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Extraordinary Change Leadership

Overview

Leaders know change happens. They welcome it. The challenge is to make the change before a crisis emerges, in other words to lead change.

Kotter’s classic “Leading Change” gives us the “what” of change”.  We say that without understanding the “how” of change, the application of this or any other change process, at any level of the organisation, runs a serious risk of creating its opposite - entrenchment, alienation, loss of engagement, motivation and performance.

We know that just as leadership starts with the self, so does change. For a leader, change takes place at three levels: the self, your team, and the world you affect.

We focus on the core problem with change, that it means the loss of a known “present” in exchange for an unknown “future”, through our Change Equation:

What we LIKE about our present situation works against our desire for change - we don’t want to lose what we have and we FEAR what we may lose in the future, the basis of our fear of the unknown future over the known present.  Likes about our present and Fears about our future therefore inhibit change.

What we DISLIKE about our present situation creates the basis of our HOPES for the future  and increases our desire for change.  Dislikes about our present and Hopes for our future therefore support change.

To lead change the leader must expand Hopes and reduce Fears. Most Hopes are about the result we may get, but most Fears are about the journey itself: “Will you make it?”.

The other key factor in Leading Change is to identify the “WHY” of change, i.e. to be very clear about the purpose of the change with respect to the mission and vision of the organisation.  Simon Simonek (“Start with WHY”, 2009) makes a persuasive case that ordinary companies focus on "what" while great companies focus on "why". When an organisation knows what a change is for, or at a broader level what the organisation’s purpose is, change is easier for all involved.  

We clarify the “Why”, and working the Likes and Dislikes, Hopes and Fears through at the individual, group and organisational level increases the practical success of your change process through ensuring minimum loss of momentum and maximum engagement and performance.

The Extraordinary Change Programme

Our Extraordinary Change Programme has two sub-programmes: Understanding Extraordinary Change and Achieving Extraordinary Change.  These may be run at different times or even separately depending on goals, timelines and budgets.  For maximum effectiveness, together they comprise a seamless, integrated programme that maximises change effectiveness, and individual and organisational performance.  Each programme is customized to meet your specific needs.

Understanding Extraordinary Change

This is a two-day, experiential workshop in which attendees learn to understand the dynamics and requirements for change through their own experience, and then learn how to apply that to their teams and organisations. Topics covered include:

• Leading self - physical, mental, emotional and purpose
• ACT (Awareness, Connection, Transformation) and Change
• Change and 3-Dimensional Leadership
• Working with Likes and Dislikes
• Working with Hopes and Fears
• Integrating the ‘How’ with the ‘What’ of change (using Kotter or client’s preferred change process)

Understanding Extraordinary Change is suitable for all levels of leadership within an organisation.  For greatest benefit, it should begin with the senior leadership team.

Enabling Extraordinary Change

This is a customised, ongoing programme designed to ensure effective and sustainable change leadership.  It is based on the regular coaching of the change leaders within the organisation and can take place at the individual (e.g. senior leadership), team (e.g.leadership teams) and group (e.g. general employee population) according to size, need and budget.  It may involve any or all of our techniques and programmes for individuals, teams and organisations - all focused on maximising the effectiveness