"You don't have to like change to take advantage of it."

Transcription

1 MACPA 2014 Business and Industry Conference "You don't have to like change to take advantage of it." Seth Godin, Author 2 1

2 Change Efforts that Stick: How to "do" change elegantly (for yourself and with your team) A Model for Flourishing 3 Demanding. Full of opportunities and challenges. Diverse range of circumstances. Clear focus. Shared enthusiasm and commitment for the journey and the goal. The group will change as the expedition matures. Require fluidity in leadership styles within the same leader. The Characteristics of an Expedition -Royal Geographic Society 4 2

3 Organizational Change Cycle adapted from "The Cycle of Change, Dr. Martha Beck, Finding Your Own North Star, 2001 DEATH & REBIRTH DREAMING & SCHEMING Catalytic Event POSITIVE ACHIEVING & GLIDING HERO S JOURNEY 4 3 Bring the right solution at the right time. 5 Death & Rebirth 3

4 Death & Rebirth Fight, Flight or Freeze In limbo; not the old version but not the new version yet either Reassure Reground Acknowledge Accomplishments and Learnings-to-date Lean into Strengths Mind the Gap Embrace Vulnerability Vulnerability is the birthplace of innovation, creativity and change. Dr Brene Brown 8 4

5 Dreaming & Scheming 9 Dreaming & Scheming Ideas and Pilots People are dreaming bigger What if / So that Mini-pilots may be underway to try things out Embrace Brave New Visions Look for possibilities Trust the creative process Cultivate inclusive environments where creativity flourishes psychological safety Create meaningful work 10 5

6 To excel in complex and uncertain business environments, people need to work together in new and unpredictable ways. Amy C. Edmondson Novartis Professor of Leadership and Management at Harvard University 11 Image Risks at Work Ignorant Incompetent Negative Disruptive 12 6

7 Creating Inclusive Environments Benefits of Psychological Safety Encourages speaking up. Enables clarity of thought. Supports productive conflict. Mitigates failure. Promotes innovation. Removes obstacles in pursuing goals for achieving. Increases accountability. 13 Leadership Behaviors for Cultivating Psychological Safety Be accessible and approachable Acknowledge the limits of current knowledge Be willing to display fallibility Invite participation Highlight failures as learning opportunities Use direct language Set boundaries Hold people accountable for transgressions 14 7

8 Hero s Journey 15 Hero s Journey Nuts and Bolts The making of ideas, from concept to reality The working hard /nuts and bolts part of making the dreams of Square 2 a reality Steady as She Goes Pursue excellence, not perfection Model resiliency bend without breaking Measure quality of work by quality of work life (include play and rest) Make progress on meaningful work 16 8

9 Teaming Behaviors Asking questions Sharing information Seeking help Experimenting with unproven actions Talking about mistakes Seeking feedback Teaming requires awareness, communication, trust, cooperation, and a willingness to reflect. Amy Edmondson 17 Positive Achieving and Gliding 18 9

10 Positive Achieving and Gliding Living the New Vision Curious About the Future Savor Be attentive to what has been accomplished and at what effort Deepen the connection of the achievements to meaning and purpose Scale what is working Demonstrate courage by plowing under mediocre ideas Ask, What shall we be curious about next? What is worth daring greatly for? 19 Organizational Change Cycle adapted from "The Cycle of Change, Dr. Martha Beck, Finding Your Own North Star, 2001 DEATH & REBIRTH DREAMING & SCHEMING Catalytic Event POSITIVE ACHIEVING & GLIDING HERO S JOURNEY HERO S JOURNEY 4 3 Bring the right solution at the right time

11 Insights Can t skip squares. Can get stuck Can mistake familiarity for safety. Will repeat. People can only do what they are ready for. People can get better at change. The Change Cycle in the Organizational Context, Gretchen Pisano, MAPP 21 "Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm. Peter Drucker Management Challenges for the 21st Century (1999) 22 11

12 Our only security is our ability to change. John Lilly Going Forward 24 12