Ash Bindra

Change Leadership Strategy Plan Training Manual Change Leadership Strategy Plan (Training Manual) Rasmussen College Managing Change Professional Certificate Course Ash Bindra April 26, 2020 Change Leadership Strategy Plan Training Manual Change Leadership Strategy Plan Training Manual Current Issues Delta Pacific are Facing Throughout its history, Delta Pacific Company (DPC) has experienced a lot of success but due to globalization and greater competition, DPC had to embrace change. More specifically, other competitors were selling similar hardware products at cheaper prices than DPC, initiating the development of a new vision for DPC. Despite that, clients were still having valuable conversations with DPC sales representatives and this encouraged DPC to implement knowledge-based solutions, instead of just selling hardware. Understandably, this is not an easy transition to make and an immense amount of training, along with resources are needed to facilitate such a process. Furthermore, management had expected better results in terms of profitability, company morale, and operations, but that is not the case. As a result, the organizational behavior system at DPC must be analyzed and evaluated in order to ensure long term success. Analyzation of Change Leadership Strategy to be Implemented In general, a change leader can take on different roles based on the situation. In regards, to the challenges DPC are facing, one would believe that the change leader should take on the role of a coach. Essentially, the management at DPC have already provided the employees with training, resources, and equipment, but the board of directors and the shareholders are growing impatient with the slow returns. Consequently, the change leadership strategy should focus on coaching, because mentoring, counseling, training and providing feedback are coaching behaviors that can help facilitate organizational change. Moreover, the vision of the company needs to be reiterated to the employees, while holding people accountable, and focusing on the organization’s long term success. In conclusion, some key change leadership strategies that must Change Leadership Strategy Plan Training Manual be implemented are greater involvement of stakeholders, exploring various options, and emphasizing the importance of the change. Type of Leadership Mindset Needed to Create a New Environment In this particular instance, the multiplier mindset or the growth leadership mindset could benefit DPC. However, the growth mindset may be more suitable to create a new environment because it encourages the development of new skills. For the most part, a growth mindset helps us learn from our mistakes, while learning how to handle adversity better. Also people who utilize the growth mindset understand the prowess of hard work and are more likely to persevere through any challenges. Additionally, those individuals are more creative and innovative, which results in the creation of new opportunities, while inspiring others around them. Compare and Contrast the Advantages and Disadvantages of two Popular Change Models Two popular change models are the ADKAR and Kotter’s Change Model. First, the ADKAR change model incorporates awareness, desire, knowledge, ability, and reinforcement, all in hopes to initiate personal change among the employees. Next, Kotter’s Change Model provides new methods of operating and focuses on increased urgency, building the team, getting the vision correct, communicating, getting things moving, focusing on short-term goals, not giving up, and incorporating change. Some similarities between the two Change Models are that each one focuses on the employees, both are relatively easy to follow and implement, and both involve collaboration and communication to be effective. On the other hand, there are some differences between the ADKAR and Kotter’s Change Model that are worth mentioning. Overall, Kotter’s approach is more detailed than the ADKAR Model and focuses on smaller victories, while emphasizing the importance of taking risks and focusing on the actions of senior Change Leadership Strategy Plan Training Manual leadership. In summary, the ADKAR model is more focused on providing the employees with the information to make the requisite changes. Although, there is no perfect change model, in my opinion, the Kotter’s Change Model should be implemented by DPC to help turnaround the company. The Kotter’s Change Model is a more sustainable transformation, and provides more motivation for large groups, while keeping everyone motivated to accept the change. More importantly, the Kotter’s Change Model can start helping the company right away, while expanding the operations of the company as well as showing the employees the reasoning behind the decisions. Ensuring the Most Effective and Efficient Process of Changing an Organizational Culture Kotter’s Change Model will ensure a robust process of change because it highlights the potential problems and issues that can impede organizational progress and growth. For instance, some companies neglect the impact of culture, others permit too much complacency, and some disregard the importance of vision. Fortunately, such issues can be minimized through the use of the Kotter’s Change Model because of the various stages the model incorporates, such as developing a vision, altering the culture, emphasizing a sense of urgency, empowering stakeholders, etc. Unquestionably, this model gets everyone within the organization to acknowledge the change and makes the transition more smooth, which should help DPC achieve some of its financial and operational goals. Constructing a Leadership Team and Explain the Importance of the Leader’s Position within Each Area of the Change Plan Obviously, change leaders impact a company financially, and maybe a company can only afford to incorporate one change leader, and based on those circumstances, the results will vary. Regardless, under ideal circumstances, the leadership team should consist of a strategist, Change Leadership Strategy Plan Training Manual entrepreneur, mobilizer, and talent advocate. In general, the strategist will focus on making sure the organization is taking strides towards its mission and vision. Whereas, the entrepreneur will use its creative spirit to develop and introduce original ideas and products. Next, the mobilizer will maximize the potential of stakeholders and the talent advocate will do his or her best to make sure the employees with the correct skills and mindset are positioned properly to impact the company positively. Regardless of the change