Leadership techniques to empower people during change initiatives. I am currently an assistant principal within a school district in the state of Florida

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nExecutive Summary

nA leader in a district school should utilize appropriate techniques to engage people during change initiatives. Failure to understand how people respond to proposed changes lead to resistance and lack of commitment. The life cycle of change management, provide effective techniques that a leader in academic institution can use to initiate change successfully. The paper discusses the life cycle of change management and how they can be used to help principals to initiate change in school district. The life cycle is composed of three phases, which include identification of change, peoples engagement and implementation of change. In the first phase, leaders must communicate the need for change to the people in a clear manner. They should also be able to align the personal disturbance of people associated to change with the organizational vision. Therefore, a leader in a school district should identify possible concerns of the people in conducting new responsibilities. The next step involves people engagement in the planning of change initiatives. In this regard, the people in a school should be given a chance to give their opinions and ideas. They also provide the possible source of challenges in the success of change initiative. At this stage, school leaders should use a strategy such as workshop sessions in order to dialogue and collect their views. Moreover, leaders should use the chance to align their views and the vision of change initiatives. Engagement of the people is very important because it helps people to be committed to the initiative. It also ensures sustainable adoption of change initiative in a school. The final phase involves the implementation of change initiative. During this phase, leaders should use prototyping technique in order to pay attention to the new thinking, issues, challenges and activities in establishing responses of change. It is essential to establish effective communication to understand people-related concerns because of new changes.

nAbstract

nThe purpose of this research is to investigate leadership techniques that empower people when initiating change. The research findings show that leaders should use the life cycle of change management. Transforming an organization through appropriate changes is a challenge among leaders because of high rate of failure. Approximately 80 percent of the implemented changes do not succeed in the organizations. Therefore, leaders should use the life cycle of change management in order to succeed in empowerment of people. In this regard, they should be able to communicate and engage the people before implementation of the change initiatives.

nLeadership techniques to empower people during change initiatives

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nIntroduction

nChange affects all organizations particularly in academic institutions such as district schools. Nonetheless, leaders of the organizations have a unique role to play in initiating change but they must understand the high rate of failure that takes place. Failure in an organization is largely due to lack of ability to pay close attention on how change affect people in that firm. In addition, Smith, King, Sidhu & Skelsey, (2014) argue that approximately 75 percent of change programs in an organization including district schools do not succeed because leaders of such firms fails to establish foundations of support especially to their employees. Research also indicated that approximately 30 percent of change initiatives are abandoned prior to their completion (Smith, King, Sidhu & Skelsey, 2014). Therefore, organizational leadership need to choose suitable techniques that can produces successful change in the organization. According to Ackerman-Anderson & Anderson, (2010), the life cycles of organizational change management is a reliable technique that can help organizational leaders to focus on process of change and change initiatives (Ackerman-Anderson & Anderson, 2010). In addition, using this technique provides a higher possibility of success when initiating change in an organization.

nFactors that affect Change

nThree factors in an organization play an important part in the process of change. They include, people, technology and processes. People in the organization are required to establish and execute new technology and utilize new process. On the other hand, organizational processes such as rules, procedures and policies, and maps are intended to enhance the service delivery (Smith, King, Sidhu & Skelsey, 2014). Therefore, the organization should realign and redesign its processes depending on the new customers need. Moreover, organizational processes drive the need for advanced technology. Ultimately, new technology in an organization facilitates efficiency in executing appropriate change.

nMost importantly, these three factors are closely associated to the three phases of the life cycle of change management. The three phases include identification of change, engagement of people, and implementation of the change. From the initial step of any initiative of change management, persons should identify and accept the appropriateness of change (Anderson & Ackerman-Anderson, 2010). Leaders should understand that successful change cannot take place in an organization without support from people on the reasons and need to initiate change.

nThe Life Cycle of Change Management

nPhase I: Identification of Change

nThe first stage in initiation of change in an organization is to communicate precisely the anticipated change in consistent and common language. Leaders are supposed to recognize and articulate the need for change. This ensures that persons working in different organizational levels support and understand all the reasons for change. Most importantly, organizational leadership must also know that there are neurological, psychological and intellectual responses from people concerning change (Ackerman-Anderson & Anderson, 2010). However, these responses can be addressed by implementation certain recommended techniques such as acquiring attention of people and alignment of persons disturbances. It is advisable to acquire attention of the people in an organization because change disturbs and distracts any human being.

nTherefore, positive direction of employees attention play a critical role in assisting them to concentrate on intended change. In addition, organizational leaders should initiate the proposed change in off-site, i.e. a place away from regular routine of the people (Smith, King, Sidhu & Skelsey, 2014). In this respect, this will help to establish a sense of ownership of intended change. Similarly, it will establish a mutual feeling of urgency in the proposed change.

nThe second technique involves the alignment of peoples disturbances. A disturbance refers to a gap or conflict between a contemporary mental thinking map and the desired mental thinking map of a person to work in a new environment (Jones & Recardo, 2013). The alignment of peoples disturbances refers to establishment of agreements among the people in a firm in order to create the same gap between their present state of thinking and the mental map required to embrace the change (Anderson & Ackerman-Anderson, 2010). Ultimately, people in an organization will be able to accept the organizational and direction responses required for change to occur.

