Mobilising People for Change - · PDF fileProf. Dave Ulrich - USA Dr. Charles Savage - USA Lt.General Dhahi Khalfan - UAE Prof. Wu Zhiqiang - China Dr. Ebrahim Al Dossary © Change

Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China

© Change International 2014

Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com


Mobilising people for Change!

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Mobilising People for Change Activating the critical mass Speaker: Guido Betz, MA CEO Change International

• Change International Ltd. Consulting & Training Germany • Tristanstrasse 26 • D - 80804 Muenchen • GERMANY • Phone: +49 5407 0000 • FAX: +49 5407 0002 • Headquarters: • Dublin / IRELAND • Branches: - Munich - Hamburg - Berlin - Andernach - Aschaffenburg - Stuttgart / GERMANY • Mittersill / AUSTRIA

Mobile: +49 172 9334190 • E-Mail: [email protected] Website: http://www.ci-l.com




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Have you ever wondered what might be one of the secrets behind high quality brands “Made In Germany”?






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Besides engineering and ingenuity, it is Leadership! But what is the secret behind their leadership style?



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All of these are clients of Change International...






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... besides a lot more multinational corporations which Change International helped to achieve their goals:



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Our core business since 1982: Leadership & Change

For further details please see our website in 13 languages: www.ci-l.com

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2014 Winner

HRD Best Practice Category






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Countries we have worked in over the last years

•  Argentina •  Australia •  Austria •  Belgium •  Bolivia •  Brazil •  Bulgaria •  Canada

•  Chile •  Colombia •  China •  Croatia •  Czech Rep. •  Denmark •  Egypt •  Eritrea

•  Estonia •  Finland •  France •  Germany •  Greece •  Hungary •  India •  Indonesia

•  Iran •  Ireland •  Israel •  Italy •  Japan •  Jordan •  Kuwait •  Libya

•  Malaysia •  Malta •  Mexico •  Morocco •  Netherlands •  New Zealand •  Norway •  Panama

•  Poland •  Portugal •  Romania •  Russia •  Singapore •  South Africa •  South Korea •  Spain

•  Sweden •  Switzerland •  Taiwan •  Thailand •  Turkey •  UAE •  United Kingdom •  USA •  Venezuela

Countries we already worked in:



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?

!!

!!!

!

The „trauma of change“

„Em

otio

nal s

ituat

ion“

of t

he o

rgan

isat

ion

Time

Perceiving chances

Identification and

commitment

Exit

Depression

•"Exiting chances •"Competitiveness •"The company as topic •"„Window of opportunity“

•"Expectation management

•"Scenarios

•"Merger syndrome •"Distrust •"Delayed communication •"Fear of loosing autonomy •"Dominating “SELF-

factors” •"Unclear leadership •"Observing reactions

•"Create an infrastructure for communication

•"Transform people concerned to people involved

•"Searching for information •"Observing reactions •"Destructive rumours •"Feeling of exessive

demands •"Focus: securing the status

quo

•" Information politics •" Individual analysis and

planning

•"Observing chances for development

•"People adapt because of the unavoidable

•"Support for realising the objectives (individuals/groups/entire organisation)

•"Seizing opportunities •"Notices due to overtaxing

•"Exit interviews •"Outplacement

•"Work to rule •"Loss of own objectives •"Yearning for quiety •"Negative multiplication •"Sabotage/resistance

•" Identification through involvement in concrete projects

•"Pain grows weaker •"First successes •"Environment reacts

positively •"Creating a new identity

•"Analysis and documentation of experiences

•"Celebrating successes

Early and naive euphoria

Fear and insecurity

Paralysis






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Leadership as the ultimate driver for successful change !

alignment & execution willing & able

Leadership Excellence

Lead Get commitment

Build trust

People Excellence

Attract Develop Retain

Operational Excellence

Productivity Customer value Cost reduction

Commercial Excellence

Efficiency Effectiveness Best in class

drives

drives

drives



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Capability + Incentives + + +Resources Action plan Leader-ship Success =

What it takes for successful Change

Capability Incentives +Resources Action plan Unclear/

weak leadership

Confusion =+++

No Training/ Instruments Incentives +Resources Action plan Leader-

ship Fear =+++

Capability System

rewards old behaviour

+Resources Action plan Leader-ship Resistance =+++

Capability Incentives No commitment Action plan Leader-

ship Frustration =++++

Capability Incentives Resources No/wrong concept

Leader-ship False Start =++++






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TELL SELL TEST CONSULT CO-CREATE

Degree of inclusion

Mission

Vision

Strategy

Implemen-tation

low high

Management Stile A Management Stile B

Degrees of inclusion



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Sensibilisation�

What are the changes in your environment? How will they impact your organization? How will this affect the stakeholders?

