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© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1
SteveWinterbottom
Vice-President, InformationTechnology
Cisco
February 9, 2012
Leading Through Change
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
 Leadership
 Change
 How people respond to Change
 Things may not go according to plan!!
Topics
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Inspiring and Influencing
others to own and
accomplish a mission
Leadership is the key success factor for (any) mission
We all have areas in which we must exhibit strong leadership
We can all be leaders!!
Leadership ( I Believe! )
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Leadership
 Leaders aren't born, they are made. And they
are made just like anything else, through hard
work. And that's the price we all have to pay
to achieve that goal, or any goal.
~ Vince Lombardi ~
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Simple Model - Forms of Power
Organizational ( Reward, Coercive )
Expert
Referent ( Genuine respect )
The boss drives people; the leader coaches
them. The boss depends on authority; the
leader on good will. The boss inspires fear;
the leader inspires enthusiasm. The boss
says "I"; The leader says "WE". The boss
fixes the blame for the breakdown; the
leader fixes the breakdown. The boss
says, "GO"; the leader says let‟s "GO!"
~ H. Gordon Selfridge ~
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 6
What type of change are you leading?
Continuous
Incremental
Change
Adopt routine
processes for
continuous change
Total Quality Management
Six Sigma
Transformative
Change
Unfreeze
Transition
Grow
Change
Management
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Change and Expectations
 Change causes a disruption in
expectations
 Each of us moves through life (and
change) at a unique pace – a pace
that allows us to absorb the new
expectations.
Sometimes the changes
come faster than we are
ready for them!!
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Bridges Model - Response to Change
A B
T r a n s i t i o n
Ending
Denial
Anger
Shock
Stress
Neutral Zone
Churning Behavior
Approach (new behaviors)
Avoidance (back to old behaviors)
New Beginning
Energy
Creativity
Acceptance
Change
strategies-for-managing-
change.com/william-
bridges.html
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
The Change Curve
Time
EmotionalResponse
Immobilization
Denial
Anger
Bargaining
Depression
Testing
Acceptance
PassiveActive
From Managing at the Speed of Change, Daryl Conner
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Impact of Change
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Applying The Model: Making It Real
• Where are you on the transition curve?
• Where is your team is on the transition curve?
• What is going away? What is staying the same? What is changing?
• What can you do to support your team based on the stage they are in?
Time
EmotionalResponse
Immobilization
Denial
Anger
Bargaining
Depression
Testing
Acceptance
PassiveActive
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Conceive Define
Build /
Verify Implement Add Value
TIME
VALUE
EXPECTATION
Heights of
Euphoria
Depths of
Despair
Search for
the Guilty
Find a
Scapegoat
Expectations „S‟ curve – Another Version
Leading Through Change - Expectations
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Conceive Define
Build /
Verify
Implement Add Value
TIME
VALUE
EXPECTATION
• Raise expectations just high enough to
sell the project
• Generate excitement about the project
value add, but not too much
• The higher the pre-implementation
expectations, the greater the risk of
a post-implementation backlash
Suggestion:
• Keep the project proposal value add statement
succinct, including an ‘is’ and ‘is not’ section
• Ensure a high level sponsor is signed up to
ensure the value is delivered
• Deliver project value in smaller, quicker chunks
Managing ExpectationsLeading Through Change - Expectations
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Set Realistic ExpectationsLeading Through Change - Expectations
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
I’m sure glad the hole isn’t in
our end…
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
Resistance
Compliance
Commitment
Awareness
of Change
Outcomes of an Awareness Program
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 17
“I pray God I can
manage to get the
whole Party to
civilization.”
THE CALL
Men wanted for
hazardous journey.
Small wages. Bitter cold.
Long months of
complete darkness.
Honour and recognition
in case of success.
Leadership and Change
Shackleton and The Endurance
“It is the last great
Polar journey that
can be made.
There now remains
the largest and
most striking of all
journeys – the
crossing of the
Continent.”
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 18
Low High
Confidence
High
Certainty
Low
We’ve never
done this before,
but we
can do it
together
This is hopeless.
Nobody knows
What they’re
Doing.
Our plan is on
target. I have
every confidence
that we’re on the
right track.
I know what to
do, but they
never listen to me.
It’ll never work.
Source: Leadership in Times of Stress and Change
Mark J. Tager and Harry L. Woodward
“Plans are worthless.
Planning is everything”
Winston
Churchill
Change Situational Grid
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd
what I was rdanieg. The phaonmneal pweor of the
hmuan mnid Aoccdrnig to rscheearch at Cmabrigde
Uinervtisy, it deosn’t mttaer in waht oredr the
ltteers in a wrod are, the olny iprmoatnt tihng is
taht the frist and lsat ltteer be in the rghit pclae.
The rset can be a taotl mses and you can sitll raed
it wouthit a poberlm. Tihs is bcuseae the huamn
mnid deos not raed ervey lteter by istlef, but the
wrod as a wlohe. Amzanig huh? Yaeh and I awlyas
thought slpeling was ipmorantt.
Not Eveyrhtnig Is As It Aappers
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 20
Thank-You!

