foundations of change
TRANSCRIPT
Foundations for Change
Group ManagersPresentation by Richard
MotetSeptember 2015
Learning Objectives
September 2015
• Understanding your leadership role during organizational change
• Managing communication, productivity & resistance• Anticipating and managing emotional reactions to
uncertainty and change• Driving change and building employee engagement• Taking charge
Managing Complex Change
September 2015
• The difficulty of trying to identify all the problems likely to arise during the change process
• Estimating correctly the amount of time and resources needed to communicate and ‘sell-in’ the change.
• The commitment to change – the change is frequently desired by ‘them’ and not ‘us’.
• The impact of new crises emerging during the change process – this may result in the re-allocation of resources, changes in schedules, decision delays, and potentially undermine the support of the original change proposal
• The time it will take to implement the change
The BIG 5 Issues
Information Evolution
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Information Overload
Assumptions and Insight
Certainty
Information Vacuum Disinformation
Change is constant
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Change is good for you.Too much change is bad for you
We need change to keep us stimulated and creative
Yet we need stability and routine to make us feel safe.
A bit contradictory, no?
Foundations of Change
September 2015
Components Stages of Change Management
Thinking & Understanding
Motivation/Emotion Behavior
Building the Vision
Working it through
Implementing the change
Build on change
Creating an objective
understanding of Change
Dealing with
reactions to
Change and creating the
will to move on
Modeling adaptive
behavior and preserving trustduring Change
Primary Focus of Leaders
September 2015
The first chore is managing change is the toughest
•Self-management•Handle that right, and you’re half-way home
And Firing-up Commitment:
•Never underestimate the Power of Purpose•Make customer service the top priority•Its Business as UNUsual
People do not oppose change
September 2015
• People oppose being changed• Very often, it is the manager in which change is proposed or sold that
provokes the resistance.
In particular:• Unanswered questions can play havoc with business performance as
people focus their energies inwards, rather than on the customer.
• Toughest questions are asked by managers, who themselves are being asked to implement change
• Little wonder that the process of organizational change can prove so difficult
Exercise: Responding to the tough questions
Taking Charge
The Change Cycle
September 2015
The Change Cycle – Stage 1
September 2015
Stage 1
•Produce hard facts•Repeat the facts•Do not back off•Do not get emotional• Demonstrate authenticity •Look behind the symptoms instead of judging/condemning •Share experiences with colleagues•Tell stories•Create a sense of community
The Change Cycle – Stage 2
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Stage 2
• Listen hard• Ask questions• Coach, helping people to come to their own decisions•Value challenge•Communicate regularly•Be very visible•Show compassion•Be very honest. No point trying to soften a situation unrealistically Concentrate on certainties and a few things that won’t change
The Change Cycle – Stage 3
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Stage 3
•Reduce resisting forces by engaging people•Allow time for resistance•Respect resistors and resistance•Look for stress signs in your people and support them•Use Employee Assistance Programmes for people who are really struggling with the change
The Change Cycle – Stage 4
September 2015
Stage 4
•Encourage exploration•Help people try the new way, & reward this•Focus on key issues•Manage expectations•Encourage dialogue through planned sessions•Encourage early adopters to support others•Observe people taking their first steps and recognize them for doing so
The Change Cycle – Stage 5
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• Stage 5
• Celebrate it• Review the process for learning• Secure the change by cutting ties
with old ways• Create champions
Twelve enduring truths about Managing Change
1. TRUTH: Change, even for the sake of change, can have many benefits beyond process improvements, market share enhancement, or greater profitability.
2. TRUTH: Today is always the right time for change. Change is a continual sharpening of the lumberjack’s saw.
3. TRUTH: your way may not be the right way.
4. TRUTH: There are only three ways to introduce change.
5. TRUTH: Conversion is for missionaries. Build change around your ‘A’ team players.
6. TRUTH: There are no excuses for excuses.
September 2015
Twelve enduring truths about Managing Change continued
7. TRUTH: Know what buttons to push.
8. TRUTH: Make each employee feel like your only employee.
9. TRUTH: Run before you can walk.
10. TRUTH: If you must restructure, do it the right way.
11. TRUTH: People can’t drink from a fire-hose.
12. TRUTH: If you don’t stand for something, you’ll fall for anything. Change doesn’t happen by itself, and won’t sustain itself without the right climate and culture.
September 2015
September 2015
Commitment
Communication
Clarity
Confidence
Candour
Consistency
Courage
The Seven C Guide
Foundations of Change
September 2015
Components Stages of Change Management
Thinking & Understanding
Motivation/Emotion Behavior
Building the Vision
Working it through
Implementing the change
Build on change
Creating an objective
understanding of Change
Dealing with
reactions to
Change and creating the
will to move on
Modeling adaptive
behavior and preserving trustduring Change
September 2015
ANY QUESTIONS?
Questions and Answers
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