Change Leadership

Change guru John Kotter wrote, “More change means more leadership” in his key book on change Leading Change.  How you prepare your leaders to create a culture that embraces a change orientation competency is a key to your company’s 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 thrive 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 communicating the change action plan and next steps.

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 personal 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 change projects.  The second is for potential leaders at all levels to link a change orientation competency to creating individual objectives out of their organization’s vision.

Event Types:

• 1 day Tribal Council © simulation and 1 day change strategy and planning session.  
• 1 day Tribal Council © simulation and 1 day vision mapping session

Minimum Time Required - 2 Days
Preferred Venue – Indoors

Day 1 – Both programs feature the Tribal Council © simulation.  Originally created by Erik Barnes and known as “the Village Game” this third generation simulation, 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 hunting 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 tribes and dwindling resources.  Teams do so by following the first three steps in the ADKAR process

1. Building Awareness of the coming change
2. Creating a Desire to participate in the change
3. Effectively sharing the Knowledge of how to carry out the change plan
4. Supporting the Ability to execute a change plan
5. Reinforce and encourage change behaviors

During the second half of the simulation teams must carry out their change plan and unite around a common strategy in order to survive and thrive. They will have two rounds each representing a year’s time to build their village and save enough food before winter comes!  They do so with the final two steps of the ADKAR model.

Day 2 – Option 1, Executing an Effective Change Strategy and Plan
Linking the first day’s exciting simulation to application in today’s business environment is the Est Porte Case Study.  This case, based on actual events at a fortune 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 through the four step process linking their change strategy to objectives.  After completing their own change strategy and plan they will receive feedback from their peers and ALTEC coaches.

Day 2 – Option 2, Enrolling Teams in a Shared Vision
This one day topic helps high potential leaders and team members in strategic positions understand how a vision for the future can be linked to personal objectives using the ADKAR change model.  This event uses the proprietary vision Road Mapping tool creating by ALTEC Dragons John Dorris and Willbe Zeng.  

This eleven step process links a five to ten year vision with current work objectives across key fields for reflection and action.

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 vision and adapt to changes in corporate strategy quickly and efficiently.