Change management though difficult time

Performance through people

Module 1: Leading people through change

Introduction


5/13/2015 CONFIDENTIAL 2

Team needs

Leadership skills

Leading people

through change

Leading people through change module

Facilitating to

align decision

making

Coaching to

maximise

potential

Empowerment

and team

effectiveness

Communicating

to provide clear

direction

1 Leading people

through change

Purpose

∙ To equip leaders with the skills to effectively lead people through

change

∙ To provide an awareness of the human response to change and tips

for supporting you and your teams

∙ To provide a practical step by step process for planning and

implementing change


Agenda and ground rules

∙ Why leading change matters

∙ Metaphors exercise

∙ The human side of change

∙ Managing the process of change

∙ Personal resilience

∙ Collective development and action planning

∙ Full contribution

∙ No disruptions

∙ Confidentiality

∙ Commitment to act


Why leading change matters

∙ Why does leading people through change matter to you personally

right now?

∙ What is your situation?

∙ What are the expectations placed upon you?

∙ What are the needs of your followers?

∙ What do you need to be “able” to do?

∙ What do you need to learn more about?

∙ What are your experiences of change from a position of both leading

and being led through change:

∙ What was a good experience?

∙ What was a not so good experience?




Metaphors of the organisation

Time

Perform

an

ce an

d grow

th

PAST

The organization can be optimized to

meet the demands of a predictable

world

Leaders see their role as managing

people, processes and systems. The

organization is characterized by the

division of tasks and responsibilities

in pursuit of clearly defined goals

Adapted - courtesy of Davidson Nicklen Associates

Change happens virally and

rapidly as the quality of

interaction between people, teams,

functions and businesses

improves.

Change involves simplification,

increasing control, rational

decision making and the

predictability of results

PRESENT

Assumptions

about the

economic,

technical &

social

environment

no longer valid

FUTURE

The organization adapts symbiotically to an

unpredictable world

Leaders see their role as connecting people

across boundaries, embracing differences,

responding rapidly and collectively to

problems and making aligned decisions.

The organization is characterized by

spontaneity and agility.

Changing our thinking about change

How you lead change depends on your

view of organisations

9

The optimum

organisation is like a

well oiled machine

There is no optimum

organisation. It is like a

living organism,

constantly evolving

1. Describe the

characteristics of a

machine or organism

2. If the organisation was

like a machine or

organism, what would it

be like?

3. How do machines or

organisms adapt to

change?

4. If the organisation was

like a machine or

organism, how would

you lead it through

change?



The human side of change

Endings Transition New Beginnings

Denial

Anxiety

Fear

Shock

Anger

Frustration

Sadness

Stress

Relief

Creativity

Scepticism

Acceptance

Energy

Learning

Enthusiasm

The transition curve

Confusion

Despair

Hope

Commitment

Source E. Kubler-Ross

Performance gap

Fo

cu

se

d o

n th

e p

ast

1. Shock & Denial

3. Acceptance & creativity

4. Energy & commitment

2. Anger & Frustration

• Shock – What? Why?

• Confusion –’I don’t understand’

• Silence – Withdrawal

• Refusal to accept – It won’t affect me…

• Ambivalence – not again

• Business as usual….

• Anger – ‘How could they do this?

• Accusation – Management again!

• Resentment – Why our team?

• Frustration – I am sick of this!

• Sadness – It never used to be like this..

• Despair – ‘I don’t know if I can cope

• Exploration – So, what will I have to do?

• Exchange – If you…then I/we…

• Curiosity - What will it look like?

• Willingness – Where do we start?

• Relief – We seem to be moving forward

• Acceptance – So this change WILL happen….

• Future – I can see a future for us

• Team – We are OK

• Confidence – We can do it

• Risk-taking – Let’s try x or y

• Complacency – It won’t happen again (!)