Activation�

How can you turn all stakeholders into committed promoters of change? How can you mobilize the critical mass needed for change to happen?

Visible�accountability�How can you stage-manage passionate leadership? How can you define motivating and measurable objectives?

Evaluation�

Es verändert seine Färbung, sobald sich seine Umwelt wandelt. Dazu braucht es Sensoren, um zu erkennen, was sich ändert. Es benötigt aber auch die Fähigkeit, sich jederzeit rasch „farblich“ anzupassen – um dadurch immer es selbst bleiben zu können.

Genau wie Ihr Unternehmen: A passion for continuous change and success! Seit 1982 begleitet Change International Veränderungsprozes-se in vielen Bereichen und Branchen - und war bereits weltweit auf allen fünf Kontinenten aktiv. To Change is to SAVE®.

Das Change Chamäleon ist schlau.

Sensibilisieren VerantwortungAktivieren EvaluierenWas verändert sich in Ihrem Umfeld?

Was bedeutet das für Ihr Unternehmen?

Welche Auswirkungen hat das auf die Arbeit jedes Einzelnen?

Wie machen Sie aus Betroffenen engagierte Beteiligte?

Wie können Sie die kriti-sche Masse aktivieren?

Wie inszenieren Sie leiden-schaftliche Führung?

Wie definieren Sie messbare und verbindliche Ziele?

in die

nehmenWie machen Sie Fort-schritt kontinuierlich sichtbar?

Wie bewerten Sie die Ergebnisse und stellen Nachhaltigkeit sicher?

How can you make progress visible? How can you, evaluate effects, measure results and create sustainability?

Successful change management means

to S•A•V•E






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Leadership*is*a*contact*sport*

The leadership support® stream

Driven by HR & Change International:

Staging events – training - instruments & tools - executive leadership program - controlling

The transformation stream (Core process)

Driven by leaders of all levels:

Visible leadership - decisive performance management & - execution - support & motivation of all employees



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The*leadership*cascade*

Local / national / regional town hall’s, facilitated by managers „alignment“ of all employees

Central town hall with all managers: Leadership team Senior executives communicate strategy and goals

Creating accountability on the individual level Annual performance management dialogue & achievement of goals

Executive offsite with all senior executives values - principles - goals - strategies

Board Creating strategic alignment / offsite

facilitates

facilitates

facilitates

Leadership Support ®

rehearsal

rehearsal

Training & 360° FB

Indiv. Coaching

rehearsal






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The three perspectives of a town hall Info Market:

What did we achieve?

What did we learn?

Where do we go from

here?

Hard facts: Controlling Data

Soft facts: Experience

New direction: Leadership



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Classic format of an Info Market

10.0

0 -

16.

00

Welcome / Agenda / introduction of topics

topic 1 • Input • dialogue • action planning







topic n • Input • dialogue • action planning

Lunch

Coffee break

Coffee break

Closing plenary / CEO’s remarks






















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•" Parallel*small*groups*/*closing*discussion*of*open*ques8ons*•" Event*with*about*600*employees*

Impressions*from*a*large*info*market*



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Impressions*from*large*info*markets!

…*it*works*with*game*developers*as*well*as*armed*forces*






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Keynote / introduction of topics


Topic n • Input • dialogue • action planning

Lunch



Coffee break



Coffee break

Closing plenary / CEO’s remarks

Engagement*in*ac8on*–*mobilising*the*cri8cal*mass!*



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Execution

Core phase

Sample Roadmap for a change process

Steering Committee

Change Barometer

Senior Mgmt Info Market

Division Info Market‘s

Department workshops

Co-operation - Workshops

Execution

Communi-cation

Q4 / 13 Q1 / 14 Q2 / 14 Q3 / 14 Q4 / 14

Get-Together Top Mgmt

1 2 3

A B C

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The*leadership*cascade*

Local / national / regional town hall’s, facilitated by managers „alignment“ of all employees

Central town hall with all managers: Leadership team Senior executives communicate strategy and goals

Creating accountability on the individual level Annual performance management dialogue & achievement of goals

Executive offsite with all senior executives values - principles - goals - strategies

Board Creating strategic alignment / offsite

facilitates

facilitates

facilitates

Mea

surin

g th

e su

cces

s



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The*Change*Barometer*©**(sample*–*everything*can*be*changed*by*leadership*behaviour)!

