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Change Management: Simulated Leadership Lessons

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Mark Lehane

on 8 August 2015

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Transcript of Change Management: Simulated Leadership Lessons

Primary factors:
Get CEO’s public support = persuade to get 100% of support.
Restructure Organization = collaborate, change in priorities, improve efficiency, technology advancements, or implement strategic change.
Secondary (contingency) factors:
Hold town hall meetings = awareness.
Walk the talk = builds credibility of the initiative.
Build a coalition = build relationships, integration across functional lines, and trust.
Tell a ‘success’ story = helps build credibility of the initiative.
Privately confront resister = last resort for drive adoption, understand individual concerns that are not influenced by other levers.

Types of Change

Lessons Learned - Advice to Entry-Level Managers
Together the
Pieces to

Simulated Leadership Lessons
Presented by:

Krishendra Chennaiah, Shuyi Fei, Mark Lehane and Chris Miller
Contingency Factors
Strategies & Change Levers
Missteps and Solutions
What went wrong
There were multiple instances when a lever did not bring about a positive result. Often when this occurred it lowered the credibility for the change agent.

What worked best
From all roles it was determined that personal interaction typically drove a positive result.
Top-down approach was effective.
For all roles: focusing on upper management as a means to persuade their reports toward adoption

What to do after negative result
When a lever failed to have a positive effect it almost certainly lowered credibility, to offset the lowering of credibility using the lever walk the talk was effective in regaining credibility which made future lever more effective.
Bringing in external professional’s opinions and advice can help draw more attention and break any sense of complacency within the organization.

Work the Flank if you need to
Identify the individuals who have influence (either personally or professionally) on your resisters.

Missteps and Solutions
Change Levers Don’t Work All of the Time
Must be the right timing
Reframing is Essential
Use the Four Frames to Change Perception
Focus on Incremental Change
Moving one person at a time can makes a difference
Learn from Mistakes
Every misstep is an opportunity to learn
Organizations are Complex
Decisions made can affect more than one group
Each Individual has their own needs
Taking the time to interview and learn thoughts makes all the difference
Plan a change implementation strategy

Include risk mitigation in case strategies do not work as planned
Communicate and build a coalition with a change team
Make sure to remove the fear of loss, and enable trust by providing a clear shared vision
Lessons Learned - Advice (Continued)
Diagnose the situation:
Take account of complexity:
change is not linear
Surface and address six stages of concerns:
information, personal, implementation, impact, collaboration, refinement
Select the right organizational strategies:
organize to learn about the business, establish A-item priorities.
Adopt the right leadership style:
self-management (enhancing self-awareness, exercising personal discipline, and building complementary teams)
Lead people through change model:
expand involvement & influence, explore possibilities, select & align the leadership team, explain business case for change, envision the future, experiment & ensure alignment, enable & encourage, execute & endorse, embed & extend
Keep your credibility high:
the ability to influence others is significantly impacted by your credibility.
the more vast your connection listing is the more pull you will have to make significant changes in the organization.

David A. Nadler, Michael L. Tushman, “Organizational Frame Bending: Principles for Managing Reorientation”

Michael D. Watkins, “Picking the Right Transition Strategy”

Malcolm Higgs & Deborah Rowland, “All Changes Great and Small: Exploring Approaches to Change and its Leadership”

The KenBlanchard Companies, “Leadership Strategies for Making Change Stick”

Short time-frame to change business direction and strategy
Redesign manufacturing process to minimize carbon footprint and conserve energy
Create a new product line entirely based on environmentally benign
A new vision with three specific goals that align with changing consumer preferences/demands and the organization’s strategic goals and objectives for sustaining competitive advantage
Changes in Spectrum’s core values and employees’ beliefs and acts

Organization Size
Spectrum is a middle-to-large size organization and obtaining buy-ins from each organizational level is critical to successful business transition
Spectrum’s proprietary polarization technology will expire and then encounter intense competition
A new manufacturing technology that emphasizes environmental sustainability can help Spectrum differentiate itself among its competitors after the patent expires
Business profitability can be negatively affected by economic recession
Growing public concern about protecting environment
Changes in Spectrum’s core values and employees’ beliefs and acts is critical to smoothly implementation

As CEO of Spectrum Sunglasses, our goal was to convince a critical mass of adopters to back an initiative to create a new eco-friendly product line using strategies learned in the class by assessing the situation and using change levers to move the initiative forward.
Expand and Involve Influence
Increase Awareness
Explaining Business Case and Envisioning the Future
Develop Political Support

Involve, Enable, Experiment and Encourage
Execute and Endorse Outcomes

-Building a coalition
-Clarifying organizational values
-Town hall meetings and getting a consultant’s support
-Goal of all levers, started with conducting interviews
-Utilize a horizontal structure
-Providing external and internal skill-building and completing pilot projects

-"Walk the talk", revising the reward system and telling success stories
Full transcript