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Change Unsatisfactory Present – Excellent Satisfaction (Alternative) Need for things to be different. Types of ChangeIncremental Evolution Adaptation Big Bang Revolution Reconstruction Transformation Realignment = End Result Ms. Influencing People Minimising Resistance Engaging and Maximising Motivation ANTI PROCHANGE CHANGE FORCE TRADE PERSUADE INVOLVE COMMUNICATE Ms. People Considerations• Capacity – do people have the skills, knowledge, ability to change?• Psychology – ? are people emotionally ready to change? Key Questions ? What is Change Management?? What do we know about change?? How do we successfully manage change in an organizational context? Leading Change The Art of Balancing content, processesand employees’ emotions and behaviors. Why Transformation Efforts Fail ? Not establishing a sense of urgency? Not creating a powerful enough guiding coalition? Lacking a vision? Undercommunicating the vision ? Not removing obstacles to the new vision? Not systematically planning for and creating short-term wins ? Declaring victory too soon? Not anchoring changes in the corporation’s culture Source: Why Transformation Efforts Fail, Kotter, John P. References ? 2008 Corporate Executive Board, Corporate Leadership Council’s “Change Management Fundamentals.” ? Why Transformation Efforts Fail, John P.
Clearly, one of the biggest challenges facing organizations today is implementing change effectively. A widely accepted mindset is based on two assumptions: that behavior and changes in behavior can be planned and that processes can be consistent and controlled. Perhaps this is because typical leadership development builds leaders’ capability to solve problems – not on their ability to deal with ambiguity, paradoxes, and dilemmas. I recently collaborated in an international research study to explore the question, “What makes change work?” Thirty leaders in 30 organizations were asked to tell their stories about both successful and unsuccessful changes. Sets boundaries and rules so people know expectations of the work as well as values and behaviors. Makes it safe to say risky things and have “hard conversations” via empathy and high-quality dialogue skills.
Results of our study revealed that the combination of these practices explained around 50% of the variance in change success. Much of what we “know” about effective leadership could actually be inhibiting our ability to make change happen.
This study was led by Malcolm Higgs, professor at University of Southampton School of Management and Transcend Consulting. Need an insightful, interactive experience for your team, department meeting or conference? People want to feel like they own the problem and the solution, so creating cross-functional initiatives that expose employees to new areas of the company so they can solve problems and work together is what makes work fun.
The CEO recognized that the lack of a strong, cohesive culture was holding the organization back from meeting its business objectives. Divya Ghatak: In the past a lot of people had come on board where we had not been deliberate about a right culture fit for applicants, and recruiting wasn’t consistent because we hadn’t identified our core values.
Boss: With 20 years of experience, what has been your observations in HR between large and small companies, and what makes GoodData unique?


Ghatak: The level of impact and speed at which you’re able to move is a defining element between large and small scale companies. What makes us unique is having a CEO and leadership team who believe in a people strategy, which is highlighted by our GoodVoices program. Ghatak: We were one of the first data companies to look at data in the cloud and the only one who has an end to end platform. Creating that connection between the employee and the organizational vision and making them know that they have a big part to play in realizing that vision is always a challenge.
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The Ending • Losing • Letting go…getting closure…saying goodbye • All transitions start with endings 1. Kotter, Harvard Business Review, 1995 ? Managing Change: The Art of Balancing, Jeanie Daniel Duck, Harvard Business Review 1993 ? Leadership in a (Permanent) Crisis, Heifetz, Ronald, Grashow, Alexander, Linsky, Marty, Harvard Business Review 2009 ? Implementing Change, Jick, Todd, Harvard Business Review 1991 ? The Seven Habits of Highly Effective People. After analyzing 70 such stories, we identified four leadership behavior types, which we then related to the relative success of the change initiatives. We also found that traditional leader-centric behaviors (problem-solving, etc.) were associated with failed change attempts.
