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Building Foundations Leadership Assessment

 

What
 The Building Foundations Leadership Assessment is a tool designed to help leaders benchmark their behavior against recommended foundational change leadership practices.
Who
 The tool is aimed in particular at the Sponsor. However, anyone in a leadership position for change in his or her organization may also use this.
When
 In the Foundations for Change phase.
Why
 The most critical role in a change effort is the role of the leader.  The Change Kit nomenclature refers to the ultimate leader as the Sponsor. Sponsors possess the power to 1) authorize the change, 2) set the vision, 3) provide direction and resources, and 4) hold organizational members accountable. Leaders must address key foundational elements as they begin an organizational change. The assessment helps the Sponsor and leaders at other levels of the organization diagnose the extent to which they are addressing and comprehensively attending to key building blocks for successful change.
How
 The assessment consists of 18 items associated with 7 key areas of foundational leadership.  Respondents are asked to think about past change efforts or the one they are currently considering. Respondents are asked to answer candidly about the extent to which they and their leaders typically or currently demonstrate the leadership behavior or address the building block represented in the item.  Once completed, the assessment automatically scores and interprets the results.
Related tools
 This tool may be used in conjunction with:

  • Assess Change Impacts
  • Change Readiness Assessment Interview
  • Change Risk Assessment
  • Rationale for Building a Sponsorship Network
  • Sponsorship Purpose, Roles, and Responsibilities
Source
 © The Change Kit All Rights Reserved

As you complete the assessment, think about past organizational changes you have led or the one you are currently leading. Consider the degree to which each statement is an accurate reflection of your own behavior and, where appropriate, that of yourself and your leadership team together.

    The first act of leadership is always to model the way. Effective change leaders don’t delegate what they themselves should be doing to visibly lead the change.

    1. I am the change leader in chief and the way I show up demonstrates it.

    2. I stake my reputation on the outcome of the change so that people know I’m serious about this.

    3. With every opportunity I get, I behave as I hope others will, in support of the change we want to create.

    Consider the impact of the proposed change

    4. As we prepare for a change, my leaders and I evaluate the impact of the change on the organization as best we can.

    5. Once completed, my leaders and I use our impact evaluation to plan a change effort that matches the change we intend to make.

    Build the rationale for change

    6. I clearly articulate the reasons for the change.

    7. My leaders and I develop a business case for change that assesses the cost, risks, and benefits of all alternatives.

    8. My leaders and I share the business case for change with everyone who will be impacted.

    Assess readiness for change

    9. My leaders and I assess what is involved in the change and the likely impact it will have on people.

    10. We assess the risks associated with the change and take actions to mitigate them.

    11. My leadership team and I understand what is required of us to launch this effort and lead it to successful conclusion.

    Build the infrastructure to help you lead and support the change

    12. I am clear I cannot do this by myself.

    13. I engage my leadership to help me identify people who can serve as sponsors, champions, and advocates for the change.

    14. I build the leadership infrastructure and support infrastructure for the change to be successful.

    Assess and address sources of resistance

    15. My leaders and I have assessed potential sources of and reasons for resistance to the change.

    16. We incorporate our assessment of resistance into the business case as well as the change plan and communication plan.

    Engage those who will be impacted in every meaningful way possible

    17. My leaders and I develop an engagement strategy as part of the overall change plan.

    18. We actively structure opportunities to engage people meaningfully throughout the change effort.

    Total Score: 0

    View Evaluation

     

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    Mobilize your Organization

    Considering the impact of the anticipated change is a key beginning step in preparing for change. It is equally important to understand the degree to which the organization is mobilized for change.

    While no organization is ever completely geared up for change, there are generally seven issues a sponsor must consider in relation to mobilizing her or his organization.

    1. Have I framed the need, the purpose and the vision of the change understandably enough? (See also Build a Business Case for Change and Stimulate a Sense of Urgency and Alignment)
    2. Have I considered carefully the risks associated with the change?
    3. Do I have the support of my leaders and managers to help me guide and reinforce the change?
    4. Have I considered thoughtfully what this change will mean for the organization overall and for the people who will experience the change?  How prepared are they?
    5. Do I have a handle on the level of support for the change?
    6. Do I understand potential sources of resistance and where they may arise?
    7. Do I have a credible plan for change that inspires confidence?

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