... d

efin

itely

no

... to

a la

rge

exte

nt n

o

... to

a s

ome

exte

nt n

o

... to

som

e ex

tent

yes

... to

a la

rge

exte

nt y

es

… d

efin

itely

yes

1 I have a clear understanding of the goals of this change process

2 My direct boss actively cares and helps to solve problems that hinder us to change

3 I have the opportunity to bring in my own views and strengths

4 I know what is expected from me during this change

5 I think we are making progress

6 I think the changes show some positive effects already






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The*Change*Barometer*©**(Cockpit*for*every*leader’s*unit)!Change Barometer

Report für Ages Gesamt 18.02.14Seite 2 von 22


- 0 + - 0 + - 0 + - 0 + - 0 + - 0 + - 0 + - 0 + - 0 + 04% 73% 23% 4% 72% 24% 3% 71% 26% 5% 74% 21% 5% 78% 17% 2% 70% 28% 4% 76% 21% 5% 76% 18% 5% 70% 25%

na 2% na 2%

Einschätzung vs. Veränderung

Verteilung der Antworten

na 2% na 2% na 2% na 2% na 2% na 2%na 2%

5% na 5%

Change since last survey

Change Score Motivation Understanding Environment Skills Leadership Self Effectiveness Optimism

2,19 2,20 2,23 2,17 2,12 2,25 2,17 2,13 2,20

4,5 ø 4,5 ø 4,6 ø 4,3 ø 4,3 ø 4,3na 5% na 5% na 5%

ø 4,4 ø 4,7 ø 4,4na 4% na 5% na 6%na 5% na

Actual situation

Change Score Motivation Understanding Environment Skills Leadership Self Effectiveness Optimism

74% 75% 77% 72% 73% 78% 74% 72% 72%

ø

4,00

5,00

2,00 3,00

Einsch

ätzun

g

Veränderung

Change Score

Motivation

Verständnis

Umfeld

Fähigkeiten

Führung

Selbst

Umsetzungseffektivität

Ergebniserreichung

X

Change Barometer

Report für Ages Gesamt 18.02.14Seite 5 von 22


Skala

1 Messpunkt

2 Messpunkt

3 Messpunkt

4 Messpunkt

Skala: 1= trifft absolut nicht zu; 2= trifft überwiegend nicht zu; 3= trifft eher nicht zu; 4= trifft eher zu; 5= trifft überwiegend zu; 6= trifft absolut zu Verbesserung gegenüber der vorherigen Messung Verschlechterung gegenüber der vorherigen Messung

Q 2Q 4 G G G G G G G

Q 3 G G G G

G G

Self Effectiveness Optimism

Q 1 G G G G G

Change Score Motivation Understanding Environment Skills Leadership

G G G G

Development Q2 -> Q3 -> Q4 -> Q1

3,9

4,0

4,2

4,5

3 4 5 6

4,0

4,0

4,2

4,5

3 4 5 6

4,0

4,1

4,4

4,6

3 4 5 6

3,8

3,8

4,1

4,3

3 4 5 6

4,0

4,0

4,1

4,4

3 4 5 6

4,2

4,2

4,4

4,7

3 4 5 6

3,9

4,0

4,2

4,4

3 4 5 6

3,9

3,9

4,1

4,3

3 4 5 6

3,7

3,8

4,1

4,3

3 4 5 6



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Open

Space World Café …

facilitated workshops

Mobilizing the “critical mass”

Motivation Esprit de corps & engagement Action plan

Visible commitment from management

Visible commitment from “Change Agents”

Engagement can be be “staged” !