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Leading through change

  • 1. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1 SteveWinterbottom Vice-President, InformationTechnology Cisco February 9, 2012 Leading Through Change
  • 2. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID  Leadership  Change  How people respond to Change  Things may not go according to plan!! Topics
  • 3. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Inspiring and Influencing others to own and accomplish a mission Leadership is the key success factor for (any) mission We all have areas in which we must exhibit strong leadership We can all be leaders!! Leadership ( I Believe! )
  • 4. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Leadership  Leaders aren't born, they are made. And they are made just like anything else, through hard work. And that's the price we all have to pay to achieve that goal, or any goal. ~ Vince Lombardi ~
  • 5. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Simple Model - Forms of Power Organizational ( Reward, Coercive ) Expert Referent ( Genuine respect ) The boss drives people; the leader coaches them. The boss depends on authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says "I"; The leader says "WE". The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss says, "GO"; the leader says let‟s "GO!" ~ H. Gordon Selfridge ~
  • 6. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 6 What type of change are you leading? Continuous Incremental Change Adopt routine processes for continuous change Total Quality Management Six Sigma Transformative Change Unfreeze Transition Grow Change Management
  • 7. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Change and Expectations  Change causes a disruption in expectations  Each of us moves through life (and change) at a unique pace – a pace that allows us to absorb the new expectations. Sometimes the changes come faster than we are ready for them!!
  • 8. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Bridges Model - Response to Change A B T r a n s i t i o n Ending Denial Anger Shock Stress Neutral Zone Churning Behavior Approach (new behaviors) Avoidance (back to old behaviors) New Beginning Energy Creativity Acceptance Change strategies-for-managing- change.com/william- bridges.html
  • 9. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID The Change Curve Time EmotionalResponse Immobilization Denial Anger Bargaining Depression Testing Acceptance PassiveActive From Managing at the Speed of Change, Daryl Conner
  • 10. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Impact of Change
  • 11. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Applying The Model: Making It Real • Where are you on the transition curve? • Where is your team is on the transition curve? • What is going away? What is staying the same? What is changing? • What can you do to support your team based on the stage they are in? Time EmotionalResponse Immobilization Denial Anger Bargaining Depression Testing Acceptance PassiveActive
  • 12. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Conceive Define Build / Verify Implement Add Value TIME VALUE EXPECTATION Heights of Euphoria Depths of Despair Search for the Guilty Find a Scapegoat Expectations „S‟ curve – Another Version Leading Through Change - Expectations
  • 13. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Conceive Define Build / Verify Implement Add Value TIME VALUE EXPECTATION • Raise expectations just high enough to sell the project • Generate excitement about the project value add, but not too much • The higher the pre-implementation expectations, the greater the risk of a post-implementation backlash Suggestion: • Keep the project proposal value add statement succinct, including an ‘is’ and ‘is not’ section • Ensure a high level sponsor is signed up to ensure the value is delivered • Deliver project value in smaller, quicker chunks Managing ExpectationsLeading Through Change - Expectations
  • 14. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Set Realistic ExpectationsLeading Through Change - Expectations
  • 15. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID I’m sure glad the hole isn’t in our end…
  • 16. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID Resistance Compliance Commitment Awareness of Change Outcomes of an Awareness Program
  • 17. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 17 “I pray God I can manage to get the whole Party to civilization.” THE CALL Men wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness. Honour and recognition in case of success. Leadership and Change Shackleton and The Endurance “It is the last great Polar journey that can be made. There now remains the largest and most striking of all journeys – the crossing of the Continent.”
  • 18. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 18 Low High Confidence High Certainty Low We’ve never done this before, but we can do it together This is hopeless. Nobody knows What they’re Doing. Our plan is on target. I have every confidence that we’re on the right track. I know what to do, but they never listen to me. It’ll never work. Source: Leadership in Times of Stress and Change Mark J. Tager and Harry L. Woodward “Plans are worthless. Planning is everything” Winston Churchill Change Situational Grid
  • 19. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd what I was rdanieg. The phaonmneal pweor of the hmuan mnid Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a poberlm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh and I awlyas thought slpeling was ipmorantt. Not Eveyrhtnig Is As It Aappers
  • 20. © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID © 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 20 Thank-You!

Hinweis der Redaktion

  1. Expectations effect-Halo effect, Hawthorne effect, Placebo effect, Rosenthal / pygmalion effectHenry Ford: ‘Whether you think you can or you think you can’t, you’re right’