directing change
TRANSCRIPT
Change management
Fear, of the unknown is often worse than
the fear of reality!
Change is…
A systematic & pro-active approach to
managing change by;
adapting to change
controlling change
effecting change
The Big PictureThe Big Picture
INFORMAwareness
INVOLVEEngagement
INTEGRATECommitment
Why develop a change plan?
Smooth seamless transition
Transparent - satisfy due process
Focused on a team approach
Facilitates multiple changes
How is it effective?
Support the vision & strategy
Meet the business objectives
Identify any risks & plans response
Involve all staff
Monitor & review
What are the consequences of not planning change
How might staff react??????
Suggestion-get management to identify the consequences-they will think they have developed it so you can make
them responsible for it & own it therefore you can monitor and measure their progress as a KPI!
OutcomesEmployees:
Feel personally involved
More likely to be innovative
Help improve processes
Accepting & assisting with change
OutcomesManagers;
Can effectively delegate projectsFacilitate incremental changeMaintain performance targetsPro-actively identify & deal with risksFoster a caring & supportive culture
Systems approachCreate scoping plan & gain CEO approval
Identify risks (SWOT analysis)
Develop formal plan – monitor & review
Create a communication strategy. eg inform senior managers & employees
Impact on organisation Lower morale Lack of trust and transparency Higher absenteeism Slow to change – resistance! KPI’s targets not adhered to Higher costs
The aim is to be a “Champion team rather than being a team of champions”!
Assisting staffPrepare your staff Describe the change as best you canAssess the readiness of your teamDon’t make irrelevant changes – maintain status quo where possibleBe available to the staff – meet regularlyListen to the grapevine Encourage employee input to changeDetermine skills and knowledge gapsPlan for small steps & keep to them – why?
Personal change approachThink positively
Search for solutions
Plan to achieve small wins first & reward staff
Break problems down into its parts
When all else fails – ask ‘what is the best that I can get from this situation’?
Identify measures of success
Incentives
Thank staff for achieving small wins
Continually motivate leaders & staff
Create change agents or champions
Develop “war stories” and success stories
Analyse, Design, Develop, Test, Deliver
Create a coaching/mentoring plan
Barriers to changeDenial Refusal to believe the change is taking place
Uncertainty about how the change will affect peopleNostalgia for the way it was & change seen as valuelessFeeling unmotivated and low morale
Resistance Feeling depressed, anxious, frustrated, angry, and blamefulGetting into conflict situations with othersHave a negative attitudes & refuse to cooperate with change
Adaptation Focus on survival rather than reduce risk taking or creativityIncreased uncertainty about how to go about thingsMore willingness to learn new systems.Start to accept the changes
Involvement Openness and commitment to the changes.Changes are seen as a challenge and opportunityParticipation in the change process & accepting the changes.
Completion
Address mistakes change Behaviour!
1. Speak to them immediately
2. Tell them what they did wrong - be specific
3. Tell them how you feel
4. Stop for a few seconds of uncomfortable silence .. THEN
5. Remind them how much you value them
6. Reaffirm you think well of them - but not of their performance in this situation
7. Move on …..
Behavioural outcomes
Stressor
Thoughts
Physiological Response
Feelings
Behaviours
Stress ReactionCHANGE
Stress
Fight Respond Flight
Change
Any change can be stressful.
Changes may be positive or negative.
Change is an inevitable part of life.
Change may be planned or unexpected.
Changes may be opportunities for learning and growth.
Match Behaviours …
Mentoring & Coaching
Listen & maintain openness and commitmentMaintain time management & self management skillsRetain assertiveness and discretionEstablish performance indicators & identify solutionsFocus on long-term personal growth & learning. eg support & guidance is a relationship NOT just an activitySets ground rules and clarify mentor / mentee roleAgree when and how feedback will occurReview and monitor at regular intervals
Maintain change momentum
1. Help people link the business requirement & the expected changes
2. Actively involve all employees3. Understand employees concerns, what's
in it for me? What am I to do? etc 4. Link objectives with the strategic plan5. Reward staff with incentives, awards, etc
Use Positive Feedback to Change Behaviour!
1. Catch them doing something right
2. Praise immediately—saying what they did right -Be specific
3. Tell them how it helps the organisation and other people working there
4. Encourage them to do more of the same
5. Smile and/or use appropriate touch to reinforce your support of them
Monitor & review
Identify completion dates & times
Align outcomes in communication strategy
Performance targets are adhered to
The End
Any further questions?