Transcript Document

Welcome to the National Hispana Leadership Institute
2011 webinar series:
Leading Effectively Through Change: Developing
Personal & Organizational Capacity to Thrive During
Transitions
Module 1: Know Yourself
About NHLI
The National Hispana Leadership Institute is the premier
leadership organization preparing Latinas for positions of
national influence, public policy impact, and to contribute to
the advancement of the Hispanic community. www.nhli.org
A few tips to enhance your webinar attendance:
•Today’s presenter, Victoria Aguilar, will answer some of
your questions during and at the end presentation.
•After the webinar, you will be prompted to complete a
short survey. Your feedback will allow us to tailor our
webinars to your needs.
•The webinar will be recorded and will be made available
on NHLI’s website: www.nhli.org.
For questions e-mail [email protected]
Leading Through Change
Why Follow Me?
The Basic Premise
"I am personally convinced that one
person can be a change catalyst, a
"transformer" in any situation, any
organization. Such an individual is
yeast that can leaven an entire loaf.
It requires vision, initiative, patience,
respect, persistence, courage, and
faith to be a transforming leader."
Stephen R. Covey
A STRUCTURED
APPROACH TO:
o Understanding yourself and others
in time of change
o Minimizing disruptions caused by
change
o Leading yourself through change
Webinar
Objectives
 Our Webinar objectives are to have
you:
o Understand the Adoption Curve of
Change
o Gain exposure to a set of tools that
will enable you to better manage
your own and others’ perspectives
o Internalize how to apply these tools
o Practice strategies that will assist you
in making an impact with people as
you lead or drive change
Apportion Curve of Change
People React Differently to Change
Adoption
Curve
Wait & See
Wait & See
(Optimistic)
(Skeptical)
Naysayers
Early
Adopters
Interpreting and
Analysis
“F” Analysis
Exercise Passage
FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFSTUDY COMBINED WITH THE
EXPERIENCE OF MANY YEARS
OF ANALYSIS FROM WALL
STREET.
“F” Analysis
Exercise Passage
1-3
4-5
6-7
8
Research Phrase
5 F’s
8 F’s
FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFSTUDY COMBINED WITH THE
EXPERIENCE OF MANY YEARS
OF ANALYSIS FROM WALL
STREET.
 See – The same situation differently
 Interpret – Identical circumstances
differently.
 React – To identical conditions
differently.
All Points of View And Reactions Are
Valid & Important
New Toolkit
To Help Distinguish Perspectives
Purpose
 Enables everyone to participate
and clarify their perspective
 Encourages structured and diverse
brainstorming so that an issue can be
viewed from all angles
 Stretches us to move beyond our
perspective to consider other points
of view
 Fosters creative thinking
 Increases our focus on the issue at
hand
 Validates our point of view thereby
decreasing our resistance
Introducing The Hats
The Reasons It May
Not Work
Issues • Problems • Reasons why it
wouldn’t be adopted or sustainable
Information & Data
Data or facts needed • Lessons
learned from past similar efforts
Feelings and Intuition
Emotions or hunches • No reason or
justification needed
Building on It
Possibilities • Alternatives • New
ideas or concepts
What It Will Take
Conclusions • Action plans
Adapted from Edward de Bono’s “Six Thinking Hats”
Black Hat Analysis
Why It May
Not Work
Encourage vs. Transition
Bringing It All Together – Black Hat
Basic Premise
I have concerns
that it may not
work.
Encourage
Transition
If Underused
If Overused
Potential to be viewed as a
naysayer and obstructionist
in ways that might hamper
successful adoption.
Risks and challenges not fully
understood. Could increase
chances for inefficient
execution or failure.

What stumbling blocks might we face?

What risks do you envision in this project?

Where are the real challenges in achieving our goals?

Have efforts like this ever failed in the past? Why?




I recognize this may look impossible, but if it were possible how would you
attack the problem?
How would you mitigate the risks that you've identified?Have efforts like
this ever failed in the past? Why?
What other information might we get to shed additional light on the risks
here?
What other approaches might we try to solve this problem?
White Hat Analysis
Information and
Data
Encourage vs. Transition
Bringing It All Together – White Hat
Basic Premise
If Overused
If Underused
I need more data or
information to get
comfortable with this.
Potential to be viewed as
too slow to move and too
cautious to implement
change.
Effort could proceed
without the necessary facts
to maximize successful
implementation.
Encourage
Transition


What information do you think we need to be prepared?
Are there metrics we should be considering here before we start?

