Leading Change

GE Proprietary
Information
Traditional Organizational
Structure

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11/16/05
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The Emergence of Leadership Requires
Performance To Be Broken Down Into Two
Essential Elements…

Technical – What it is people are hired

to do

Non-Technical – How people behave

when they are doing what they’ve been
hired to do;

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What do they
all have in
common?
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If you are not constantly
thinking about and leading
change, you are having a
bad day!

Dave Calhoun
GE Vice-Chairman

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 Change Leadership or
Management
Managing change Leading change

Directing or mandating Improving a situation

others to change— by influencing others
generally in response to own a change—
to a crisis. generally in the
absence of a crisis.

Where should you

be? 7/
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3 Critical Steps to Leading Change in
Contemporary Organizations

Define - Imply Change Agent in your definition

of leadership in your business or organization

Teach- Provide the tools and environment that

encourages learning how to change

Measure - “What we measure we do…”

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 Growth Generation Leaders
 Creates an external focus that defines Anticipating
success customer
in market terms needs

 Is a clear thinker who can simplify Change

strategy into Leadership
specific actions, makes decisions &
communicates priorities

 Has imagination and courage to take

Creativity
risks on both people and ideas Tools

 Can energize teams through Inclusiveness

inclusiveness and connection with Tools, Change
people … builds loyalty & commitment Leadership

 Develops expertise in a function or Lean Six

domain, Sigma
using depth as a source of confidence
Functional GE9//
to drive
Excellence11/16/05
 INFLUENCING: Why it is so difficult?

* It takes time; current emphasis is on speed

and action.
* It necessitates listening, involvement and
interpersonal insights.
* It requires appealing to emotions, motivations.
* Current style is logical; facts, data .

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Effective Change Equation

QxA=E
Q = Qualitative/Technical Solution
A = Acceptance/Change Ownership
E = Overall Effectiveness

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The GE CAP Model – Change
Acceleration Process
Leading Change

Creating a Shared Need

Shaping a Vision

Mobilizing Commitment

Making Change Last

Monitoring Progress

CURRENT STATE TRANSITION STATEFUTURE STATE

Systems and Structures

 Leading Change
The last change I lead was:
____________________________
____________________________

What went well about that change effort was:

____________________________
____________________________

What I learned about leading

change was:
____________________________
____________________________ 13 /
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What Does Leading Change
Look Like?
>Visible, active, public support.

>Willing to take personal initiative and

challenge the status quo.

>High levels of attention to the change

via time, passion and focus at all
levels.
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What’s the leadership vision?

>What is the vision of ideal state

>What behaviors will be needed to

support this vision

>How aligned is the vision with key

business initiatives

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Leading Change – Creating the
Shared Need

>Why Change
>What is the Call to Action
>Influence plan
>How do you inspire ownership for
change

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The Calendar Test: Am I really
leading change?
Time x Energy x Focus =
Attention!

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How do I get a coalition of
credible followers?
>Who are my innovators & early
adopters
>Who is most resistant yet could
become my strongest ally
>Where’s the potential resistance & a
strategy to overcome it Adopters
Early
Population
% of
Late
Adopters

Innovators Resistors 18 /
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 Mobilizing Commitment Tools
Threat Opportunity
If we don’t make this if we do make this change
change
Vision _________________________
Behaviors
Short
More of Less of
Term
Vision
• •
Mindset
• •
Long
• •
Behavior Term
Influence Strategy
Influencing
Desired New
Strategy
Stakeholder Issues/ Identify What Who By When Measures
Behaviors Concerns “Win / Win”
(More of/ Less (Personal (Personal
of) Threats) Opportunities.
)

ey Constituents Map
Attitude Charting Types of Proof Examples
HR Data/ Facts:
FIN Early Late  Numbers / trends / statistics

ENG Adopters Adopters



Graphs / Financials
Benchmark / competitive data
Population

MF Demonstrate:
% of

G 

Finding Examples
Best Practices
 Visiting other Organizations / Panels/
Pilots/ Testimonials

Demand:
 Dynamic Leadership (Setting High

Innovators Resistors 
Standards/ Accountability)
Customers / Suppliers / Competition
(Int. / Ext.)

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As leaders of change, consider…
Staffing (Acquiring/placing talent)

Development (Building competence/capability)

Measures (Tracking performance)

Rewards (Recognizing/rewarding desired behavior)

Communication (Using information to build & sustain

momentum)

Organization (Organizing to support the change initiative)

Design
IT Systems (Utilizing IT technology to enable changes to
be successful and sustained)
Resource (Adjusting or planning for financial & other
Allocation resources to support the change project)

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Putting Leading Change into
action for you:
Take a few minutes to plan your next steps:
>How are you going to enhance your change
leadership skills, what can you do MORE OF?

>What are you going to do differently when you return

to your team, what can you do LESS OF?

>How are you going to apply effective change

leadership in your job?

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 How can you address change
leadership in your leadership
style?
More Of… Less Of…

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Embodying
Change
Leadership
Leading Change

Learn it
Use it
Demand it
Resource it
Spend time on
it
Measure it
Reward 24 /

it
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11/16/05