Info-Market






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It’s*all*about*leadership:!

http://www.youtube.com/watch?v=GPeeZ6viNgY



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Further info – and keep in touch:

ISBN 978-3-00-021326-7

9 783000 213267€12,00 [D]

iintMi!dzynariiintintinternacional

altt alininINTERNATIONAL

tternatinternacion

nnnnnnntttatna tiThe services and programs outlined in this

International Business Development Handbook,provide you with the necessary understandingand skills required to deal with increasinglycomplex organisational issues as we globalize.Comprehending cultural differences is one thingbut knowing to apply international humanresource and organisational developmentpractices, have an even more vital role forsustainable business relations, for the productivityand effectiveness in the global marketplace.More than 25 years of experience in HumanResource and Organisational Development havemade Change International Ltd. specialists in international training & consulting. In this

handbook, we present some tried and tested tools,ideas and concepts, which can easily be tailoredto your needs in different countries as well as indifferent languages. The body of the book includes in one part thedescription of the offered services & systems andin the other part valuable information to simplifyyour international work: HR terms and usefulphrases for small-talk and correspondence in 15in different language, necessary links for yourinternational work, country information andothers.

Our Mission: “Helping you to achieve your goals!”

Understanding leads to better decisions and business success.

INT

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NA

TIO

NA

L B

US

INE

SS

DE

VE

LO

PM

EN

T H

AN

DB

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I N T E R N AT I O N A LB U S I N E S S D E V E L O P M E N T

H A N D B O O K

Job aids, Consulting, Coaching and Training Programmes for International Success

Headquarters:Change InternationalAlexandra House, The Sweepstakes Ballsbridge, Dublin 4, Ireland

German Office:Change InternationalTristanstraße 26, 80804 München, Deutschland

[email protected]

KK_AG • Change International Ltd. Consulting & Training Germany • Tristanstrasse 26 • D - 80804 Muenchen • GERMANY • Phone: +49 5407 0000 • FAX: +49 5407 0002 •

Headquarters: • Dublin / IRELAND • Branches: - Munich - Hamburg - Berlin - Andernach - Aschaffenburg - Stuttgart / GERMANY • Mittersill / AUSTRIA • Mobile: +49 172 9334190 • E-Mail: [email protected]

Website: http://www.ci-l.com

Reg. Nr. 3931 QM L! E! A! D! 1! N! G! AG!

A member of Proposal Version 1.0

Benchmarking Human Resources Development






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•" MA Management Development •" Psychological Operations (USA) •" Continuous professional development in

the US and UK

•" Leadership development •" Organisational development •" Strategy development •" Implementation of HR systems •" Continuous improvement •" Intercultural business

•" Service Industries •" Retail / Wholesale utilities; Logistics •" Government / Military / Police •" Chemical, Oil, Pharmaceutical •" Financial services

•" Since 1982, he has been working in the field of human resources / organisational development, amongst others, he has experiences as line manager for 7 years

•" 1991 foundation of Kommunikations-Kolleg AG •" Since 2007, he is CEO of Lead1ng AG, Holding

of Kommunikations-Kolleg AG and Change International Ltd.

•" He is vice chairman of the VitaPlus AG supervisory board

•" Senior management development •" Strategy workshops •" Change management •" Large group interventions •" HR strategy •" Teambuilding

Nationality: German Working Languages

Mr. Betz is CEO of the Lead1ng AG, Holding of KKAG and Change International. He holds more than 30 years of experience in strategic HR, HRD and OD consulting as well as training and development. Mr. Betz is an author of numerous publications in HRD and OD. He is conference speaker at ASTD, CIPD, World HRD, Learning Company, MCE Europe and Management Circle. He also is a LTC (Inf) in the German Army Reserve and member in the Change Management advisory board of the German Ministry of Defence.

Guido Betz

3M • ADIDAS • Alfred Kärcher • OILTANKING • BASF • DHL • Daimler • Continental AG • RWE DEA • SAP • Danone • EADS • Festo • German Armed Forces • Basell • Lafarge • SONY • SAP • Oracle • Schott AG • SGL Carbon • Thomas Cook • PUMA • Thyssen Krupp • HUGO BOSS • CASSIDIAN • Lufthansa • Peugeot • KPMG

Academic Background Professional Experience

Special Areas Of Expertise Project Experiences

Remarks

Focus Industries References (selection)



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Thank you for your interest! Please visit our website in 14 languages

www.ci-l.com

Helping you to achieve your goals

Documents

Mobilising People for Change - · PDF fileProf. Dave Ulrich - USA Dr. Charles Savage - USA Lt.General Dhahi Khalfan - UAE Prof. Wu Zhiqiang - China Dr. Ebrahim Al Dossary © Change