“The only constant in life is

change”

- Heraclitus

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PwC

“Great leaders get

extraordinary things done in

organisations by inspiring and

motivating others towards a

common purpose” James M Kousez & Barry Z Posner, 1988

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Types of power

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Reward

• “Carrot” • Influence

through rewards

• Positive outcomes

Coercive

• “Stick” • Influence

through punishment

Legitimate

• Influence through authority

• Position over subordinates

Expert

• Influence through specialised knowledge

• Derived from technical know how or gaining a central position to information

Referent

• Influence through identification

• People admire you and want to identify positively with you

“If you do what I want, I will

give you a reward”

“If you do not do what I say, I

will punish you”

“I am the boss and therefore you are

supposed to do what I

ask”

“You should do what I

want because of my special expertise or

information”

“You should do what I want in

order to maintain a positive self

defined relationship

with me”

Or are they “powerless”?

Change management

French J & Raven P, 1962. Darwin Cartwright.

PwC

You as a leader of change

• Identify the key things that you do on a regular basis to use any of these types of power

• What are you going to do to lead the change?

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How to lead change?

• Believe YOU are a leader too

• Establish a sense of urgency

• Form a powerful coalition

• Create and communicate a change vision

• Empower and influence others to move the change forwards

• Celebrate the quick wins and recognise others

• Stay with it!!

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The Change Curve

Individuals and organisations

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A

B

C

D

“the valley

of despair”

Go-Live

The change process – Organisational level

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A. Organisations often

experience a drop in business and individual performance in the initial stages of introducing change.

B. The level of change management will determine how deep the organisation will dip into the “valley of despair”.

C. A comprehensive change management program will help the organisation navigate through the change and return to productivity.

D. Through successful change management the organisation is able to realise the benefits of change.

Buchanan, D and Huczynski, A (1985). Organisational Behaviour, Prentice Hall, London.

A. Organisations often experience a

drop in business and individual performance in the initial stages of introducing change.

B. The level of change management will determine how deep the organisation will dip into the “valley of despair”.

C. A comprehensive change management program and clear KPIs will help the organisation navigate through the change and return to productivity.

D. Through successful change management the organisation is able to realise the benefits of change.

Change management

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The change process – Individual level

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A. Shock/Denial - the correct

information and right time determines their engagement to change – first impressions count.

B. Anger/Depression -

individuals begin to react to change. Listen carefully.

C. Acceptance - positive

individuals need support to drive through the change.

D. Integration – positive

feedback helps the organisation realise the benefits.

Kubler-Ross, E(1969) On Death and Dying, Macmillan, New York

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A

B C

D

PwC

Why people resist change on an individual level

• Fear of the unknown

• Disrupted habits

• Loss of confidence

• Loss of control

• Poor timing

• Work overload

• Lack of purpose

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The SCARF Model

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PwC

Brain motivation

Threat Reward

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Approach Avoid

Less problem solving and

decision making

Missed opportunities

Exacerbated stress

Impacts memory

Engagement

Collaboration

Productivity

Problem solving

Innovation

Change management

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SCARF elements

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Status: relative importance over others

Certainty: being able to predict the future

Autonomy: sense of control over events

Relatedness: sense of safety with others

Fairness: perception of fair exchanges between people

S

C

A

R

F

To understand, recognise and influence drivers of behaviour

Change management

Rock D, 2008. Neuroleadership Journal.

PwC

‘S’ is for status

What does it represent?

•Relative importance over others

•Status is held in conversations and in teams

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Status threats and rewards

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Activates the reward circuitry

When we “feel better than others”

When we are recognised for our achievements

When we win a race

Activates the threat circuitry

Being left out of an activity

Receiving feedback

Receiving instructions

“Many everyday conversations

devolve into arguments driven by

status threat, a desire to not be

perceived as less than another”

Change management

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‘C’ is for certainty

What does it represent?

• The ability to predict the future

• Brain pattern recognition from previous experiences

• Uncertainty creates an “error” response in the orbital front cortex

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Certainty threats and rewards

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Activates the reward circuitry

Familiar patterns

Establishing expectations

Clarity of changes

Activates the threat circuitry

Something feels different or unfamiliar

Someone isn’t telling the whole truth

You have no idea what is going on

Change management

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‘A’ is for autonomy

What does it represent?

