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12 Leading Change Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008

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Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You? - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words - Effective Communication Building Trust – The Foundation of Results Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008

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Module Description <ul><li>Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes &quot;realistic&quot; or &quot;practical.&quot; Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities. </li></ul>Copyright Wiefling Consulting, LLC 2008

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Module Goals <ul><li>Understand the danger of refusing to change, or not changing fast enough. </li></ul><ul><li>Recognize and appreciate resistance to change in yourself and others. </li></ul><ul><li>Lead your organization successfully in shifting paradigms and other important changes. </li></ul>Copyright Wiefling Consulting, LLC 2008 “ If you want an abundance of fruits, you first have to change the roots. To change the visible, you must first change the invisible.” -Pragito Dove

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Emotions of the Change Process Low High hopeful realism uninformed optimism anger, disengaging, anxiety, fear acceptance • • • • Denial Commitment! • informed pessimism Resistance Exploration Copyright Wiefling Consulting, LLC 2008 Morale/Productivity

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Corporate Culture and Performance <ul><li>Over a period of 11 years </li></ul><ul><ul><li>Average Organizations increased revenues by 166% and profits by only ____%. </li></ul></ul><ul><ul><li>Exceptional Organizations were able to increase revenues by 682% and profits by ____%. </li></ul></ul><ul><ul><ul><li>Ref: Corporate Culture and Performance , Kotter & Heskett </li></ul></ul></ul>Copyright Wiefling Consulting, LLC 2008

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Exceptional Organizations <ul><li>Over a period of 30 years : </li></ul><ul><ul><li>Exceptional Organizations’ stock out-performed the Average Organization by an average of ___ times. </li></ul></ul>Ref: Jim Collins, Good to Great . Copyright Wiefling Consulting, LLC 2008

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Why Change? <ul><li>Over a period of over 50 years : </li></ul><ul><ul><li>Exceptional Organizations out-performed Average Organizations by over 1500%! </li></ul></ul><ul><ul><ul><li>Ref: Jim Collins & Jerry Porras, Built to Last. </li></ul></ul></ul>Copyright Wiefling Consulting, LLC 2008

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“ No one has to change. Survival is optional.” - W. Edward Deming Copyright Wiefling Consulting, LLC 2008

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Change or Die <ul><li>Of the largest 100 companies at the beginning of the 1900s, only 16 are still in existence. </li></ul><ul><li>Of the companies on Fortune Magazine's first list of the 500 biggest companies, only 29 would still be included. </li></ul><ul><li>During the last decade, 46 percent of the Fortune 500 dropped off the list. </li></ul>Ref: Cameron and Quinn, Diagnosing and Changing Organizational Culture, p. 6, (1999). Copyright Wiefling Consulting, LLC 2008

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PARADIGMS <ul><li>A paradigm is a way of perceiving the world, and creates a useful problem-solving framework: </li></ul><ul><ul><li>Defines boundaries </li></ul></ul><ul><ul><li>Tells you what to do to be successful within these boundaries </li></ul></ul><ul><ul><li>Success is measured by the problems you can solve using these rules and regulations </li></ul></ul><ul><li>But paradigms involve assumptions and perceptual biases. </li></ul><ul><ul><li>When the world changes, your paradigm may become ineffective. </li></ul></ul>Ref: Joel Barker, The New Business of Paradigms – 21 st Century Edition.

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Detecting and Shifting Paradigms <ul><li>What SEEMS impossible today, but if it WERE possible, would transform your organization for the better? </li></ul>Ref: Joel Barker, The New Business of Paradigms – 21 st Century Edition. Copyright Wiefling Consulting, LLC 2008

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Change Curve: Leader’s Role • • • • communicate information listen, let them vent reward w/ incentives & recognition facilitate, cross-train, brainstorm Copyright Wiefling Consulting, LLC 2008 Low High Morale/Productivity Denial Commitment! Resistance Exploration

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Summary of Key Points <ul><li>People have a natural tendency to resist change. </li></ul><ul><li>Our paradigms and our successes can blind us from even seeing the need to change. </li></ul><ul><li>Even if we refuse to change, the world changes around us. </li></ul><ul><li>Leaders must support their people in moving through the change process, and model the way themselves. </li></ul><ul><li>Examples from history makes the choice clear – change or die. </li></ul>Copyright Wiefling Consulting, LLC 2008

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W.O.W. Leadership Development Exercises <ul><li>Within One Week (WOW!) </li></ul><ul><ul><li>If you wear a watch, wear it on the other arm for a week. </li></ul></ul><ul><ul><li>Every morning for 1 week write a list of 6 things that seem impossible for you. </li></ul></ul><ul><ul><li>Hold a brainstorming session for your team, asking “What seems impossible, but if it were possible, would transform our organization for the better?” Say “Thank you!” and listen generously/ </li></ul></ul><ul><ul><li>Implement the top 3 ideas from your brainstorming session. </li></ul></ul><ul><ul><li>Imagine the world 100 years from now. </li></ul></ul>Copyright Wiefling Consulting, LLC 2008

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Commitment to Action <ul><li>“ Knowing” is not enough. You must take action. </li></ul><ul><li>Confidence is not required. You must be committed. </li></ul><ul><li>What action will you take in order to become more the kind of leader you admire? </li></ul><ul><li>W.O.W. - Do it “Within One Week”! </li></ul>Copyright Wiefling Consulting, LLC 2008

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For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 Copyright Wiefling Consulting, LLC 2008 www.wiefling.com kimberly@wiefling.com USA 650 867 0847