leading transformations with people ( people excellence) aug 2016
TRANSCRIPT
Leading Transformations WITH People
Presenter: Manish Arneja Global – Organisational Development Manager, FONTERRA
MANISH ARNEJA Global Organisational Development Manager, FONTERRA
What do we mean – when we talk about transformations?
Usually we think about shift
in strategies, processes,
practices and systems
What we forgot ?
It happens when people
shift behaviours / beliefs
BUILDING A BRIDGE CROSSING THE BRIDGE
Problem is we think we “KNOW”
• The benefits are clear • Business case is solid ($$$) • Easily to measure • If we build , people will use
What we forget?
Each individual interprets and view the world differently based on our
experiences, biases and fears
• Fear • Comfort Loss • Loss of Control
The reality is - We NEVER know… …. what assessments people make
Where the failure happens?
Building the bridge (Business Case Achievement)
Adaption/Usage of bridge (Realise Benefit)
Gap ($)
Example: A change/ transformation situation
My world – “Set Ways of working” Sense of Control , Familiarity
Change :Choice/ Judgement Opportunity / Threat
Internal Decision/ Ask others To Support/ Not
ACT Resist …..Neutral….. Commit
Good Leaders – manage this proactively – leading to commitment
What goes on people’s mind?
I WON’T
(Motivation)
I DON’T WANT
(Fear Loss) I CAN’T
(Ability)
Disagree with change
No Motivation/ Support Future Security/ Missed
Opportunity
Lack of personal
capacity
No time or other priorities
No Incentive/ Reason
Personal Losses. E.g.
Job, Pay, Role or Status
Work Relationships Take time to learn
1 2 3
What is your level of commitment today for this session?
DON’T WANT TO
BE HERE I WANT TO
CONTRIBUTE
1 2 3 4 5 6 7 9 10 8
DON’T KNOW
WHAT TO EXPECT
HAVE TO DO IT /
NO OTHER WAY HAPPY TO
LEARN
High Resistance High Commitment
My learning on managing change with people
Empathy (Feeling/
Reactions)
Support (during change)
Realign the project based on
needs
Conversations /Involvement
(With groups and leaders)
Managing change is not rocket science, if we can focus on key elements
1 2 3 4
Appreciated Involved
Protected Supported
TRUST
OPEN UP
BE INFLUENCED
PARTNERSHIP Prefrontal Cortex
How it triggers different reactions?
Possibilities happen through conversations and involvement. UNSAID = SAID . EMPATHY GETS CREATED.
JUDGEMENT
ASSUMPTIONS
CONCLUSIONS
SHARED MEANING
CREATE REALITY
How can we manage the transformations with people?
OLD WAYS NEW WAYS
Reduce the attractiveness Make them attractive
Take off Support Provide Support
Predict and Plan Rather than React
Addressing the needs through change planning:
Leaders- Role Model
Awareness: Benefit for ME
Peer Support
Exciting Future Vision
Conversations
Early Involvement
Allow some decisions
Supportive
Environment
Training
Incentive for future
Clear Success
Measure
Line Manager
Coaching
Support when learning
I WON’T
(Motivation)
I DON’T WANT
(Fear Loss) I CAN’T
(Ability)
1 2 3
Aligning Change Measures of Project Success B
usin
ess C
ase
Ach
ievem
en
t
Measuring the activities
Employee Engagement
Behaviours and Capabilities
Improvement in Performance
Return on Investment
Time