nScouller, (2011) argues that organizational leadership must accept to use crucial techniques that facilitate alignment of peoples disturbances. In this case, leaders must develop a persuasive vision of the future development. Similarly, they must communicate that vision to the people continuously (Scouller, 2011). The vision should also pay attention to need for change in every level of an organization, in order for daily experiences in the staffs work is explained along with change objectives at high level. Moreover, leaders must also understand people-associated concerns. Therefore, leaders should also address these concerns when identifying opportunities for change (Ackerman-Anderson & Anderson, 2010). Some of the people-related concerns include possible frustrations when working on their new roles, unclear job descriptions and tasks, and new organizational culture that does not give them an opportunity to adapt to the new working environment. For instance, an assistant principal should also provide a clear purpose of change initiative so that it does not become a source of confusion (Carter, Ulrich & Goldsmith, 2012). A leader should also deal with personal disturbances of the stakeholder in order to embrace proposed change.

nPhase II: People Engagement

nThe next phase in the life cycle of change management is to ensure that people are involved in the arrangement of the change response in an organization. The idea is derived from the down-top management framework in which an initiative of change is presented to the individuals anticipated to adopt and execute the change. Giving these individual a chance for psychological, emotional and intellectual response to the anticipated change helps them to become part of that idea (Anderson & Ackerman-Anderson, 2010). Additionally, it will enable the people to start thinking in a manner that can recognize possible barriers and participate to the improvement process. Similarly, leaders must also consider personal opinions in the anticipated change in order to improve the process.

nIn this respect, organizational leadership must utilize a technique that promote peoples acceptance of change. Therefore, leaders must carry out workshops that cover all levels of the organization on necessary responses of change. The importance of these workshops is to help individuals to engage in the discussions and dialogue on ways a deliverable can be utilized the firm. They also get a chance to discuss how a certain deliverable should play a role to the introduction of an aligned strategy for the adaptation and management of required change (Ackerman-Anderson & Anderson, 2010). Positioning responses and motivating engagement in the change reaction usually moves behaviors of people to focus on the problem. They also help to formulate a direction to enhance change.

nThe execution approach for change reaction can then be established at a great level. The individuals implementing the strategy, including those who will be affected by it, must be involved in the development of strategy. In addition, all people should accept the strategy as a flexible idea in order to facilitate change after commencement of implementation. A leader in management of a district school should share the purpose of change with the relevant people in order to motivate them towards the perceived benefits. Similarly, a leader should promote the confidence of the people in the organization in order to encourage engagement (Anderson & Ackerman-Anderson, 2010). The processes of engagement should be also be implemented in district school in order to overcome resistance of the proposed change.

nPhase III: The Change Implementation

nIn the final execution phase, the strategies of change formulated in phase I and II are converted into actions for accomplishing the anticipated future state of the organization. If identification and engagement of people were efficiently considered, individuals in the organization will be ready to contribute in the implementation and development of the new technology and processes (Smith, King, Sidhu & Skelsey, 2014). At this level, leaders will be participating in monitoring of implementation activities in the firm. Nonetheless, according to Cameron & Green, (2012), the majority of the firms utilize most of their time in the execution phase. Therefore, they fail to consider sufficiently the role of its people in the process of change. In such cases, minimal success in change acceptance normally takes place.

nA crucial technique referred to as prototyping is beneficial to facilitate proceeding of change without wasting time for a highly comprehensive master plan. Waiting for a comprehensive plan can be a possible source of hindrance of the change initiative (Cameron & Green, 2012). Therefore, a leader should use a flexible plan that helps to respond to changing situations. Prototyping technique pays attention to the activities and thinking of the people as new technology and processes are executed (Ackerman-Anderson & Anderson, 2010). Since peoples actions and thoughts are utilized in establishing the change response, it enhances individuals ownerships in the proposed change.

nLeaders should utilize appropriate techniques and they should effectively communicate the change mission during implementation. Therefore, they can use channels such as conversations, commemorations of project milestone and e-mails to remind relevant individuals the reasons for executing a certain change (Black & Gregersen, 2013).

nLeaders in the firm should also ask relevant questions in order to address any issue concerning the people. For instance, they should ask the people whether they have the desire or ability to perform in the new environment. A leader should also seek to know additional skills required to transit to the new job. Moreover, they should also ask questions on whether job description changes are needed or whether the remunerations are affected by job grades (Anderson & Ackerman-Anderson, 2010). Most importantly, a leader should ask questions on whether the implemented change affects the short-term performance and whether more support is required to facilitate success of business.

nFinally, organizational leaders should concentrate on the satisfaction and performance of the people. They should seek to know whether changes on particular tasks that were being achieved based on plan. Similarly, they should assess the enthusiasm and energy of the firm after implementation of proposed change (Smith, King, Sidhu & Skelsey, 2014). A leader should ask questions on whether there is existence of alignment among the people. These measures allow a leader to track the progress of actions of change. Consequently, a leader can take corrective measures or reinforce the idea.