• Control over your environment

• A feeling of having choice

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Autonomy threats and rewards

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Activates the reward circuitry

Increase in status in teamwork

Managing your own workflow

Having options

Activates the threat circuitry

Inescapable stress

Being micromanaged

Lack of ability to influence outcomes

“The perception of

inescapable or

uncontrollable stress

can be highly

destructive”

Change management

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‘R’ is for relatedness

What does it represent?

• Whether or not someone is “in” or “out” of a social group

• Sense of belonging

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Relatedness threats and rewards

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Activates the reward circuitry

Team work

Oxytocin is produced

Trust

Activates the threat circuitry

Meeting people for the first time

Meeting competitors

“In the absence of safe

social interactions the

body generates a

threat response”

Change management

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‘F’ is for fairness

What does it represent?

• The need for a fair exchange is intrinsic

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Fairness threats and rewards

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Activates the reward circuitry

Transparency and involvement

Fair rules

Activates the threat circuitry

Drives people to “right” a “wrong”

Feels good when others are punished

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Why use SCARF?

• Helps us to understand, influence and drive behaviour

• Self awareness for performance

• Pushing the ‘hot buttons’ of our team

• Allows us to design our own ways of motivation of ourselves and staff (we don’t need the carrot & stick)

• Leadership development

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Communicating a clear message

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Change management

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You should always consider the following…

• Who is your audience?

• What is your agenda?

• What preparation/homework do you need to do?

• How will you structure your message?

• What presentation tools would be suitable?

• Have you asked the “So what” question?

• Practice – Practice – Practice

• How will you seek out feedback?

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Change management

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Who is your audience ?

How many people will hear the message?

What are their roles?

What will be their frame of reference?

• One on one

• a large group.

• Decision maker

• hold the money

• person of influence

with peers

• a dementor.

• Consider peoples’

social styles

• What they will listen to

• What will resonate

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Remember Social Styles?

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Low

assertiveness

High

assertiveness

Low responsiveness

High responsiveness

Driver

Expressive

Analytical

Amiable

[Merrill] David W. Merrill, Roger H. Reid, “Personal Styles and Effective Performance,” Chilton Book Company, 1981

Change management

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What is your agenda (or intent)?

What should your audience • Think

• Feel

• Do differently

Are you clear about want you want your audience to walk away with?

• Strengthen your ability to effectively communicate through written information and verbal presentations

• Further develop skills in planning, organising and delivery effective presentations

• “Learn by doing”.

Write it down to keep on track

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Let’s prepare

What type of information will support your intent? (remember who is in the audience)

What will pursued, clarity and convince

30% of the decision is based on the rational

70% of the decision is based on the emotional and political aspects

Remember…..

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How will you structure the message?

If you are organised you will command attention and interest.

Three stages to communicating your message

• Make sure the listener is ready to receive the message

Introduction

• Communicate the message Ideas

• Make sure that the listener has received and understood the message

Conclusion

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Planning tool...

Introduction

Idea 3 Idea 2 Idea 1

Explore and explain the idea in more detail Create the segway to wrap up .

Explore and explain the idea in more detail Create the segway to the next idea.

Explore and explain the idea in more detail Create the segway to the next idea.

Conclusion

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Tools to use

Consider

• the size of your audience

• the mood/feel of the topic you are presenting

• the room set up / lay out

• the complexity of the information to be presented

• the level of interaction required.

Always remember that you are the presentation !

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So what???

Read through your message and ask …

So what???

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Each time you practice you will find something you could have done better - If you don’t you will find it when you do the presentation If a team is presenting then this is a must. Ensure you meet the time frame allocated.

Practice

Practice

Practice

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Doing it……

Body language and particularly voice tone have a profound effect on how well you communicate

Research shows that just 7% of communication is through the actual words and 93% of what we communicate with others is non verbal

Of that 93% – 38% comes from the voice and 55% is body language and facial expressions

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Doing it (cont)…

How you sit, how you dress, and how you walk tells people who you are.

Everyone's body language is different

we each have our own quirks

what is normal for that person and what is normal for that context

what changes when someone is under pressure.

The face displays 7 basic emotions

– happy, sad, anger, disgust, surprise, fear, contempt.

There are 3000 micro expressions.

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Doing it……

• Make them

purposeful. • Create

interest with your movement.

•Load the thought

•Aim to your audience

•Fire!

Eye Gestures Movement

The voice

•Not too much – not too little

•Think about who you will give it to.

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Concluding

• We are all change leaders

• There are challenges and opportunities for organisations and individuals throughout change

• Some strategies and tools that we can use to communicate with our people.

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