In a rapidly changing world, every leader needs to understand how to effectively guide organizational change. Change may be necessary for many reasons, such as meeting new customer demands; implementing a strategic plan; upgrading technology systems; or coping with challenges. Leaders often wonder how to promote buy-in and engagement during what is sometimes a difficult process. This webinar for staff and board members will focus on: principles of change; understanding how people react to change; common mistakes and how to avoid them; working with resistance; and maintaining open communication. You will learn practical tips and be introduced to resources for further learning.

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Leading Organizational
Change
Bob Greene
July 17, 2013
Twitter Hashtag - #npweb
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Today’s Speaker
Bob Greene
Coach/Consultant
Assisting with chat questions:
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5. Nonprofit Webinars
Bob Greene
Bob Greene Coaching & Consulting
Bob@BGCoach.net
www.BGCoach.net
Leading Organizational Change

6. • Reminder: These slides will be available at the
Nonprofit Webinars site.
• On request, I will send you a handout packet
with additional materials. Email me at
Bob@BGCoach.net
• I’ll respond to a few questions during the
presentation and we’ll have a Q&A at the
end. Feel free to contact me after the webinar
with any follow-up questions.
A Few Notes

7. Learning Objectives
 Identify perspectives on change
 Explore people’s common responses
to change, including your own
 Identify ideas to help facilitate change
 Learn to anticipate and address
common barriers to change
 Identify tips, tools, and resources

8. Agenda
 Welcome
 You and change
 Readiness for change
 Managing transitions
 Resistance to change
 Implications for action
 Closing

9. Just a few examples:
• Rolling out a new technology system
• Implementing the new strategic plan
• Starting or changing a program or service
• Moving to a team-oriented culture
• Implementing a new process or restructuring
When Do We Lead Change?

10. 1. Are one of the first to get one
2. Are pretty early but not the first
3. Wait to see if the trend will hold, but you’ll
get one once the prices start to drop
4. Get one only after it's clear everyone else
has one and expects you to have one too
5. Are firmly committed to the tried and true
You. . .

11. Innovators Early adopters Early majority Later majority Traditionalists
Readiness for Change
Adapted from Diffusion of Innovations by Everett M. Rogers

12. A Few Implications
 Recognize that fewer people are ready
for change now while most wait-and-
see.
 Communicate constantly. Explain,
inform, respond.
 Create structures to engage people,
such as a representative change team,
regular meetings, surveys, etc.
 Show this is the real deal and not a fad.

13. Transitions
● Ending
● Neutral
Zone
● Beginning
Adapted from Bridges,
Managing Transitions

14. Transitions
Ending
● Leave taking
● Celebrating/mourning what has
passed
● Letting go of the trapeze

15. Transitions
Neutral Zone
● Wandering
● New routines not established
● Creativity, but may not be
sustained
● Flying after releasing the trapeze

16. Transitions
Beginning
● Establishing new habits
● Settling in
● Grabbing the next trapeze

17. Managing Transitions
People
experience
People
need
Leaders can
Fear,
resentment,
caution
Information,
safety
•Provide ongoing
accurate information
•Clarify what's over &
what's not
•Support people in
grieving
Endings

18. Managing Transitions
People
experience
People need Leaders can
Doubt,
anxiety,
confusion,
creativity,
energy
Acceptance,
focus, short-
term gains,
opportunities
to contribute
•Be available
•Set realistic
productivity goals
•Foster creativity,
experiments, and
learning
Neutral Zone

19. Managing Transitions
People
experience
People
need
Leaders can
Increased
confidence
and focus,
ambivalence
Applause,
noting
success,
sharing
credit,
assistance
•Create ways to
celebrate and reward
•Model desired
attitudes & behaviors
•Ensure policies and
procedures reinforce
the new system
Beginnings

20. “No matter how much work you
have done, no matter how
careful your analysis, the only
thing you can be sure of is that
your first idea is wrong in some
meaningful way.”
─ Scott Anthony

21. Observe Interpret
Intervene
Adaptive Leadership
Heifetz emphasizes the importance of fostering
continuous reflection and learning.

22. A Few Ways to Promote
Continuous Learning
 Create multiple structures for communication.
 Conduct surveys, focus groups, etc.
 Analyze how the work is done and obstacles
or bottlenecks that make change more difficult.
 Conduct small experiments or simulations.
 Show that mistakes are opportunities for
learning, rather than reasons for punishment.
 Invest in skill development/training.

23. Resistance

24. For Reflection
Think of a time you resisted
change. Why did you resist?

25. Effects of Change
Effects Examples
Credibility Reputation, ability to influence
Competence Skills, knowledge, quality, ability to
get things done
Relationships Being liked and admired, having
positive connections that are
pleasant and help get things done
Security Confidence about the future,
income, status, sense of
professional identity
Adapted from Ryan & Oestreich, Driving Fear Out of the Workplace

26. Working with Resistance
Rick Mauer, in Beyond the Wall of
Resistance, urges change leaders to
respect and learn from those who
resist―and seek win/win solutions
when possible.

27. Taking Action
 Remember that people may be more or less
ready for the change.
 Communicate constantly. Use multiple
channels to communicate.
 Involve influential stakeholders in leading,
modeling, and training.
 Collect data. Conduct small experiments.
Check out your assumptions.

28. Taking Action
 Respect and learn from those who are slower
to change.
 Ensure that policies, structures, and rewards
reinforce the new ways.
 Highlight examples of progress.
 Remember change is a long-distance race,
not a sprint.

29. Q & A

30. Thank You!
• Reminder: These slides will be available at the
Nonprofit Webinars site.
• While there check out the full schedule of free
Nonprofit Webinars.
• Contact me if you’d like the supplemental
handouts for this webinar: Bob@BGCoach.net

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