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7. Sustain acceleration by consolidating gains and producing more change Short-term wins usually encourage existing coalition members to remain engaged and attract new members. This can reinvigorate the process with new projects and change agents. For example, a food insecurity intervention that meets program goals for participant adherence and completion may encourage key stakeholders to extend that intervention to more people or extend the length of time for the intervention to the existing participants.


8. Anchor new approaches in the culture


This is another step in which clear communication is essential. Advanced leaders can articulate the connection between the interventions and results with the strategic vision in order to create an ongoing culture of change and expansion. An effective leader will always have a focus on mentoring and developing the next team of leaders so as to ensure that the intervention and vision is scalable and transcends one individual.


Design Thinking The use of design thinking is worthwhile for any substantial change.23


The goal


of design thinking is to see problems in a human-centered way—from a customer, patient, or client perspective—and challenge assumptions while redefining problems to identify alternative strategies. It is a solution-based approach; it allows failure and ambiguity and tests various options. The focus of design thinking is always on the customer needs, not the employee needs. Design thinking goes beyond managing change to discovering and designing


the difference that is needed. It involves five phases that are not necessarily se- quential. (1) Empathy is required to see the problem and develop a solution with the needs of the end user in mind. (2) The problem must be defined and may be con- tinuously redefined to drive new potential solutions. (3) A third phase encourages leaders to ideate, which allows for assumptions to be challenged and innovation to be made, (4) leading to the prototype phase where solutions are created. (5) Impor- tantly, the test phase is critical at multiple steps of the process, as solutions should continuously be tested for sustainability and results. Design management and design leadership can be differentiated. Design man-


agers optimize resources to implement programs in the most effective and profitable way, while design leaders also integrate innovation, design, and strategy to achieve an organization’s goals.34


Design leadership promotes business success since it helps


to envision the future, provides strategy, directs funding while maximizing the return on investment, creates a sustainable innovative business environment, and organizes training for design within a business.


Innovation


Change management and innovation are interrelated. Identifying the need for change is often the impetus for innovation. One way to challenge conventional thinking is to create “disturbances”35


to stimulate new ideas and break down


assumptions. This is done by addressing weaknesses and then strengths as an assumption or problem and investigating how other disciplines handled similar issues. Advanced leaders create environments that dare employees to try and re-


CHAPTER 2: Advanced Leadership Skills 37


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