1. Managing change Pat Eglinton

2. Agenda • “Change Leadership” • Managing Change Articles • Strategic Change Leadership • Why Do Employees Resist Change? • Change Management? – Or Change Leadership? • Exercises and Practice Routines

3. “Change Leadership” • Leaders must be humble and vigilant: not self-centered • This will contribute to an environment that supports the need for people to change their behavior • Overcome this challenge is to motivate people to do by appealing to their emotions • Appeal to the emotional and intellectual level of those they need to motivate • Set the example to create a positive atmosphere to promote optimism across the organization

4. Managing Change: ArticlesStrategic Change LeadershipWhy Do Employees Resist Change?Change Management? – Or Change Leadership?

5. Strategic change leadership • Two roles in change management: instrumental and charismatic • Charismatic leadership takes a personalized approach that is necessary for energizing and empowering individuals • Instrumental elements of leadership focus on organizational design, reward, and control • Key characteristics of these roles: • challenging the status quo; inspiring a shared vision; creating sponsors at all levels of the organization; enabling others to act; use of rewards/recognition to gain attention; ‘modeling the way’; communicating the message

6. Strategic change leadership • Importance of leadership in integrating and sustaining change • A clear and overarching vision is necessary to promote the agenda in organizations that are abandoning traditional top-down formats • Integrated at all levels of the organization to encourage the acceptance of the agenda across all levels of the organization • Combining charisma and instructional elements can lay the successful foundation for change

7. Why Do Employees Resist Change? • Three elements of the employment relationship: • The formal includes job descriptions and performance agreements. • The psychological dimension incorporates implicit elements, such as trust, dependence, and respect that have an effect on employees’ behaviors. • Sensitivity to this relationship will promote integration of change by encouraging loyalty and commitment • The social dimension involves the employees’ perception of organizational culture • Proper alignment between actions and statements • Careful consideration and implementation of each element has to be used to ensure buy-in from the organizations employees • Managers must evaluate the perception of change from their employees’ shoes • Evaluate the ‘personal compacts’ (reciprocal obligations/mutual commitments)

8. Change Management? – Or Change Leadership? “The leadership of change…means ‘developing a vision of the future, crafting strategies to bring that vision into reality [and ensuring] that everybody in the organization is mobilizing their energies towards the same goals . . . the process we call ‘‘emotional alignment’’ • Integrating aspects of the transformational leadership model - cognitive, emotional, spiritual and behavioral - will ensure success • Minimize a lack of communication and inconsistent messages that demotivate and lead to a lack of commitment

9. Change Management? – Or Change Leadership? • Requirements of the four elements of leadership: • Intellectual/cognition – “thinking”: intellectual need to understand information and problems. Use intuition and judgment to produce vision, mission, and shared values to win over employees • Spiritual dimension – “meaning”: Understanding sense of worth to promote vision and create meaning among employees • Emotional dimension – “feeling”: understanding yourself and others and using self-confidence and control to respond in appropriate ways • Behavioral dimension – “doing”: Using and responding to emotion. Includes various types of communication which is “the ‘life blood’ of the organization and the ‘oxygen’ of change within it.” (p.31

10. Change Management? – Or Change Leadership? • A meaningful, effective and inspiring vision will establish a desired future and will lay foundations and provide direction for change • The vision should be grounded in a strategy that forms a logical road map for the change • Must be a commitment to implementing a program based on strong, shared values across the organization • Leaders of change should set the tone but modeling these values to create a common purpose and shared commitment • Supported by positive and appealing language

11. Exercises and practice routinesHow does this make you feel?

12. How does this make your feel? • List the 12 things they value the most about their jobs… • Then, prioritize “job satisfiers” into three groups: • Important: things that are important, but, if gone, wouldn't cause too much difficulty • Very Important: one step up the scale • Critically Important: things without which the job would become horrific • Write this list in a concentric circle with the "Critically Important" factors in the core circle.