The Challenge of Change and
Becoming a Change Leader
Presented by
Prakai Cholahan
3 May 2012
FABC Standard Seminar 2012
QUOTES
“Business is about people. In fact life is
only people – family, friends, colleagues,
bosses, teachers, coaches, neighbors. At
the end of the day, it’s only people that
matter.”
Jack Welch in WINNING
“Human Capital is the most valuable asset in
any Organization”
K.Paron Issarasena,
Former Cement Thai President
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FABC Leadership Seminar 2010
Human Performance Framework
Economic Regulatory
Physical
Corporate Vision
Strategy
Process
Social
Business
Strategy
Technology
Structure
Technological
Functional
Strategy
Physical Setting
Resourcing
Perform Mgmt.
Career Development
Support
Competency
Training
Support
Motivation
Leadership
Communications
Culture
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Human Performance Framework
Competency
(Knowledge-Skills-Attitude)
Motivations
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FABC Leadership Seminar 2010
The Performance Management Model
Performance
Reviewing
Performance
• Give feedback on
overall performance
• Review actual vs.
expected
performance
• Identify areas for
further development
Coaching
Planning Performance
• Set performance
targets that align
with business plans
• Mutual agreement to
gain ownership and
commitment
Coaching Performance
• Ongoing discussion
and support to meet
objectives
• Feedback
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FABC Leadership Seminar 2010
Findings: What motivates Employees
to Work?
• Very high impact:
– Achievement
– Recognition
• High impact:
– The work itself
– Responsibility
• Medium impact:
– Advancement
– Growth
– Salary
• Low impact:
– Company policy &
administration
– Supervision
– Relationship with supervisor
– Work conditions
– Relationship with peers
– Personal life
– Relationship with
subordinates
– Status
– Security
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It is the job of every
manager to manage
employees’ performance
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Leader  Do the right thing
Manager  Do the thing right
Supervisor  Execution Expert
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Performance Cycle
Targets and Individual plans
Progress
Reinforcements
Accomplishment
On-target Performance
Variances
Performance
Coaching
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CHANGE MANAGEMENT
THE IMPORTANCE OF THE LEADER ROLE
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Managing Changes
“Change before you are forced to change”
Jack Welch
Ex. President & CEO
General Electric
“The rate of change is not going to slow
down anytime soon. If anything, competition
in industries will probably speed up even
more in the next few decades”
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Natural disaster !
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The Global Warming!
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Economic Crisis !
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Political Volatility!
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A Role Definition and Change Management
Process
Planned Renegotiation
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The First Step in the Formation of
All Relationships is Information
Sharing and the Negotiation of
Expectations.
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FABC Leadership Seminar 2010
Sharing information
and negotiating
expectations
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FABC Leadership Seminar 2010
Sharing Information
and Negotiating
Expectations
Commitment is Formed
(Role Definitions)
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FABC Leadership Seminar 2010
Sharing Information
and Negotiating
Expectations
Commitment is Formed
(Role Definitions)
Stability and
Productivity
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FABC Leadership Seminar 2010
Sharing Information
and Negotiating
Expectations
Commitment is Formed
(Role Definitions)
Stability and
Productivity
Disruption of Shared
Expectations
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FABC Leadership Seminar 2010
Sharing Information
and Negotiating
Expectations
Commitment is Formed
(Role Definitions)
Stability and
Productivity
Anxiety
Disruption of Shared
Expectations
Uncertainty
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Sharing Information
and Negotiating
Expectations
Commitment is Formed
(Role Definitions)
Out
Anxiety
Stability and
Productivity
Disruption of Shared
Expectations
Uncertainty
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FABC Leadership Seminar 2010
Sharing Information
and Negotiating
Expectations
Return
to the
way
Out things
used to
be
Anxiety
Commitment is Formed
(Role Definitions)
Stability and
Productivity
Disruption of Shared
Expectations
Uncertainty
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FABC Leadership Seminar 2010
Renegotiation
Return
to the
way
Out things
used to
be
Anxiety
Sharing Information
and Negotiating
Expectations
Commitment is Formed
(Role Definitions)
Stability and
Productivity
Disruption of Shared
Expectations
Uncertainty
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FABC Leadership Seminar 2010
Renegotiation
Return
to the
way
Out things
used to
be
Anxiety
Sharing Information
and Negotiating
Expectations
Commitment is Formed
(Role Definitions)
Stability and
Productivity
Planned
Renegotiation
Pinch
Disruption of Shared
Expectations
Uncertainty
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FABC Leadership Seminar 2010
Today’s Business Environment
Has Little Tolerance for the Status Quo
Forces of Change
–
–
–
–
–
–
–
Increasing globalization
Emergence of new competitors
Changing customer demands
Shortened product life cycles
Capital markets’ demand for short-term performance
Heightened environmental concerns
Increasing regulatory demands
All evidence indicates that the pace of change is
increasing dramatically as well.
