Who are bozeat consulting and how we help organisations facilitate change november 2005

Sustain-ability

ProvenTechniques

Behaviour change

TrustingRelationships

Programme management

Goals and

Results

Customer

What we do Principles How we do it

InspirationalLeadership

SalesSuccess

ServiceExcellence

Accelerating change

Research(Discovery)

PersonalDevelopmentJourneys

Guerrilla Coaching

Consulting

Guaranteed resultsOffice: 01530 271272

Fax: 0870 9124326 Mobile: 07989 673095 E-mail: [email protected] Web: www.bozeatconsulting.co.uk

© Bozeat Consulting

What some of our client’s say:

• “You are one of the very few [coaches] who can light the lamp in the mind of the student and make it clear.”

Alan - Senior Engineer, Rolls-Royce Aerospace

• “We had seen over ten training companies and individuals in the last ten months, we chose you for a number of reasons. Firstly because of your very professional approach, you took the time to listen. Also because of your strong sales background you could fully understand our issues. Finally we were impressed by your ability to hold the audience in the palm of your hand.”

Keith London - Managing Director - ACT

• “Thank you for the two day workshop, everyone without exception enjoyed the experience and is now enthusiastic to initiate a change. A comment from all the participants… ‘nice guy, changed my views about consultants’ ”

William Martin - Managing Director - GT Martin

• “Simon is unbelievably incredible. I am in awe watching him during delivery and amazed at how far he has moved the team on during the short time he has worked with them"

Julie Laporta, Human Resources Manager, Corporate Express

Who we’ve worked with:

• Business Post• Camping & Caravanning Club• Corporate Express• Department of Work and Pensions• Ford Motor Company• Genesis Communications• GPT• Institute of Directors• Edwards Geldard• HBOS• HBOS GSI• IVAX pharmaceuticals• Job Centre Plus • Natural History Museum• Opal Telecommunications• Rolls-Royce Aerospace• Siemens• SPS Technology• Swan National • St James’s Place• T-Mobile

Plus many SMEs and micro-businesses


1. Discovery – extensive research 2. Agreeing goals and outcomes3. Developing a solution4. Mobilising commitment5. Implementation6. Monitoring performance improvement7. Closure and sustainability

We adopt a rigorous 7 step approach to deliver outstanding results


Vision

Values

Behaviours

ObjectivesStrategies

Actions

OutcomesResults

LLogical

RCreative

Right ActionsRight

Behaviours

Right StrategyRight Values

We help you work on the right side so the left side is consistently delivered

World class organisations work on both sides simultaneously


The key challenges of the Change Agent

• The following pages provide an insight into the principle challenges, approaches and techniques adopted by successful Change Agents

• It is the product of extensive research and our practical experience of leading 28 significant change projects since 1993

• Projects have encompassed 1,000s of people in multi-nationals, SMEs and even micro-businesses in both the private and public sectors


We help you shorten and lessen the depth of the change curve


Declare theFuture

Declare theFuture

Agreement toChange

Agreement toChange

Consultation &UnderstandingConsultation &Understanding

CommitmentCommitment

Continuous CommunicationContinuous Communication

Change Agents engage and enrol people to create a new world


10 steps to a successful transformation

1. The organisation has ‘pain’ and a compelling reason to need to change

2. Bring a powerful coalition together who will drive the change agenda

3. Create a compelling vision that inspires people4. Develop a comprehensive, practical, understandable and

flexible plan and route map with key milestones 5. Communicate, communicate, communicate!6. Equip the leaders with the change agent’s toolkit7. Generate and celebrate a series of small wins8. Confront resistance and ‘change the people or change the

people’9. Sustain momentum by taking on bigger challenges10. Embed the changes until they become habits


Changing the culture of an organisation

• ‘command & control’• bureaucratic & rigid• communication top down

• functional silos• escalation upwards• training for training's sake• ‘them & us’ blame culture• boring & stuffy• change only from the top• no consequence for poor

performance

• ‘stretch & support’• flexible & responsive• communication top down, down up & side to side• cross functional teams (matrix thinking)• escalation sideways• business focussed training • ‘who cares as long as the job gets done!’• fun & exciting• people give themselves permission to implement change• peak performers rewarded,

poor performance swiftly addressed

From:- To:-


Changing the culture of an organisation

• focus on results• appraisals annually• appraisals top down

• focus on finding fault• same job for life• management• focus on now• we know best• ‘I've failed’• ‘get it right first time or don’t do it at all’