I wonder if there's other data we might consider?

Are you aware of other efforts like this that we might draw "lessons learned"
from?
 I'm curious, information needs aside, how do you feel about the
project?
 What other opportunities come to mind when you think of this
effort?
 What thoughts to you have about how to approach this initiative?
 Where might we start on an effort like this?
Red Hat Analysis
Feelings and
Intuition
Encourage vs. Transition
Bringing It All Together – Red Hat
Basic Premise
I have strong feelings
or an intuition about
the effort.
Encourage




Transition
If Overused
If Underused
Project could be
Potential to be viewed as
emotional or not grounded uninspiring and bogged
down in facts and figures.
in what it will take to get
the job done.
What's coming up for you?
Are you comfortable with this approach?
You seem (excited, withdrawn, happy, upset, etc.). Am I
reading that correctly?
How are you feeling about this effort?
 I get where you're at and I understand why you might feel that
way.
 Would it help if I offered you some additional information?
 Have you thought about these other potential benefits?
 Imagine what this might mean to you/us.
Green Hat Analysis
Building
on It
What If ?
Imagine !
Encourage vs. Transition
Bringing It All Together – Green Hat
Basic Premise
I see other
opportunities or
possibilities here.
Encourage
Transition
If Overused
If Underused
Potential to be viewed as
undisciplined, scattered
and lacking the focus to
produce a positive result.
Innovation and creativity
could be stifled leading to
a less than optimum
solution.

Are there other ways of accomplishing this effort that come to mind?

I know the effort seems daunting but if you were to take it on, how
would you go about addressing the major challenges?

Can you think of alternatives that would be more attractive?

I wonder if how our colleagues at XYZ Corp (our competitor) would
attack this problem?




You have some great ideas, what information do you think we'd need to
get started?
Have you considered how many people or budget we'll need to succeed.
I wonder if there are others in our company who have tried this before so
we could seek their advice?
It's likely that this would be very successful but if something went wrong
what would it be?
Blue Hat Analysis
What Will
It Take?
Encourage vs. Transition
Bringing It All Together – Blue Hat
Basic Premise
Let's get going and
make this happen.
Encourage
Transition
If Overused
If Underused
Potential to be viewed as too
quick to act without the
appropriate amount of prep
work to produce a positive
result.
Initiative may bog down and
never get off the ground
without some driving action
to make it happen.

You make excellent points. What’s the best way to start strong?

Excellent points of view, let’s bring them together and create an action plan?

We've done some excellent background thinking on the effort. Who can
suggest a path forward?

You seem passionate about the project. Would you be willing to take the first
step ahead?




I admire your desire to get going. Where might we hit our first road
block?
I understand your impatience to move ahead. How about we find out
what information we need to begin?
I admire quick decision making and would like to start. Where do you
think the major risks are?
How might we get others excited in order to get buy in?
Let’s Review
 Our objectives are to have you:
o Understand the relevance of the
Change Adoption Curve
o Gain exposure to a set of tools that will
enable you to better manage
individual and team perspectives to
achieve goals
o Internalize how to apply these tools
o Practice strategies that will assist you in
making an impact with people as you
lead, drive, or manage change
Summary:
What Leaders Do During Times of
Change
• Leverage strengths and offset their own style
limitations and those of team members
• Respect differing styles, recognize they are
needed and teach their teams to do same
• Use styles to gain insight into sources of and
solutions to team conflict; teach team to do
same
• Address assignment, selection, motivation
and recognition needs of team members
• Use “Hats” as a tool to help self and others
temporarily modify styles to help move
through change
In Closing
Change is Inevitable and
Essential – for innovation and
forward movement. BE PART OF
THE SOLUTION
Make Change Happen – stand
for what’s possible and initiate or
drive change within your “circle
of influence”
Be Supportive - of management
even when there are mistakes
Use the Hats - to enhance
collaboration
Thank you for attending NHLI’s webinar:
Leading Effectively Through Change: Developing Personal &
Organizational Capacity to Thrive During Transitions
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Aug. 12, 2011
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due August 26, 2011
1: KnowTraining
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Executive Module
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November 2-4, 2011
Los Angeles, CA
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