leader’s allocated role, he or she will be influential in almost every phase of the Kotter’s Change Model. Essentially, the leader is the one who gets the whole process started and must address the most pertinent issues at hand. At DPC, the employees are not embracing the training techniques and are taking too long understand the true nature of their job, so the change leader has to step right in and develop a team-oriented environment, while making clear the vision and strategy of the company. Additionally, the leader needs to communicate the urgency of the change, while establishing small milestones that enhance the confidence and morale of employees on a consistent basis. More importantly, a company must create a change management plan and outline. The three common structures of leadership are the Change Management Department, change managers, and change agents. More specifically, the Change Management Department establishes the vision, strategic plan, and structure for the new plan. The change managers are going to breakdown the problems and find appropriate solutions and the change agents are going to execute tasks based on the guidelines created by change managers. Examples of What the Leaders Should Expect During the Change Process Throughout the change process, leaders should expect enduring a variety of emotions, while facing various challenges from time to time because so many factors affect the change process. For the most part, if the leader is competent, others will listen and the culture within the Change Leadership Strategy Plan Training Manual organization should begin to change, but there will always be an individual or two who question certain guidelines. Also, in certain instances, there may be some miscommunication and at times certain decisions will give birth to new problems. However, despite some of these hurdles, as long as the vision and strategy are clear, and the leader is consistent with his actions, the company should start to witness positive changes within the organization. Two Specific Organizational Barriers and at Least two Specific Employee Resistance Behaviors That are Most Likely to Occur During an Organizational Culture Change Understandably, implementing change is not always easy, and there are some potential organizational barriers to change that one must be aware of. One organizational barrier that may be exhibited by some individuals is a resistance to change because the individual feels he or she is unable to cope with the change and is not eager to learn the new technological processes. As a result, the employee is less likely to follow instructions and may even choose to leave the company. Another organizational barrier some may experience is the fear of the unknown since the employees are unsure of what will happen or what the final outcome will be. Consequently, those employees may ask a lot of questions and struggle to commit to the change process. Strategies to Combat Barriers and Resistance Behaviors In order to combat barriers, leaders must communicate effectively, while remaining versatile throughout the process. Moreover, management needs to regularly reiterate the objectives of the change and what the expected results should look like. Also, leaders must be willing to provide more than adequate training and resources so employees have the opportunity to be successful. Honestly, the leaders and management of the company have to observe the staff closely, while asking specific questions to avoid dealing with too many barriers to change. Change Leadership Strategy Plan Training Manual Behaviors that DPC’s Leaders Need to Exhibit to Ensure a Positive and Successful Cultural Shift for the Long-Term Ultimately, there are many behaviors that DPC’s leaders need to exhibit to ensure a successful cultural shift for the long-term. First, the leaders must ensure that the strategy and culture align with each other, so it is easier to encourage collaboration throughout the organization. Next, DPC’s leaders must attempt to slowly modify the behavior of the employees. The prevalent behaviors must be evaluated first and then DPC leaders should start to emphasize behaviors that they want reinforced. Furthermore, DPC leaders must acknowledge the strengths of the existing culture and be willing to integrate unique interventions, while monitoring cultural growth. Top Mistakes Leaders Make During and Organizational Culture Change and Recommendations to Avoid Those Mistakes Unfortunately, some mistakes are going to be made and one should do their best to avoid making such mistakes. Some common leadership mistakes are not establishing a proper communication plan, disregarding employee resistance, ignoring team feedback, lackluster leadership, making assumptions, unrealistic expectations, and not clearly articulating internal transitional phases. In order to avoid making these mistakes, leaders must be flexible and openminded, while making a conscientious effort to understand the employee’s actions and behaviors. Leaders must remain vigilant and outline procedures and policies for various situations throughout the change process. To be forthright, nothing can be taken for granted, and leaders must display their own commitment to the change through their actions and quality of work. Change Leadership Strategy Plan Training Manual References Alsher, P. (2018). 15 Common Mistakes Made by Leadership During a Change – and What to Do About Them. Retrieved from https://www.imaworldwide.com/blog/15-commonmistakes-made-by-leadership-during-a-change-and-what-to-do-about-them Calder, A. (2013). Organizational Change: Models for Successfully Implementing Change. Retrieved from https://digitalcommons.usu.edu/honors/144/ Craig, W. (2017). Growth Mindset: What it is and Why it Makes Better Leaders. Retrieved from https://www.forbes.com/sites/williamcraig/2017/10/03/growth-mindset-what-it-is-andwhy-it- makes-better-leaders/#491a580833c8 Hogg, B. (2018). 8 Change Leadership Strategies for Sustainable Results. Retrieved from https://smallbizclub.com/leadership/strategic-planning/8-change-leadership-strategiessustainable-results-2/ Katzenbach, J., Steffen, I., and Kronley, C. (2012). Cultural Change That Sticks. Retrieved from https://hbr.org/2012/07/cultural-change-that-sticks Rasmussen College. (2020). Managing Change. Retrieved from https://professionalcertificates.rasmussen.edu/mod/page/view.php?id=18266&forceview= 1 Wanamaker, C. (2016) Change Management Methodologies: Kotter’s Method vs. Prosci’s. Retrieved from https://toughnickel.com/business/Change-Management-MethodologiesKotters-Method-Vs-Prosci