• focus on results and process• continuous feedback• feedback from peers, direct reports & the boss• focus on celebrating success• multi-skilled• leadership• focus on now and tomorrow• we’re here to learn from

others• ‘i’ve had a little learn’• ‘accept that we will not always be right and take rational risks’

From:- To:-


The ingredients of a major change campaign

• Takes time for the decision makers to decide what to do

• The decision to proceed may be relatively straightforward, the tough part is the implementation

• Involves talking to more than one person• Involves more than one method of influencing• Relies on personal reputation• Likely to encounter many forms of resistance• Likely to leave many casualties


Evolution of a change teamIvory Tower

•Data analysis•Escalation alwaysupwards•Creativity•Producing reports•Little influence•‘Glory boys’•Defensive•Seen as a cost

Push

•Telling•Presenting•Persuasion by argument•Contact with but ineffective use of powerful people•Beginning to practice being a consultant•Some small wins•Perceived by the line as an initiative•Plenty of knock backs•Morale can become a n issue•Team fragmented

Pull

•Asking questions•Seeking information•Using powerful stakeholders well•Building in confidence•Closer integration with the line•Greater number of predictable and larger wins•More professional in approach•Increasing number of requests for help from the line•Team members are self-supporting

Consultants

•Holistic approach to change•Seen as centre of excellence •Operating as partners in the business•Experienced & successful change agents•Operating at a behavioural, tactical & strategic level•Significant change projects•Greater influence•Seen as value added•Self sustaining•Team members promoted into more responsible positions


Benchmark Performance

Consultancy skills e.g.•facilitating•influencing•listening•team working•change methodologies

Technical skills


Being a Change Agent is like being a sales person because…

• It’s all about influencing and persuading people to make a decision to buy a new way of doing things

• It often involves building a case for change with many people

• The skills of qualifying, presenting, negotiating, closing & implementing are the same

• There is often competition (either internal or external)

• There will be resistance and objections• It’s a people thing!


Why being a successful Change Agent (CA) is often much tougher than being a

salesperson• The customer finds it easy

to make demands of the seller

• Companies that sell often have an admin’ team, marketing dept, sales people & technical experts

• Professional sales people turn services into packages to make them easier to sell

• Sales people understand the difference between selling & marketing

• CAs often have many different priorities and cannot always ‘jump’

• A CA may be asked to fulfil many different roles only some of which (s)he will be suited for

• CAs have to sell services & consultancy which is often much harder than selling products

• The distinction between marketing & selling may not be so clear


Why being a successful change agent is often much tougher than being a

salesperson continued…

• Buyers expect salespeople to sell and are prepared to be lead

• Salespeople are trained to sell e.g. to qualify, present, negotiate etc

• Salespeople are motivated by targets to close sales

• Top salespeople recognise the skill in the profession and develop a strong sense of identity

• Salespeople when selling normally have only one agenda

• Easy to criticise an external company if things go wrong

• Buyers may have many different expectations & suspicions of a CA

• CAs are unlikely to have the same background & skill

• CAs can be motivated by many different things

• CAs can be cynical about the profession & not identify themselves as salespeople

• There may be many agendas and corporate politics

• An internal customer will have to be careful about criticising a CA


The 8 classic objections to change

• “We haven’t got the time/it’s not high enough on my list of priorities”

• “My boss wants it but I don’t”• “I want it but my boss doesn’t”• “We tried that before & it didn’t work then”• “It might have worked for xyz department/company

but we’re different”• “We’re already doing that”• “I can’t see how all the effort will have to put in will

bring us the results we’re looking for”• “I just don’t have the resources”


Great change agents are great coaches They...

• Possibility• Being v Doing• Commitment• Breakthroughs• Breakdowns• Coaching relationships• Achievement• Acknowledgement &

appreciation• Coaching conversations• Being a ‘stand’• Coaching excellence• Personal habits

• Resignation• Confusion• Not letting go• Fear of failure• Resistance• Mistrust• Blame• Low self image• Cynicism• Resistance to new thinking• Having to know• Feeling wrong• The past

Distinguish: Confront:

Accountabilities of a coach:

- A Coach is a manager of conversations- Coaching conversations are intentional and directed- A Coach is responsible for the results of his/her conversations


Qualities of a great coach• Being ‘Coachable’

– Surrendering the right to judge and withhold from your coach. Being able to empower another to empower you.

• Unreasonable– Demanding more from yourself and others than can be

reasonably be expected• Responsible

– Having the power to cause action. Taking 100% responsibility for actions.

• Compassionate– Total empathy and respect for the coachee.

• Inquiring– Committed to a lifetime of learning. Living with questions

not answers.’