1.5 - About University

5.1L EADING C HANGE: A CHANGE E QUATIONInspired by John Kotter, Gene Dalton, and Peter Scholtes.Leadership at its essence is leading change. This tool presents a straightforward equation thatyou can use to plan a change and to explain the need for specific actions to support a change.In a mathematical equation in which the variables are multiplied together, if one variable issmall or zero, then the product is small or zero, no matter how large the other variables. Allare needed!SUSTAINABLE CHANGE =Big picture × Buy-in × Skills & tools × Manage risks × Action❑❑❑❑❑Prepare a vision,one that you canexplain in fiveminutes or less.Alwayscommunicate thechange in a widercontext. Answer thequestion “Why?”and address the fitwith theorganizationaldirection.Use metaphors,stories, and examplesto illustrate;people need a goodillustration tounderstand thechange.Prepare aninterdependencyanalysis; often,change has manyinterlinkingsystems, which canfoil change.Find and exploitsynergies with otherinitiatives.❑❑❑❑❑❑❑The best way togain the acceptanceof others is byinvolving themearly and often.Communicate,communicate.(Research showsthat others feelleaders havecommunicated lessthan half as muchas leaders thinkthey have.)Use multiple typesof communication.Use two-waycommunication; askfor feedback.Prepare astakeholder map, aseach group sees it.Build and organizeallies early; often,support is onlyasked for at theaction phase.Recognize andthank people fortheir support whenyou get it.❑❑❑❑❑Always provide fortraining in newskills.Understand thatproductivity ofteninitially drops (justwhen you wantgains).Ensure that yourchange is userfriendly.Do not overlook theskills that otherleaders will need toexplain the changeto their people.Provide coachingand trainingmaterials for otherleaders and theirpeople.Ensure that peopleaffected have theright equipment atthe right time.❑❑❑❑❑❑Treat others’ reservationsas normal;risks are a naturalside effect ofchange. Don’t resistresistance.Anticipate as manyrisks andreservations as youcan.Learn how peopleneed to transitioninternally.Neverunderestimate thepower of the statusquo and the needfor people toprotect their turf.Recognize thepower andinfluence of therumor; a void willget filled.Own up toinconsistencies andproblems; say “I’msorry” and correctthem. Hiding gaffesand risks rarelyworks.❑❑❑❑❑❑❑Prepare short-termaction plans thatgenerate small wins.Recognize and celebratesuccesses.Always model thebehavior you expectin others; walk yourtalk.Minimize “happytalk.” It makes peoplecynical.Undermine cynicswith quick wins.Keep your cool andyour sense ofhumor.Implementingmajor change inorganizations is achallenge foranyone.Communicatefrequently and on aconsistentlyscheduled basis.140 SECTION 5 TOOLS FOR LEADING CHANGE