Chapter 12: The Effective Change Manager - What Does it Take?

Tactics for Blocking Interference (8)

Wait them out Wear them down Appeal to higher authority Invite them in Send emissaries Display support Reduce the Stakes Warn them off

Information Games (political tactic)

Withholding info to make others look foolish

Compromise (political tactic)

all right, you win this time

Dirty Tricks (political tactic)

blackmails, spying, discrediting & undermining

Networking (political tactic)

events to get initiatives onto mgmt agendas

Issue-selling (political tactic)

promoting plans/ideas in ways that make them more appealing to target audiences

Coach (image--> sound bite, approach to change, key competencies)

"Develop capacity to deal w/change?" Shape systemic capabilities.- values/skills/drills Coaching for change Influencing others

Scapegoating (political tactic)

Fault of another dept

Process Moves (issue-selling)

Groundwork that may need to be done in advance of selling he issues Prep, timing, formality

Image Building (political tactic)

Look the part - appearance is credibility

Alliance (political tactic)

Secret deals w/influential others to form a critical mass

Nurturer (image--> sound bite, approach to change, key competencies)

"Everybody's problem - how will we fix it?" Develop resilience, encourage involvement Facilitation

Director (image--> sound bite, approach to change, key competencies)

"Going to happen" Mgmt choice, C2 Strategic thinking/facilitating change

Navigator (image--> sound bite, approach to change, key competencies)

"Like to happen" Plan w/care, but expected unexpected Facilitating change/project mgmt

Caretaker (image--> sound bite, approach to change, key competencies)

"Might be possible" Accept the force of external context & adapt Thinking/judgement Influencing others

Interpreter (image--> sound bite, approach to change, key competencies)

"Think differently about this" Managing meaning through interpretations Learning/Development Communication

Networking Ability (political skill)

Adept at using networks, develop friendships Well connected

Social Astuteness (political skill)

Attuned observers Understand people well

Action (development of capabilities)

Building strengths Allowable weaknesses FIlling gaps

The Politics (development of capabilities)

Can be seen as unethical and time-wasting Prerequisite for success in gen mgmt/leadership positions

Six-Step Approach: Development of Change Management Capabilities

Career Moves Repositioning The Politics Strengths Gaps Action

Extrinsic Rewards

Career Progression

Intrinsic Rewards

Challenge Excitement Personal Development Job Satisfaction

Appreciate the challenges and rewards that accompany performing a change management role

Challenging, lonely, stressful, fast-paced and risky Opportunities for personal development, career progression

Structure Games (political tactic)

Creating new roles, teams, etc to promote supporters/sideline adversaries

Gaps (development of capabilities)

Decide which areas of competence you feel that: must develop as a matter of priority less important Acceptable to avoid

Career Moves (development of capabilities)

Desirable vs Undesirable characteristics Persistent, enthusiastic, flexible and approachable

Change Manager Master Level (CMI -12 skill areas)

Environmental knowledge Stakeholder focus Sustainable outcomes

Middle management contributions to organizational innovation, change and strategy (4)

Gathering/synthesizing information Justifying and championing alternatives Facilitating adaptability by relaxing rules and 'buying time' Translating goals into action and selling initiatives to staff

Change Manager Competency Model (BB Model)

Goals: sensitivity, clarity, flexibility Roles: team building/networking Communication Negotiation Managing Up: political, influencing

Change managers more successful where:

Held central positions Nature of their network matched the type of change they were pursuing Good relationships with 'fence-sitters' who were ambivalent about the changes

Apparent Sincerity (political skill)

Honest/open Show genuine interest in other people

Packaging Moves (issue-selling)

Ideas linked to the 'bottom line', profitability or market share

Political Tactics (11)

Image Building Information Games Structure Games Scapegoating Alliances Networking Compromise Rule Games Positioning Issue-selling Dirty Tricks

Rule Games (political tactic)

Inconsistent precedents

Top-Notch Change Manager (McB Model)

Interpersonal skills Diagnostic skills Initiation skills Organizational skills

Involvement Moves (issue-selling)

Knowing who to involve and when - exploiting relationships to build support

Recognize the nature and significance of the contributions of change managers at all levels of an organization, regardless of their formal roles or responsibilities

Middle manager are often among the most important Informal connections can be more influential

Repositioning (development of capabilities)

More association w/deeper, high-impact changes Avoid failing initiatives

Understand the significance of political skills to the role and effectiveness of change managers

Orgs are political systems and change is a politicized process Aware of perceptions/agenda of stakeholders, engage/consult them, counter attempts to subvert or resist change Political tactics (11) Political skills/dimensions (4)

Strengths (development of capabilities)

Plan/maintain/build on capabilities/strengths Further training/development

Core selection factors

Setting direction/thinking strategically Managing implementation w/o getting involved at too low a level of detail Building the capacity for innovation/change Getting things done across internal boundaries

Develop an action plan for improving your own change management capabilities

Six Step Approach: Development of Change Management Capabilities

Political Skills Key Dimensions (4)

Social astuteness Interpersonal influence Networking ability Apparent sincerity

Interpersonal Influence (political skill)

Subtle/convincing style Make people feel comfortable

Positioning (political tactic)

Switching/choosing roles where one is successful/visible

Identify the competencies in terms of the skills, knowledge, and other attributes that are ideally required in order to be an effective change manager

Three competency frameworks (CMI, McB, BB) Intimidation & Intimidation Tactics

Competency Frameworks (3)

Top-Notch Change Manager (McB) Change Manager Competency Model (BB) Change Manager Master Level (CMI-12)

Intimidation Tactics

Up close and personal Get angry Keep them guessing Know it all