Change Leadership 2010-05-12 15:32

2010-05-12 15:48

Team ALTEC

Change guru John Kotter wrote, More change means more leadership in his key book o n change Leading Change. How you prepare your leaders to create a culture that embraces a change orientation competency is a key to your companys success. Successful organizations know that at the heart of any meaningful effort change is involved. Whether it is a new strategic direction and a vision for the next mountain to climb or a plan to meet changing client needs or to weather and thri ve through the next economic storm a sound change strategy is needed. In order to see a change strategy through leaders need to be actively involved in communi cating the change action plan and next steps. change process Change Process ALTEC promotes the ADKAR model for creating personal change because it reflects our philosophy on change. That is that effective change starts by engaging the hearts and minds of your team members to creating lasting thinking and behavior changes. Our facilitated process walks teams through all four steps of creating a change strategy, refining a change plan, implementing an ADKAR centered perso nal change program and following up on personal objectives Below are two sample Change Leadership events. The first is for senior leaders and change agents who want to use a more complete change model to implement chan ge projects. The second is for potential leaders at all levels to link a change orientation competency to creating individual objectives out of their organizat ions vision. Event Types: 1 day Tribal Council simulation and 1 day change strategy and planning sessi on. 1 day Tribal Council simulation and 1 day vision mapping session Minimum Time Required - 2 Days Preferred Venue Indoors change processDay 1 Both programs feature the Tribal Council simulation. Origin ally created by Erik Barnes and known as the Village Game this third generation si mulation, updated by ALTEC Certified Dragon John Dorris, incorporates the ADKAR model to describe a process of engaging team members in a vital change project! The Tribal Council takes participants back more than 12,000 years to time of hun ting and gathering and fierce competition for resources. During the simulation team members must enroll each other in a plan to save their village from rival t ribes and dwindling resources. Teams do so by following the first three steps i n the ADKAR process Building Awareness of the coming change Creating a Desire to participate in the change Effectively sharing the Knowledge of how to carry out the change plan Supporting the Ability to execute a change plan Reinforce and encourage change behaviors change processDuring the second half of the simulation teams must carry out thei r change plan and unite around a common strategy in order to survive and thrive. They will have two rounds each representing a years time to build their village

and save enough food before winter comes! They do so with the final two steps o f the ADKAR model. Day 2 Option 1, Executing an Effective Change Strategy and Plan Linking the first days exciting simulation to application in todays business envir onment is the Est Porte Case Study. This case, based on actual events at a fort une 100 company in China, takes the skills learned in day 1 and applies them to a company going through changes impacting the way they do business. The model used on this case frames the discussion in the afternoon. After applying the change model to a current case study participants will go thr ough the four step process linking their change strategy to objectives. After c ompleting their own change strategy and plan they will receive feedback from the ir peers and ALTEC coaches. change process Day 2 Option 2, Enrolling Teams in a Shared Vision This one day topic helps high potential leaders and team members in strategic po sitions understand how a vision for the future can be linked to personal objecti ves using the ADKAR change model. This event uses the proprietary vision Road M apping tool creating by ALTEC Dragons John Dorris and Willbe Zeng. This eleven step process links a five to ten year vision with current work objec tives across key fields for reflection and action. changeprocess At the end of this process teams will have a clearer objective of their team and individual role in making the organizational vision a reality. They will also be equipped with the tools to enroll their colleagues and team members in the vi sion and adapt to changes in corporate strategy quickly and efficiently.