology of Change • Andragogy • Working with Groups and

Consensus • Why Change Fails • Strategies for Leading Change

Change Puzzle