Leading Positive Change
Six Sigma Foundations
Continuous Improvement Training
Key Learning Points

Change is a Process

There are Tools for Change
Leading Change
Leading Change
Share Need
Shape Vision
Get Buy-in
Current State
Transition State
Make it last
Monitor Progress
Changing Systems & Structures
Improved State
A Process for Change

Leading Change


Shared Need


Give people someone to follow – by you and your
Champions actions
Create an imperative to act now. Pass this on to others
Shape Vision

Be precise about what you want to achieve and make sure
it is widely understood and shared.
A Process for Change (Cont.)

Get Buy-in


Make it Last


You must involve people and pass on your enthusiasm so
that once you start another project the change is sustained
Ensure that all influences to confound or support change
are controlled.
Monitor Progress

Ensure that you are measuring effect not effort. Further
publish progress
A Process for Change (Cont.)

Changing Systems and Structures

Making sure that management practices (Staffing,
development, rewards, measures, communication and
organizational design) are used to compliment and
reinforce change.
Implementing Change
QUALITY
ACCEPTANCE
10
10
EFFECTIVENESS
100
Dimensions of Team Success
Successful teams measure their performance
across three dimensions of success. They
make conscious choices about where to
focus their attention in order to have the
highest impact
Results
Accomplishment of The Task or Goal
Process
Method or Approach
For Doing The Work
Shared
Responsibility
For
Success
Relationship
Rapport Between
Team Members
Shared Need
Threat versus Opportunity Matrix

A threat opportunity matrix identifies the
teams perspective of



Why the project is important
The project’s urgency
Now for your project draw the matrix and fill in
what the opportunities and threats are for
completing/not starting the project both in the
short and long term.
 Successful projects tend to have entries in all
four quadrants
Shared Need
Threat versus Opportunity Matrix
THREAT
SHORT
TERM
LONG
TERM
OPPORTUNITY
Shared Need
Three D’s Analysis

Data, Demonstrate, Demand

Do not treat people as you would wish to be
treated but as they wish to be treated.
 If you have told someone more than one way,
then you are telling them in the wrong way.
 Take responsibility and ownership of
communication by planning a range of ways of
communicating so that everyone can support
you.
Shared Need
Three D’s Analysis
Variety of Approaches
Data / Diagnosis
 Internal Sources
 External Networks
Demonstrate
 Finding Examples
 Best Practices
 Visiting Other
Organisations
Demand
 Leadership Modeling
 High Standards
 “Walk the talk”
Techniques for Project
Shaping a Vision
Backwards Imaging
•Imagine a point in the future when
the project has been very successful
•Find words to describe what you
would see, hear, feel as you observe
key constituents functioning in the
new, changed state.
•Collate, debate, reach consensus,
“test” on others and modify
Future
Now
Shaping a Vision
Elevator Speech

Literally can you get your message
across in the time it takes to travel in a
lift/elevator.
 Planning informal communication will
help you maximize your effectiveness
and enrol others. To do this use the
following pattern to develop an
Elevator speech.
Elevator Speech Template







(Greeting)
We are working on …..
The opportunity/ threat is …..
Currently we are …
Can you help by …..
Fill in the details for your project. Then tell
the class in under 30 seconds
It is important to use language appropriate
to the listener…
Team Elevator Speech

An agreed elevator speech is the simplest
communications plan

At the end of a meeting the team should agree
this week’s elevator speech
 Write it out on a flipchart/white board
 Each copy it down

At the next meeting ask the members to
identify who they used the Elevator speech
with and what reaction they received
100
Profile on Change Process
Lessons of Success
75
50
Perfection is rarely possible
unless you have unlimited
time, however - each step
has been addressed.
25
0
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make
it
Last
Monitor
Progress
Systems
&
Structures
100
Profile on Change Process
Lessons of Failure
75
Great ideas. Early enthusiasm.
Great energy at the beginning
Failure begins with lack of
process, monitoring and
planning so that little if any final
impact.
50
25
0
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make
it
Last
Monitor
Progress
Systems
&
Structures
100
75
50
Profile on Change Process
Lessons of Failure
Total failure to engage others poor
communication. Meetings forced, conflict
or avoidance. Strong measurement
system. People supplying misinformation
and avoiding engagement.
25
0
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make
it
Last
Monitor
Progress
Systems
&
Structures
Profile on Change Process



To further develop yourself and the team ask for the teams perspective, the
champions perspective, and your mentor’s
perspective.
This is a great tool for approaching conflict
in a non-judgemental way.
This will develop your powers of self
assessment to become more objective and
reliable.
Profile on Change Process



The change process in outline consists of
several steps. Experience shows that
missing any of the steps results in failure.
As you work on projects you should plan
and review your activities against this
profile. To identify where you need to
concentrate your leadership and to monitor
the effectiveness of your plans.
On the graph following, identify from 0 (no
effort) to 100 (Perfection) how well you feel
you have tackled each step on your project.
Be prepared to discuss
100
Profile on Change Process
75
50
25
0
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make
it
Last
Monitor
Progress
Systems
&
Structures
Plus and Delta

Plus and Delta is a very powerful way
to measure your progress and that of
the team.
 If you finish a project without using
Plus and Delta you have missed a
major opportunity.
 It is a way of encouraging open
feedback. To do it well, you need to
follow the following pattern.
Plus and Delta



Draw the Plus and Delta Matrix on a Flip
Chart/ White board near the exit.
Handout Post-its.
Ask people to write down their thoughts on
the meeting(s) one per post-it note.


Pluses are things they liked /enjoyed
Deltas are things which we should consider
changing / improving
 There are no negatives as we will use the
Delta’s to improve
Plus and Delta


Before the next meeting, read and respond to
the individuals as best you can. Always thank
them for their feedback, pluses and deltas. If
there are many Post its, group the Post its
together
Next meeting, share with the group their
feedback.





Thank them for their comments
Identify how you have/ will improve
Seek agreement for ways in which the team can
improve
Acknowledge their request to improve even if you
cannot respond immediately
If you do not understand a Plus/ Delta ask for more
precise feedback
Leading Positive Change
Six Sigma Foundations
Continuous Improvement Training