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Leading Change Improving Care Leadership Programme Day 3: - - PowerPoint PPT Presentation
Leading Change Improving Care Leadership Programme Day 3: - - PowerPoint PPT Presentation
Leading Change Improving Care Leadership Programme Day 3: Motivations to change - looking around Welcome and Introductions Day 1 : Leadership a shared understanding Day 5: Sharing leadership Day 2 : Sources of change looking impact
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Day 5: Sharing leadership impact project initiatives and embedding change for future impact
- looking
- utwards
Day 3: Motivations to change – looking around Day 4: Creating a climate for change – looking sideways Day 1: Leadership – a shared understanding Day 2: Sources of change – looking inwards
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Motivations to change – looking around
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Today’s objectives and agenda
Creating a climate for change in your team; How to facilitate change sensitively with staff and colleagues; Understanding reactions to change, and how to build your resilience for change; Building a learning culture in your team, to liberate potential and innovation Building an action plan to continue to develop this change to an engaging culture
Today will focus on
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Change Leadership
Change Management V Change Leadership Are you a change manager or a change leader
Management is about doing things right.
It is about coping with complexity in an organised way, maintaining plans and controlling the activities
- f others.
Leadership is doing the right things.
It is about coping with change and creating a future direction, so that other people are inspired to follow. Both functions are important , but most
- rganisations are over-managed and under-led
What do you spend more time doing? Using control or Using trust Keeping course or Setting course Organising or Inspiring Planning or Innovating Telling or Influencing Both are important. “Strong leadership with weak management is not better, and is sometimes actually worse, than the reverse.” John Kotter; What Leaders Really Do
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The change equation
Beckhard and Harris
Ʃ (D x V x F) ˃ R
- 1. Look at the John Kotter 8 Steps of Change handout
- 2. Can you apply the Change Equation to each of Kotter’s 8 steps?
- 3. Complete the activity on the Kotter handout. Think of a change project you are
currently leading or involved in. How would you apply Kotter’s model to successfully implement this initaive and get all staff involved and working in the new way?
- 4. Watch this short video, takes notes and add any new thoughts to task 3.
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The steps of change
The 8 steps of change Leading Change – John Kotter Forcefield Analysis (Kurt Lewin) 1. Increase urgency 2. Build the guiding team 3. Get the vision right Unfreeze – Prepare the way: Identify / increase drivers Identify / reduce restraints Focus more on reducing restraints 4. Communicate for buy-in 5. Empower action 6. Create short term wins Change –make it happen Create and run a set of integrated actions and communications to help make the desired change a habit 7. Don’t let up 8. Make change stick Refreeze – Embed change Take action to reinforce the change, and to prevent unfreezing
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Motivation and change
It is valid to treat motivation as a key enabler of - or obstacle to - change
To get the best from people you have to work at inspiring and encouraging them to give their
- best. Motivation isn’t automatic; and everyone works better with encouragement.
Individuals are motivated by different things – so knowing their passion can be useful. Engaged staff who feel that the management is fair will be significantly easier to work with during change. Motivated staff who trust you are warmed up already. A manager who says “they are all adults – they know what to do” will hit problems soon into the process.
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Look at Handout 2 – How to Motivate Others. Use the 9 cards to organise the 9 motivational factors into a Diamond 9 formation. Like this X X X X X X X X X According to the most important to the least important. In pairs identify ones that you do well and ones that need more attention. Use these as a take away pledge.
Motivation and change
It is valid to treat motivation as a key enabler of - or obstacle to - change
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The Johari Window
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The Johari Window
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