nSummary and Discussions

nAs an assistant principal in a school district in the state of Florida, there is, need to use effective technique when implementing proposed change. Therefore, as a leader in the school district it is important to maintain, communicate and articulate a shared purpose of change that helps to establish unity, energy and urgency with the people. Using this strategy, a leader is able to identify the need for change, which plays a role when launching the change initiative in an organization (Scouller, 2011). Sharing of the purpose of change with the people also help to motivate and focus them towards sustaining and accomplishing the benefits associated with proposed change (Anderson & Ackerman-Anderson, 2010). As a leader, developing a robust personal connection between proposed change and the people is important because it helps to develop commitment. It also ensures that people have adequate time to adapt to the change.

nA leader such as assistant manager in a district school in Florida should share the reason for change, vision and the expected solutions so that people have ‘one voice. Engaging the people through a shared purpose of change indicates that there is clear direction and that both senior and junior members of the organization own it. Furthermore, as a leader ensuring that there is clarity of purpose and intent helps to create commitment towards proposed change (Carter, Ulrich & Goldsmith, 2012). Moreover, it helps to eliminate confusion from the people, as they are able to solve some of the individual disturbances.

nA successful change can be achieved in the district school when people have a sense of control since they possess a realistic image of expected working environment. When people have confidence with proposed change, they become committed to support the initiative (Ackerman-Anderson & Anderson, 2010). Therefore, the life cycle of change management suggests that assistant principal in a school should engage the people in change initiative in order to overcome resistance and create commitment. The involvement process also enables people to connect with change in a school effectively.

nIt is important for leaders such as assistant principal in a district school to pay attention to the reaction of the people during implementation. When the people are negatively affected by changes, they are likely to resist (Smith, King, Sidhu & Skelsey, 2014). In addition, when a leader does not constantly address the issues prior to complete change is realized in a school, it can lead to change erosion or low momentum.

nImplications

nThe findings of this research will play a role in the development of techniques that would empower the people in an organization during change initiatives. In addition, the study findings will be used in academic institutions such as school district in Florida State to initiate academic changes that can help improve the education sector in the entire state. Moreover, it will help the principal and assistant principal to make appropriate decisions when implementing changes. Leaders including assistant principals in district schools will use the study findings on the life cycle of management of change in order to ensure success of proposed change. The study findings will help managers to engage people expressively in the change, allowing them a feeling of control. In addition, the stakeholders in the district schools will be offered training opportunities and supportive education to build knowledge and skills on new ways of operations. The findings will help principals in the district schools to reward individuals for participating in the proposed change. They also help to transform the education sector in Florida State.

nRecommendations

nThe behaviors of an organizational leader play a major role success of a proposed change. The techniques suggest that leaders should identify the need of creating a personal commitment toward change of the people. A leader should also use formal strategies, which bring people together to dialogue over the proposed change (Anderson & Ackerman-Anderson, 2010). During implementation of proposed change, leaders should focus on the reaction of people towards the change. Future research should investigate how leadership factors in an organization affect the implementation of change initiatives. In addition, future research should determine how personal connection determines successful execution of a major change initiative.

nConclusion

nMany organizations experience high rate of failure when implementing a new processes and technology because they do not pay attention on how to help the people adapt. Therefore, people in these organizations are not adequately committed to new technologies and processes in their workplaces. To solve these barriers and establish a sustainable change process, people must participate in the development of the skills, and knowledge inside the firm (Scouller, 2011). Many leaders including principals in district schools face the challenge of how to transform education via initiatives of change. In the contemporary society, change initiatives require a leader to use life cycle of management of change. The life cycle uses structured, competent, informed and disciplined approach. However, organizational leadership must be determined to support the individuals in order to avoid uncertainties and disturbances (Smith, King, Sidhu & Skelsey, 2014). The life cycle of change management should be in place for effective change execution. School such as district school in Florida State should adopt such techniques in order to implement change that helps to improve quality of education.

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nReferences

nAckerman-Anderson, L., & Anderson, D. (2010). The change leader’s roadmap. San Francisco, CA: Pfeiffer.

nAnderson, D., & Ackerman-Anderson, L. (2010). Beyond change management. San Francisso: Pfeiffer.

nBlack, J., & Gregersen, H. (2013). It starts with one:. New York: Pearson Education.

nCameron, E., & Green, M. (2012). Making sense of change management. London: Kogan Page.

nCarter, L., Ulrich, D., & Goldsmith, M. (2012). Best practices in leadership development and organization change (3rd ed.). San Francisco: Pfeiffer.

nJones, D., & Recardo, R. (2013). Leading and Implementing Business Change Management. Hoboken: Taylor and Francis.

nScouller, J. (2011). The three levels of leadership. Cirencester: Management Books 2000.

nSmith, R., King, D., Sidhu, R., & Skelsey, D. (2014). The effective change manager’s handbook. London: Kogan Page.