Change Management
What is working in the real world of Niagara business….
….and the critical role of HR
triggerstrategies.ca
Neil Thornton
@neilathornton
"Consider how hard it is to change yourself and you'll
understand what little chance you have of changing others."
- Jacob M. Braude
“If you don’t like change, you will like irrelevancy even less!”
- Tom Peters
No FEAR!!
“People do not resist change.They resist the uncertainty
change that is perceived forced on them.”
Rule:
Our goal for today ….
This will not be about theories and vague concepts.
We will share real examples of what a number of innovative and leading companies in Niagara are doing, right now, to drive change and build a culture of inclusion and engagement.
Clear action steps and trends for you to take back and apply to your organization.
Real world examples and success stories.
Open dialogue….
How is change effecting your organization?
What are some things you are doing to manage change?
To drive change, 4 key elements MUST be in place:
If any of these are missing, conflict will exist
A clear VISION and STRATEGY
A group of STRONG LEADERS driving goals
A sense of URGENCY
EVERYONE INVOLVED in planning and KNOWING the business reality
Top 6 business lessons we have learned:
1. Change is part of your culture 2. Clear expectations are needed3. 90 day plans with reporting4. The more people involved, the better5. Don’t forget the recognition6. It’s all about leadership
and one more….
Wait…one moreThe danger of accountability
Accountability partners:
It also comes down to employee engagement.
What we have learned…
1. Clear expectations 2. Fingerprints3. 90 day plans4. Recognition5. Business thinkers6. Resisting technology is futile7. Managing generations8. Urgency to hit goals!
3 Case studies
Industry: Company Size:
1. Situation-Overview2. Steps taken3. What happened
Case study #1
Industry: Tool and Die Company Size: 45 Employees
Situation-Overview Second generation company, looking to adjust markets, wanted to build on a vision and clear goals, wanted sustained growth.
Case study #1
Industry: Tool and Die Company Size: 45 Employees
Steps:1. Senior managers developed a clear picture
of achievable, but stretch goals. 2. Every employee in the company developed
own personal vision and goals. 3. Tested contribution daily and reported
‘wins’ every week. Everyone was part of the company’s success and growth.
Case study #1
Industry: Tool and Die Company Size: 45 Employees
What happened:Original vision was ‘3X5’, triple the business in 5 years. Achieved the vision and goals in less than 4 years, developed new markets, attracted key contributors to the team.
Case study #2
Industry: Industrial Retail Company Size: 18 Employees
Situation-Overview Wanting to grow sales and service to better compete. Wanted to engage all employees in new market demands and idea generation. Two separate retail locations.
Case study #2
Industry: Industrial Retail Company Size: 18 Employees
Steps:1. Brought entire team together for a
series of off-site strategy meetings.
2. Company formed two groups, one focused on sales, the other
on service.3. Initiatives developed were executed by
everyone at all levels.
Case study #2
Industry: Industrial Retail Company Size: 18 Employees
What happened:Employees felt recognized and empowered. Great ideas were generated and people ‘owned’ the stake in the outcome. Sales and service dramatically increased. Two locations came together. The owners felt a significant reduction of stress.
Case study #3
Industry: Heavy Construction Company Size: 150 Employees
Situation-Overview Company enjoyed 30 years of success, but now competing more on price from larger competitors coming into area. Service offering was always a benefit, but larger growth with more people creating conflict between departments and losing edge they once had. Stress was high to maintain market share and keep up morale.
Case study #3
Industry: Heavy Construction Company Size: 150 Employees
Steps:1. Owner, managers and team developed
clear vision together.2. Employee sessions brought people
together, asked opinions, contributed.3. Small, intense focus groups kept up
momentum and action.
Case study #3
Industry: Heavy Construction Company Size: 150 Employees
What happened:Departments came together in cooperation. Shared expectations reduced conflict and fighting for resources. Employees felt part of ownership and kept management on track with accountability structures and commitments. They regained lost market share.
Found via Yvonne Nasri, CAA posted on LinkedIn
I will post this for everyone…..
Reports for free….
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Thank You
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