LCDT Module4
Enlightened Leadership Solutions
LEADING CHANGE IN DIFFICULT TIMES MODULE 4 Twilight Zone to Full Engagement
LEADERSHIP DEVELOPMENT PROGRAM - ACADEMY
Behavior
4
Structure
Presenters: Carol Bergmann & Ed Oakley Enlightened Leadership Solutions, Inc. 5380 S. Monaco St., Suite 700 Greenwood Village, CO 80111-1464 Tel: (303) 729-0540 Fax: (303) 689-7666 [email protected] www.enleadership.com www.leadershipmadesimple.com
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Leading Change In Difficult Times
AGENDA 1.
Why phase becomes fuzzy at this stage of transition.
2.
A primary tool for closing gaps and creating alignment.
3.
How Carol's national change initiative utilized the "Framework" in the process.
4.
Closing gaps and problem-solving: big picture and critical breakthroughs.
5.
Different uses of the Framework.
6.
Integratiing this tool into your culture.
7.
A checklist for using this tool.
x
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Enlightened Leadership Solutions TWILIGHT ZONE REVIEW
Twilight Zone
Full Engagement
Completions __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________
From Managing Transitions: Making the Most of Changes 2nd Edition - William Bridges 1
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Leading Change In Difficult Times
Framework for Leadership™ - the key gap closing & alignment tool
1. What is already working? OR What are our strengths? Where are we successful? Where do we agree?
“We’re going to keep having meetings until we figure out why nothing is getting done around here.” —Sign in a Workplace
2. What, specifically, causes it to work?
3. What is our objective/goal/vision?
4. What would be the benefits to the customers, the organization, the department, you, of reaching our goal?
5. What specifically can we do more, better or differently to begin to move toward our goal? Who will do What by When? How will we measure it?
2
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Enlightened Leadership Solutions
__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________ _____________________________________________________________ __________________________________________________________ ________________________________________________________ ________________________________________________________
3
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Leading Change In Difficult Times NOTES
________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________
4
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Enlightened Leadership Solutions BIG PICTURE : LITTLE PICTURE - same tool used differently _____________________________________________________________________ Behavior
_____________________________________________________________________ _____________________________________________________________________ AlignmentHH _____________________________________________________________________
_____________________________________________________________________ Structure
Strategy
_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________
5
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
The Priming the Pump Step
1.What is already working? Or: What successes have we had? Where do we already agree? What is making sense about this change? What do you appreciate about (each other, the other team, etc.)? ©
12
The Learning Step 2. What makes it work? Or: To what do you attribute that success? What caused that success? What about those situations cause us to agree? What’s important about that? What, specifically, do you appreciate about that? ©
13
The Alignment Step 3. What do we want to accomplish? Or: What is our specific goal or objective? What is our vision for the ideal solution? If we could accomplish the ideal, what would it look like?
©
14
Completing Alignment 4. What are the benefits for all stakeholders? Or: What would be the benefits of accomplishing that objective? How will everyone involved benefit from achieving that solution?
©
15
The Full-Engagement Step 5. What can we do more, better or differently (to move closer to our objective)? Or: What is our strategy? What can we to even better to accomplish our vision/solution? What could we do to move closer to our goal? What actions could we take now…? ©
16
Full Engagement (Continued) 5b. “Who” will do “what” by “when”? How will we measure it? What is each of us willing and committed to contribute? Who will be responsible for those actions, and when will you complete them? What help do you need? ©
17
Mini – Framework™ (for Status Checks) 1. What successes have we had since our last meeting? 3. (Confirm goal has not changed.) 5. What are our next steps for moving closer to our goal?
©
18
Enlightened Leadership Solutions CHECKLIST for USING the FRAMEWORK FOR LEADERSHIP™ The Framework for Leadership is a powerful change and transition management tool that is best used when there is a gap between the current situation and the desired future goal or outcome. A well-facilitated framework process will achieve commitment and alignment, not only on the clarified goal, but also on the actions that are defined as a result of fully completing the step five of the process. Framework for Leadership Design/Planning Checklist The topic often will be the first cut of the goal or object that will be expanded or reviewed in Step 3. Make sure the topic is reasonably clear and specific: Good topic example: What do we need to do to improve revenues by 20% or greater for next year? Challenging, vague topic example: What can we do to improve our business next year? This topic may still be addressed through the framework process to build commitment and alignment, but to be successful it is best to break it down to the specific business areas you want to address in business improvement. Then conduct a framework on each sub-topic. It might take several framework sessions to cover the whole topic. As much as possible, have the right people in the room when you conduct the process: key stakeholders, those impacted by the change or outcome, those who have authority to address, solve and implement the resultant action plan. If you want to fully participate or in larger groups, assign a dedicated facilitator to manage the process and scribe. When facilitating step 3 and 5, set the ground rule that the objective and the action planning items can be achieved by someone who is present and in the room. If an action item does come up that is critical and no participant can address it, capture it in a “parking lot” for future reference and resolution.
10
UCSF
Always know that a valid action step out of step 5 is to identify other sub-topics to for future framework sessions.