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2 Strategies for Changes
Top Down (Programmatic)
Bottom-Up (Learning)
“Teaching & Application of Existing
Knowledge”
“Stepwise Creation of Meaning &
Understanding”
•
•
•
•
•
•
•
Change driven by management
Careful planning
Many experts involved
Inspiration from success cases
Well-tried and documented methods
From ‘existing status’ to ‘desired status’
Focusing on a single (or few) theme(s)
•
Draws upon experience / skills /
knowledge from few selected managers /
employees / experts
Limits the organizational capacity to deal
with well-defined problems or a “frozen”
picture of existing and desired state
affairs
•
•
•
•
•
•
•
•
•
•
Top down & Bottom-up
Decentralized change responsibility
Many people involved
Growing by broadening i.e. several
focuses
Lead by visions
Improvisation and planning
Considering external factors
Draws upon the experiences / skills /
knowledge of many actors
Increase the organizational capacity to
continuously solve changing
environmental and complex demands
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FABC Leadership Seminar 2010
Leadership issues have increased in
importance for example in:
• Communicating goals and visions
• Increasing companies’ competitive advantage
• Implementing organizational change and
development
• Influencing and transforming employees’ needs
and attitudes
• Creating high performing teams at different
levels
• Creating corporate values and culture
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IMPLEMENTATION SKILLS
• Sustainability
• Applying appropriate change methods
• Reinforcing and correcting feedback loops
• Developing shared mental models
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THE ROLE OF THE LEADER WHEN
IMPLEMENTING CHANGE
• The leader represents the company and the
change – However needs to listen to the staff
• The leader tends to overestimate how to inform
the staff
• The leader must create good communication
channels
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What Matter Most in Change Management
1.
Accepting that organizations are complex &
adaptive human system not mindless machines
2.
Understanding that organizations are more
driven by process rather than structure
3.
Understanding the differences between the first
and the second order changes
4.
Understanding the need to integrate the Policy
Learning and Operational learning - Strategy
Learning
5.
Accepting and using the inevitability events.
6.
Accepting professionalization of direction givers
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Change Management : some of key success
factors
1)
Eliminate source of complacency – create sense of urgency.
2)
Promote support from key stakeholders – “Stakeholder
Analysis”,
3)
Commitment from all is critical.
4)
Promote short term win – “quick win”
5)
Change Management Roadmap - well planned execution with
substantial deliverables, good communication plan and clear
mile stones is key.
6)
Implement change management as part of organization
development plan – OD approach is vital.
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Change Management Skills






Adaptability
Strategic Focus
Results Focus
Foster a Collaborative Approach
Facilitate Openness and Understanding
Encourage Learning
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GE’s Change Model : Change Acceleration Process
Leading Change
Creating A Shared Need
Shaping A Vision
Mobilizing Commitment
Current
Transition
State
State
Improved
State
Making Change Last
Monitoring Progress
Changing Systems & Structures
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FABC Leadership Seminar 2010
GE’s Change Model : Change Acceleration Process
Leading Change : Having a champion who sponsors the change
L
e
a
d
i
n
g
C
h
a
n
g
e
Creating A Shared Need:
The reason to change, whether driven by threat or opportunity, is instilled within the
organization and widely shared. The need for change must exceed its resistance.
Shaping A Vision:
The desired outcome of change is clear, legitimate, widely understood
and shared.
Mobilizing Commitment:
There is a strong commitment from key constituents to invest in the change, make it
work, and demand and receive management attention.
Making Change Last:
Once change is started, it endures, flourishes and key learnings are transferred
throughout the organization.
Monitoring Progress:
Progress is real; benchmarks set and realized; indicators in place for accountability.
Changing Systems and Structures:
To ensure management practices reinforce change
FABC Leadership Seminar 2010
S
y
s
t
e
m
s
&
S
t
r
u
c
t
u
r
e
s
GE WAYS
Lead
Manage
Get less formal
Get more formal
Blow up bureaucracy
Tolerate bureaucracy
Face reality
Assume everything is fine
Simplify
Make things complex
See change as an opportunity
See change as a threat
Lead by energizing others
Manage by authority
Defy tradition
Respect tradition
Make intellect rule
Let hierarchy rule
Pounce every day
Move cautiously
Put values first
Put numbers first
Manage less
Manage everything
Involve everyone
Involve key players
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FABC Leadership Seminar 2010
GE WAYS (cont.)
Rewrite your agenda
Stick to your agenda
Live speed
Take your time
Instill confidence
Reduce anxiety
Set stretch goals
Set modest goals
Eliminate the boundaries
Respect the boundaries
Articulate a vision
Lay out a detailed plan
Get good ideas from everywhere
Learn good ideas from
inside the company
Spark others to perform
Outshine others
Quality is your job
Quality is management’s job
Change never ends
Change will end
Have fun
Be serious
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Common Leadership Capabilities
•
•
•
•
•
•
•
•
•
•
•
•
•
Strategic focus
Business acumen
Change leadership
Business management
Problem solving and
analysis
Customer focus
Coaching and mentoring
Teamwork
Communication
Impact and influence
Networking/ partnership and
relationship mgt
Learning orientation
Innovation and creativity
 Achievement orientation
 Business development
and entrepreneurship
 Personal effectiveness
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FABC Leadership Seminar 2010
CHANGE
By Changing Your Thinking,
You Change Your Beliefs;
When You Change Your Beliefs,
You Change Your Expectations;
When You Change Your Expectations,
You Change Your Attitude;
When You Change Your Attitude,
You Change Your Behaviour;
When You Change Your Behaviour,
You Change Your Performance;
When You Change Your Performance,
You Change Your Life!
FABC Leadership Seminar 2010
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Workshop
• What are some of the major changes that you
want to drive in your diocese?
• What are the major changes that you expect to
happen in your diocese within 3-5 years? How
would you deal with them?
• What do you envision your diocese to be in the
next decade? What are your plans in dealing
with the coming changes?
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