Observable behavior F

ocu

se

d o

n th

e fu

ture

Cognitive behavior

Emotional behavior

Endings Transition New Beginnings

Denial

Anxiety

Fear

Shock

Anger

Frustration

Sadness

Stress

Relief

Creativity

Scepticism

Acceptance

Energy

Learning

Enthusiasm

The role of leadership

Confusion

Despair

Hope

Commitment Informing

Providing direction

Involving

Facilitating

Coaching

Guiding

Delegating

Empowering

Specific interventions

1. Inform & provide direction

•Be clear on what can be revealed and what

cannot

•Explain what will change and what will not

as far as you know

•Explain what can be influenced/ controlled

and what cannot

•Give time to let things sink in

•Repeat the message

•Repeat the message again

2. Involve & facilitate

•Involve people in deciding “how” the

change will be implemented

•Listen to objections, empathise, offer

support, discuss implications

•Acknowledge conflict and expression of

difficult views/emotions

•Pay attention small signals – verbal and

non verbal

•Recognise how the change can trigger off

‘past’ experiences

•Do not take other’s reactions personally

3. Guide & coach

•Create temporary processes / structures

•Concentrate on priorities

•Set short-term goals

•Encourage and acknowledge progress

•Allow others to take responsibility

•Offer training & support

•Acknowledge early adopters and encourage them

to interact with late adopters

4. Delegate & empower

•Focus on teambuilding

•Exchange feedback, reinforce success

and share feelings

•Set up development opportunities – look

longer term

•Encourage risk-taking

•Reflect on and discuss learning

•Celebrate success

•Prepare for future change

Fo

cu

se

d o

n th

e p

ast

Cognitive behavior

Fo

cu

se

d o

n th

e fu

ture

Emotional behavior



Managing the process of change

Critical success factors and risks

CLARIFY & BUILD

AWARENESS

MOBILIZE &

INVOLVE PEOPLE

DESIGN &

EXPERIMENT

IMPLEMENT &

LEARN

DEVELOP

CAPABILITIES &

ADAPT

DESIRE TO

PARTICIPATE IN THE

CHANGE

KNOWING HOW TO

IMPLEMENT THE

CHANGE

ABILITY TO DELIVER

THE RESULTS

REINFORCING THE

NEW, GIVING UP

THE PAST

AWARENESS OF THE

NEED FOR CHANGE

KNOWING HOW TO

IMPLEMENT THE

CHANGE

ABILITY TO DELIVER

THE RESULTS

REINFORCING THE

NEW, GIVING UP

THE PAST

AWARENESS OF THE

NEED FOR CHANGE

DESIRE TO

PARTICIPATE IN THE

CHANGE

ABILITY TO DELIVER

THE RESULTS

REINFORCING THE

NEW, GIVING UP

THE PAST

AWARENESS OF THE

NEED FOR CHANGE

DESIRE TO

PARTICIPATE IN THE

CHANGE

KNOWING HOW TO

IMPLEMENT THE

CHANGE

REINFORCING THE

NEW, GIVING UP

THE PAST

AWARENESS OF THE

NEED FOR CHANGE

DESIRE TO

PARTICIPATE IN THE

CHANGE

KNOWING HOW TO

IMPLEMENT THE

CHANGE

ABILITY TO DELIVER

THE RESULTS

AWARENESS OF

THE NEED FOR

CHANGE

DESIRE TO

PARTICIPATE IN

THE CHANGE

REINFORCING

THE NEW, GIVING

UP THE PAST

ABILITY TO

DELIVER THE

RESULTS

KNOWING HOW

TO IMPLEMENT

THE CHANGE

LACK OF PURPOSE

AND SENSE OF

URGENCY

LACK OF

INTEREST AND

MOTIVATON

FRUSTRATION

WITH FALSE

STARTS

DISAPPOINTMENT

WITH LOSS OF

IMPACT

THE STORY OF

“HOW IT USED TO

BE” PREVAILS

RISK

Steps of the change process

Clarify the context, need, scope and

outcome of the change and

communicate to the team

Engage the key stakeholders and influencers and

establish a terms of reference

Jointly establish a compelling vision and sense of

urgency that focuses effort and minimises anxiety

Agree specific outcomes and a change roadmap that are

realistic and achievable

Carry out a readiness & risk review to identify the risks,

obstacles and driving forces of change

Involve people in “action teams”

to address issues and create

quick wins

Identify changes to goals, roles, processes and

relationships (interfaces)

Create a role transition process to define which

responsibilities will be added, stopped, continued and

delegated for each role

Conduct a training needs analysis and

create a development plan to establish

the necessary competencies

Implement the role transition

and development process

Adapt the decision making, communication,

measurement and PM processes as necessary

Celebrate the end of this change and learn from the

process in preparation for the next!

Inform &

provide

direction

Involve &

facilitate

Guide &

coach

Delegate &

empower

Start

here



Personal resilience

A final word on resilience!

∙ Being resilient as a leader during times of change

∙ Resilience is personal:

∙ Your context and how it impacts you

∙ Your attitude to change

∙ Your need for security

∙ Your identity and values

∙ Your coping strengths

∙ Your connections

∙ What does resilience mean to you?

∙ What does a fully resilient you “look like”


Team leadership development programme


Collective development

The “Collective Development” groups offer a complementary approach

• Bring real cases for collective study

• Learn from others, experiment and co-operation on soft competencies

Prerequisites for attendance

• Willingness: to test the benefit of supporting each other, leveraging the people diversity

• Know-How: having attended the Change Management or the Coaching skills module

• Engagement: to respect the group rules created to provide a protective environment

Collective development and coaching

Change management

workshop

Collective

development

One to one coaching

as required



Action planning and feedback

Small Business & Entrepreneurship

Change management though difficult time