23
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
LEADING CHANGE IN DIFFICULT TIMES MODULE 4 Twilight Zone to Full Engagement
LEADERSHIP DEVELOPMENT PROGRAM - ACADEMY
Behavior
4
Structure
Presenters: Carol Bergmann & Ed Oakley Enlightened Leadership Solutions, Inc. 5380 S. Monaco St., Suite 700 Greenwood Village, CO 80111-1464 Tel: (303) 729-0540 Fax: (303) 689-7666 [email protected] www.enleadership.com www.leadershipmadesimple.com
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Leading Change In Difficult Times
AGENDA 1.
Why phase becomes fuzzy at this stage of transition.
2.
A primary tool for closing gaps and creating alignment.
3.
How Carol's national change initiative utilized the "Framework" in the process.
4.
Closing gaps and problem-solving: big picture and critical breakthroughs.
5.
Different uses of the Framework.
6.
Integratiing this tool into your culture.
7.
A checklist for using this tool.
x
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Enlightened Leadership Solutions TWILIGHT ZONE REVIEW
Twilight Zone
Full Engagement
Completions __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________
From Managing Transitions: Making the Most of Changes 2nd Edition - William Bridges 1
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Leading Change In Difficult Times
Framework for Leadership™ - the key gap closing & alignment tool
1. What is already working? OR What are our strengths? Where are we successful? Where do we agree?
“We’re going to keep having meetings until we figure out why nothing is getting done around here.” —Sign in a Workplace
2. What, specifically, causes it to work?
3. What is our objective/goal/vision?
4. What would be the benefits to the customers, the organization, the department, you, of reaching our goal?
5. What specifically can we do more, better or differently to begin to move toward our goal? Who will do What by When? How will we measure it?
2
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Enlightened Leadership Solutions
__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________ _____________________________________________________________ __________________________________________________________ ________________________________________________________ ________________________________________________________
3
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Leading Change In Difficult Times NOTES
________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________
4
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
Enlightened Leadership Solutions BIG PICTURE : LITTLE PICTURE - same tool used differently _____________________________________________________________________ Behavior
_____________________________________________________________________ _____________________________________________________________________ AlignmentHH _____________________________________________________________________
_____________________________________________________________________ Structure
Strategy
_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________
5
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
The Priming the Pump Step
1.What is already working? Or: What successes have we had? Where do we already agree? What is making sense about this change? What do you appreciate about (each other, the other team, etc.)? ©
12
The Learning Step 2. What makes it work? Or: To what do you attribute that success? What caused that success? What about those situations cause us to agree? What’s important about that? What, specifically, do you appreciate about that? ©
13
The Alignment Step 3. What do we want to accomplish? Or: What is our specific goal or objective? What is our vision for the ideal solution? If we could accomplish the ideal, what would it look like?
©
14
Completing Alignment 4. What are the benefits for all stakeholders? Or: What would be the benefits of accomplishing that objective? How will everyone involved benefit from achieving that solution?
©
15
The Full-Engagement Step 5. What can we do more, better or differently (to move closer to our objective)? Or: What is our strategy? What can we to even better to accomplish our vision/solution? What could we do to move closer to our goal? What actions could we take now…? ©
16
Full Engagement (Continued) 5b. “Who” will do “what” by “when”? How will we measure it? What is each of us willing and committed to contribute? Who will be responsible for those actions, and when will you complete them? What help do you need? ©
17
Mini – Framework™ (for Status Checks) 1. What successes have we had since our last meeting? 3. (Confirm goal has not changed.) 5. What are our next steps for moving closer to our goal?
©
18
Enlightened Leadership Solutions CHECKLIST for USING the FRAMEWORK FOR LEADERSHIP™ The Framework for Leadership is a powerful change and transition management tool that is best used when there is a gap between the current situation and the desired future goal or outcome. A well-facilitated framework process will achieve commitment and alignment, not only on the clarified goal, but also on the actions that are defined as a result of fully completing the step five of the process. Framework for Leadership Design/Planning Checklist The topic often will be the first cut of the goal or object that will be expanded or reviewed in Step 3. Make sure the topic is reasonably clear and specific: Good topic example: What do we need to do to improve revenues by 20% or greater for next year? Challenging, vague topic example: What can we do to improve our business next year? This topic may still be addressed through the framework process to build commitment and alignment, but to be successful it is best to break it down to the specific business areas you want to address in business improvement. Then conduct a framework on each sub-topic. It might take several framework sessions to cover the whole topic. As much as possible, have the right people in the room when you conduct the process: key stakeholders, those impacted by the change or outcome, those who have authority to address, solve and implement the resultant action plan. If you want to fully participate or in larger groups, assign a dedicated facilitator to manage the process and scribe. When facilitating step 3 and 5, set the ground rule that the objective and the action planning items can be achieved by someone who is present and in the room. If an action item does come up that is critical and no participant can address it, capture it in a “parking lot” for future reference and resolution.
10
UCSF
Always know that a valid action step out of step 5 is to identify other sub-topics to for future framework sessions.
23
© 2005-2009 Enlightened Leadership Solutions, Inc. www.enleadership.com
