Rik Simms

Judicial College,

London, UK

Leading People

Through Change

Let’s talk about change

• Change needs to occur at different levels.

• Change is a choice or is imposed.

• No-one embraces imposed change.

• It is very unlikely that you are managing change.

• The more you try to control change the less you will be able to.

• You are more likely to be involved in facilitating transition or………

• Damage limitation

Change……For the remainder of this presentation you must write all notes with your opposite hand.

Laptops, iPads and other digital devices cannot be used.

• There is THE change you want to achieve

• There is the PLAN for achieving THE change (process)

• There may even be a PEOPLE PLAN to deliver the PLAN to

achieve THE change.

• 70-80% of change efforts fail

PEOPLE are the key to successful change –

but they can be the hardest thing to lead through

change.

Let’s talk more about change

The limbic brain

The change is……….

SO?

Why people fear change

• Loss of control & stability

• Fear of failure

• Unknown / confusion

• Exhaustion

Endings Exploration New Beginnings

The meaning of

communication…

.……..is the response you get!

There are no failures in

communication, only responses.

If you are not getting the response you

expected…….

There is no uniform mass

– only individuals

CHAOS?

Time to Make Sense of the

Change

Communicate with the Emotions

INFORMATION

SUPPORT

INVOLVEMENT

VISION

Structure your messages

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David Rock, 2008 – based on the five key "domains"

that influence our behaviour in social situations

including our Fight or Flight amygdala responses

Structure your messages

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Status

Certainty

Autonomy

Relatedness

Fairness

Structure your messages

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Status: a sense of personal worth

• Will I be compared to someone

else?

• Could this have a negative

effect on my status?

Structure your messages

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C

A

R

F

Certainty:A sense of what the future holds

• How much do I know about

what is going on and when?

• How are decisions made?

• Where can I find out more?

Structure your messages

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C

A

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F

Autonomy:A sense of control over life• Can I control any elements of

this change?

Structure your messages

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C

A

R

F

Relatedness:A sense of safety with others

• Who can I trust?

• Who else feels like I do?

• Who can I talk to?

• Is the leader genuine?

Structure your messages

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C

A

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F Fairness:A sense of fairness

• Am I being treated fairly?

• Do I have a choice?

• Is someone on my side?

• Who can I trust?

It’s all about people•Consider their emotional needs

• Tailor your messages to their transition stage

•Clarify, Communicate, Collaborate & Listen

•Communicate, Communicate and Communicate again – but get it right.

Think beyond the change plan

Focus on readiness for

change rather than

reactive resistance to

change

ACT – DO – REVIEW and

DO IT AGAIN & AGAIN

Change and transition

have not finished when

the project finishes –

SURVIVOR SYNDROME

Questions

•As a person responsible for leading others through change: what do people need from you, when will they need it and how will you provide it?