If our study results are supported by others, we need to learn how to develop leaders who can make change happen effectively. To learn more about this research and guidance on developing effective practices, see Sustaining Change: Leadership that Works by Deborah Rowland and Malcolm Higgs (Jossey Bass, 2008). After speaking with the CPOs of other major talent destination companies in Silicon Valley such as LinkedIn and Facebook, Divya developed a plan to reshape the internal culture and align itself with the kind of company GoodData wanted to be. So we instituted Talent Scorecards to standardize the hiring process to make decisions more deliberate and therefore talent acquisition more predictable.
At GoodData, we’re only about 300 employees so our agility isn’t weighed down by too much bureaucratic process. What we aim to do [as a smaller organization] is work across all levels in the company, whereas in larger organizations strategy is defined at the top. We stay ahead of competition by being deliberate, understanding the environment and our competition, investing in people through our company training and bootcamps, and exposing people to growth opportunities since you must grow people to grow the business.
People aren’t motivated by money nowadays, but rather opportunity to shape the industry and define it; they want to add their value and make a dent in the world, and if culture isn’t a fit for the employee then they leave. A company built by people who care about doing something different and creating value for customer is one that will sustain its value over time. Leadership team needs to be excited about doing something different, whether it’s doing something revolutionary or truly care about making a difference in a very measurable way, and doing so on a daily basis. The ability to talk about problems—positives and negatives—and this goes both ways [top down, bottom up, across functions]. His upcoming book “Navigating Chaos: How to Find Certainty in Uncertain Situations” will be out in 2015. There are Some people Brand New to their Role [at WayUp] but have 4 Years of Experience in another Job, but I’m Going to Treat them Exactly the Same as someone who Just Graduated from College & Started Here.
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The “Neutral Zone” • Chaos, confusion, unsettled feelings, “in-between” • Could also be experienced as freeing 1. We know that change implementation is one of the most important roles of leadership, so the combination of these two points suggests that we should question what we’ve learned about leadership in wrestling with the challenges of change.
But research on change failure shows that little emphasis is placed on the importance of the change leaders’ role, while a major cause of change failure can be attributed to the failure of leaders. Therefore, we should be training leaders to practice all these behaviors to succeed in leading change. Perhaps it’s time to forget what we think we know about leadership and explore its nature in a new way.
Not only is Divya making a significant contribution as a female executive in the technology industry, but she is also paving the way for more effective human resources and people development within GoodData’s organization. The hiring process may be a bit slower but the people coming on board now are much more aligned.
At GoodData, our strategy is defined by what our people want and then embedded into the culture, so there’s a real opportunity here to put your own stamp on things. When you build a system of belief in the people and systems then organizational growth is a positive byproduct.
Leadership needs to be able to hear feedback in a candid way, which is what we use thru our GoodVoices program because we got a lot of candid feedback from employees and we shared all of it—every bit of it—at a [previous] meeting. Kleiner, “Global Trends in Managing Change,” Industrial Management ? Change management is the formal process for organizational change, including a systematic approach and application of knowledge. Assume people understand the new “regime” and how to behave differently (new skills are often required). The New Beginning • A whole new chapter • Sense of renewal and often increased energy • Fully moving on NOTE: These are not linear “steps” and can overlap.
Of the many leaders we can look to as good examples, Gandhi comes closest to expressing how we now need to think: The most powerful legacy in life is to enable others, to let them be the best they can be.
We did this in an all hands and it built enormous trust amongst employees because issues were raised, everyone was cognizant. Change management means defining and adopting corporate strategies, structures, procedures, and technologies to deal with change stemming from internal and external conditions.~Society for Human Resource Management, Change Management Survey Report 2007 ? Change management is a critical part of any project that leads, manages, and enables people to accept new processes, technologies, systems structures, and values. This is particularly effective when the leader is genuinely looking for ideas or seeking to secure buy-in for a potential change.
Processes, embedding core values in the culture, and [receiving] feedback from employees  is owned by leaders and People Champions, or people who represent different functions. At some point, however, if consensus cannot be reached the leader must make the decision and move ahead.
It can be useful temporarily in a crisis, to jump-start a new initiative, or with a problem employee, but use of the commanding style should be very limited.3.



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