LEADING  CHANGE:  5  WAYS  TO  TRANSFORM  YOUR  ORGANISATION’S  CULTURE  

www.ennovateconsulCng.ie  

…..… and build a bridge between a leader and their staff

A  Single  Page  View  describes  where  are  you  today,  why  you  need  to  change,  what  are  you  trying  to  achieve  and  how  do  you  make  it  happen.  

                 Create  a  Single  Page  View  TransformaCon  PracCce   1:  

When  you  are  in  the  middle  of  a  transformaCon,   everything  seems   complicated.   The   Single  Page   View   wil l   keep   the  programme  on  the  right  track.    

Don’t  rush  this  stage,  do  engage  your   senior   team   in  developing  the  Single  Page  View.    

                 Coach  and  Mentor  your  staff    

Coaching and mentoring in an organisation is about developing listening skills and building reflective practices that give people the opportunity to think differently about their work and what it means to them.

TransformaCon  PracCce   2:  

                 Coach  and  Mentor  your  staff    

Connect   the  change   to  what  a  person  values   to  avoid  blockages  and  eliminate  resistance.  

•  You  will  only  get  people  to  accept  change  if  they  have  a  genuine  opCon  to  reject  it  

•  The  way  to  get  them  to  accept  change  is  to  ensure  that  it  aligns  with  what  they  value  /  care  about.    

TransformaCon  PracCce   2:  

•  What  leaders  care  most  about  only  connect  with  20%  of  their  workforce.    

IniCate  a  conversaCon  with  each  member  of  the   team   and   discuss   what   excites   them  about   the  work   they  do  and  what   they  care  about.    

                 Move  to  acCon  

Despite the level of training people g e t i n d e v e l o p i n g t h e i r professional disciplines, people seldom get the opportunity to learn to be better at driving effective actions.

TransformaCon  PracCce   3:  

                 Move  to  acCon  

Give   the   individual   a   choice   to   reject   or  accept   the  request.  This  choice  generates  a   deeper   passion   and   energy   when   an  individual    agrees  to  the  request.  

AcCon  PracCce  gives  individuals  the  power  to  say  ‘no’  to  a  change,  reframing  the  relaConships  between  managers  and  their  team.  

Use  of  direct  and  simple  language.  

TransformaCon  PracCce   3:  

It  starts  by  a  leader  making  a  request  to  an  individual.    

The  principles  of  commitment  management  underpin  the  acCon  pracCces.  

                 Create  a  Learning  Culture  

Learning practices are team-based learning meetings where a a team coach or manager facilitates a discussion with their team that creates new insights.

TransformaCon  PracCce   4:  

                 Create  a  Learning  Culture  

•  Create  an  environment  where  the  manager  or  leader  promotes  discussion  in  a  non-­‐judgmental  way  

Sharing  insights  produces  valuable  shared  learning.    Learning  pracCces  created  in  a  trusted  environment  generate  the  opportunity  for  individuals  to  learn  for  each  other  and  try  new  things.    

•  When  a  team  engages  in  collecCve  learning,  it  creates  a  social  pressure  for  others  to  parCcipate  

How?  A  learning  team  pracCce  becomes  part  of  their  standard  way  of  working  when  the  majority  of  team    members  commit  to  engage  in  an  open  and  honest  dialogue  

•  Encourage  team  members  to  tell  stories  of  a  parCcular  task  or  event  

TransformaCon  PracCce   4:  

                 Measure  &  Tracking  

Very quickly leaders can tell if they’re going to hit their numbers or if they are heading into tough territory. There are only a handful of measures that actually a s s e s s b u s i n e s s performance.

TransformaCon  PracCce   5:  

                 Measure  &  Tracking    

Promote  a  culture  where  asking  for  help  is  seen  as  a  strength,  not  a  weakness  

Do  not  tolerate  blame  or  individuals  that  are  deflecCng  their  responsibiliCes  

The  opinions  that  staff  and  customers  have  about  the  effecCveness  of  the  operaCon  are  both  valuable  and  measurable.    These  should  be  tracked  alongside  harder  financial  measure.    

Reward  honourable  failed  abempts  as  promotes  learning  and  demonstrates  humility  and  care    

TransformaCon  PracCce   5:  

What  should  you  measure?    Rigorously  measure  the  commitments  individuals  are  making  and  hold  them  accountable  

   To  Conclude  

•  Only way to succeed: make sure your people own the process.

•  Your organisation can change through introducing new learning practices and new ways of working.

•  5 Practices of Transformation is a systematic way to build new capability and ensure your transformation delivers

Follow this 5 practices and you will succeed in delivering a sustainable change  

5  PracCces  of  TransformaCon  

•  The  slides  are  a  summary  overview  of  a  more  comprehensive  document  on  how  to  deliver  transformaConal  change    

•  The  thinking  is  based  upon  the  lessons  learnt  from  dozens  of  transformaCons  over  a  10  year  period,  leading  to  the  development  of  the  5  pracCces  of  transformaCon  

•  The  authors  are  Ian  Duncan  and  Cormac  Murphy  •  Further  reading:  www.ennovateconsulCng.ie    

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Ennovate  works  with  leaders  and  their  team  to  transform  their  business  and  build  new  capability.    

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