Change-it’s good for you!

by Toronto Training and HR

June 2014

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CONTENTS3-4 Introduction5-6 Definitions7-9 Phases of change10-11 Topics for change12-13 Different schools of thought14-16 Are we complacent?17-18 Urgency-true or false?19-20 Overcoming barriers caused by culture21-23 Changing a culture24-25 Issues in the change management process 26-27 Change agents28-29 Middle managers in the front line of change30-31 Training for change32-34 Focus on the people side of change35-36 Building communication confidence37-38 Factors influencing individual response to change39-40 Levels of engagement41-42 Appreciative Inquiry43-45 Climbing the career ladder46-47 Must haves of an effective change management program49-50 Before, during and after the change process 50-51 Conclusion, summary and questions

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Introduction

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Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

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Definitions

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Definitions • Change• Successful change• Transition

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Phases of change

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Phases of change 1 of 2

• Current phase• Action phase• New phase

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Phases of change 2 of 2

HELPING PEOPLE MOVE THROUGH THE PHASES• Create a clear view• Move quickly• Communicate

continuously• Recognize early

achievements

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Topics for change

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Topics for change

• Benefits management• Stakeholders and

communication• Risk management• Soft skills• Business change

manager

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Different schools of thought

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Different schools of thought

• Behavioural approach• Cognitive approach• Psychodynamic

approach• Humanistic

psychological approach

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Are we complacent?

Are we complacent? 1 of 2

YES, IF…• discussions focus inward

and not on markets, emerging technology, or competitors

• candour is lacking in confronting bureaucracy and politics that slow things down

• people regularly blame others for problems instead of taking responsibility

• past failures are discussed not to learn, but to stall new initiatives

Are we complacent? 2 of 2

YES, IF…(CONT.)• assignments around

critical issues are rarely completed on time or with quality

• cynical jokes undermine important discussions

• meetings on key issues end with no decisions about what must happen now

• passive aggression exists around big issues

• people say, "we must act now”, but then don’t act

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Urgency-true or false?

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Urgency-true or false?

• What is false urgency?• You have a culture of

false urgency if…• What is true urgency?• You have a culture of

true urgency if…• Guarantees

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Overcoming barriers caused by culture

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Overcoming barriers caused by culture

• Understand readiness for change

• Focus on leadership• WII-FM• Imparting

transformation skills to all employees

• Right metrics drive the right behaviour

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Changing a culture

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Changing a culture 1 of 2

• Communicate then communicate again

• Clarify the story for yourself; the organization is moving from what to what exactly

• Consider a new job title; think logo, tagline and headline

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Changing a culture 2 of 2

• In your communication, clarify that this is a break from the past and what the future will look and feel like

• Live the new cultural values and norms impeccably

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Issues in the change management process

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Issues in the change management process

• Organizational issues• Individual or group

resistance to change

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Change agents

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Change agents

• What makes a change agent

• Predictors of success• What change agents

are not• Tactics employed by

change agents to create cultures ripe for change

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Middle managers in the front line of change

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Middle managers in the front line of change

• How do middle managers contribute?

• Properties and in practice

• Key capabilities which carry a premium in the current context

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Training for change

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Training for change

• Timeliness• Need and application• Commitment

• Key training topics

• Characterizing available capacity for change

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Focus on the people side of change

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Focus on the people side of change 1 of 2

• Don’t judge individuals by their initial reaction

• Realize that much of what you say immediately after making the announcement may not be heard

• Ask your people how they feel about the change

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Focus on the people side of change 2 of 2

• Allow your key managers to have time to process and accept change themselves, before they meet with their team members

• Identify and bring key opinion leaders onboard first

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Building communication

confidence

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Building communication confidence

• Context• Personalization• Practice• Productivity tools• Availability• The extra mile• Support and

encouragement• Evaluation strategy• Partnership

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Factors influencing individual response to

change

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Factors influencing individual response to change

• Nature of the change• Consequences of the

change• Organizational history• Type of individual• Individual’s history

• Additional questions to ask

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Levels of engagement

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Levels of engagement

• Real commitment• Supportive enrolment• Genuine compliance• Formal compliance• Grudging compliance• Non-compliance• Apathy

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Appreciative inquiry

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Appreciative inquiry

• What is it?• What does it cover?• The volunteer model

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Climbing the career ladder

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Climbing the career ladder 1 of 2

• Add value to your position

• Let others know what you want to do

• Ask others for support• Develop a strategy for

success• Learn new skills• Make yourself

indispensable• Don’t underestimate the

competition• Keep on networking

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Climbing the career ladder 2 of 2

• Enhance your personal image

• Embrace change

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Must-haves of an effective change

management program

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Must-haves of a change management program

• Gain support with the right pitch

• Manage the risks• Prioritize• Set the pace• Pre-empt change

fatigue• Choose the right

people• Keep leaders visible• Measure success

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Before, during and after the change

process

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Before, during and after the change process

• Questions to ask• Managing oneself• Achieving successful

cultural change

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Conclusion, summary and questions

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Conclusion, summary and questions

ConclusionSummaryVideosQuestions