Dec
9th
Tech Leadership and Leading Change
By PaulBilly
Tech Leadership – Leading Change
One of the only constants in life is change and nothing could be truer in the field of Technology. As Managers of a District Technology teams we are faced with change regularly. Change might include: existing software updates or new installs, hardware implementation, development of polices and procedures, new state and federal regulations and the list goes on and on…
As managers we are required to help manage change even sometimes change that really has nothing to do with technology. In my opinion most technology projects fail for one of two reasons; failure to properly manage change and failure to use a systematic method of project management. As a result it is critical that technology managers learn Change Management and Project Management.
Luckily, there are books, research and trainings readily available to teach both skills. John P Kotter in his book Leading Change advances a systematic approach to managing change. Leading Change by John P Kotter addresses the eight errors that lead to failure:
1. Not establishing enough sense of urgency.
• Transformation programs require aggressive co-operation by many individuals.
• Without motivation, people won't help and the effort goes nowhere.
2. Not creating a powerful guiding coalition.
• Organizations that fail in this phase usually underestimate the difficulties of producing change and thus the importance of a guiding coalition with energy and authority.
3. Lacking a clear vision.
• Without a clear and sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all
4. Under-communicating the vision.
• Transformation is impossible people are willing to help, often to the point of making short-term sacrifices
5. Not removing obstacles to the new vision.
• Obstacles can be: the organizational structure, narrowly defined job categories, compensation or performance-appraisal systems, and, worst of all, bosses who refuse to change and make demands that are inconsistent with the overall change vision
6. Not systematically planning and creating short-term wins.
• Planning and creating short-term wins is different from hoping for short-term wins.
• Actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions, or money
7. Declaring victory too soon.
• Instead of declaring victory, leaders of successful change efforts use the credibility afforded by the short-term wins to tackle even bigger problems
8. Not anchoring changes in the corporation's culture.
• Change sticks when it becomes the way we do things around here, when it becomes part of the corporate culture.
• Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed
One or all of these eight errors can cause the failure of a technology project. Successful technology mangers understand these elements, educate both superiors and subordinates concerning these elements and are constantly vigilant in working to prevent any of the eight elements from taking place.
Easier said than done… Pick-up a copy of Kotter’s book or check my post next week to learn the secrets of successfully managing change and avoiding failure.
Paul
One of the only constants in life is change and nothing could be truer in the field of Technology. As Managers of a District Technology teams we are faced with change regularly. Change might include: existing software updates or new installs, hardware implementation, development of polices and procedures, new state and federal regulations and the list goes on and on…
As managers we are required to help manage change even sometimes change that really has nothing to do with technology. In my opinion most technology projects fail for one of two reasons; failure to properly manage change and failure to use a systematic method of project management. As a result it is critical that technology managers learn Change Management and Project Management.
Luckily, there are books, research and trainings readily available to teach both skills. John P Kotter in his book Leading Change advances a systematic approach to managing change. Leading Change by John P Kotter addresses the eight errors that lead to failure:
1. Not establishing enough sense of urgency.
• Transformation programs require aggressive co-operation by many individuals.
• Without motivation, people won't help and the effort goes nowhere.
2. Not creating a powerful guiding coalition.
• Organizations that fail in this phase usually underestimate the difficulties of producing change and thus the importance of a guiding coalition with energy and authority.
3. Lacking a clear vision.
• Without a clear and sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all
4. Under-communicating the vision.
• Transformation is impossible people are willing to help, often to the point of making short-term sacrifices
5. Not removing obstacles to the new vision.
• Obstacles can be: the organizational structure, narrowly defined job categories, compensation or performance-appraisal systems, and, worst of all, bosses who refuse to change and make demands that are inconsistent with the overall change vision
6. Not systematically planning and creating short-term wins.
• Planning and creating short-term wins is different from hoping for short-term wins.
• Actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions, or money
7. Declaring victory too soon.
• Instead of declaring victory, leaders of successful change efforts use the credibility afforded by the short-term wins to tackle even bigger problems
8. Not anchoring changes in the corporation's culture.
• Change sticks when it becomes the way we do things around here, when it becomes part of the corporate culture.
• Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed
One or all of these eight errors can cause the failure of a technology project. Successful technology mangers understand these elements, educate both superiors and subordinates concerning these elements and are constantly vigilant in working to prevent any of the eight elements from taking place.
Easier said than done… Pick-up a copy of Kotter’s book or check my post next week to learn the secrets of successfully managing change and avoiding failure.
Paul
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