Presented by: Robert D. Collinsworth The Collinsworth Leadership Group, LLC 703.407.0656 [email protected] Copyright 2011 1

The Collinsworth Leadership Group, LLC 703.407.0656 [email protected] Copyright 2011

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Presented by: Robert D. Collinsworth

*Change Management

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*What is Change?

*The space between where you are now and where you want to be in the future.


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*Reasons For Change

*Technology

*Structure needs adjusting

*A different service delivery model

*A different personnel system


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*Reasons For Change

*To become more competitive

*Regulatory

*Existing work force needs reshaping to fit a new business model

*Where you are is not working well


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*Illustrations


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*Reactions To Change

*Emotional internal struggle aka: TENSION

*Uncertainty…how will this affect me

*Loss…I like the way things are now

*Anger

*Why


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*Considerations

*Culture

*Commitment

*How much change can be tolerated

*Key stakeholders


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*Considerations

*Rice bowls

*Communication plan

*Feedback loops

*Celebrate wins


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*The Collinsworth Change Model

8 Steps To Success

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OVERCOMMUNICATE

WHY

WHAT

WHO X 2

HOW

WHEN

COMMUNICATION

IMPLEMENTATION

MONITOR ANDADJUST AS

NEEDED


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*Why

*Critical to make a compelling case for change

*Employees and management have to see and understand why the change is needed

*End state must be defined


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*What

*Business model

*Service delivery model

*Structure

*Job titles

*Personnel

*Pay

*Location

*Benefits

*Work schedules


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*Who X 2 (first part)Who Will Be Involved?

*Leadership (by title)

*Focus groups (composition)

*Tiger teams (composition)

*If teams or groups will not be used define who will be responsible and for what

*Define at the individual level


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*Who X 2 (second part)Who Will Be Affected?

*Structure and billets = people

*Important to examine how will the change look through the lens of the employee

*People will want to know how the change will affect them on an individual level

*Will I still have a job

*Will my job change and if so how

*What will be expected of me


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*How (TDIITD)

*Formulate the plan

*Use the systems thinking approach

*Plan of actions and milestones

*Must overcome or mitigate obstacles


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*When (timelines)

*Be as specific and realistic as possible

*May need to use different dates for different areas in the change plan (domino effect)

*Monitor closely…slips in dates could be an indicator of problems which need to be addressed


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*Communication

*Leadership role is crucial

*Plan communication events with purpose

*All-hands, group, Adhoc, meetings, one-on-one

*Install feedback loops


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*Communication

* People must see how they as individuals fit into the overall change initiative

*Acknowledge employee feelings

*Motivate and over communicate


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*Implementation

*Work the plan

*Capture deviations from the change plan to study for any needed adjustments to the plan

*PMA from leadership can not be under estimated

*During times of uncertainty people look toward the leadership


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*Monitor and Adjust for Success

*Do not leave anything for chance

*Test the stages of change for desired results

*Communicate to leadership on successes, failures, unintended consequences and advice for the way ahead

*Adjust as needed and test until success is achieved


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*The Collinsworth Leadership Group

Change is hard even on the best of days

Lead the way with conviction and compassion

Some will remember what you said

Other’s will remember what you did

Everyone will remember how you made them feel


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Documents

Presented by: Robert D. Collinsworth The Collinsworth Leadership Group, LLC 703.407.0656 [email protected] Copyright 2011 1