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Leading Your Organisation Successfully Through Incremental and Radical Changes

This document discusses leading organizational change through incremental and radical changes. It provides tips for change managers to apply their personal competencies, walk the change journey with management and employees, and overcome barriers. Specifically, it recommends engaging management and staff early, providing regular information and support tailored to different organizational levels, allowing people to voice concerns, focusing on successes, and using a methodology to maintain momentum through inevitable challenges.

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Ark Group
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73 views22 pages

Leading Your Organisation Successfully Through Incremental and Radical Changes

This document discusses leading organizational change through incremental and radical changes. It provides tips for change managers to apply their personal competencies, walk the change journey with management and employees, and overcome barriers. Specifically, it recommends engaging management and staff early, providing regular information and support tailored to different organizational levels, allowing people to voice concerns, focusing on successes, and using a methodology to maintain momentum through inevitable challenges.

Uploaded by

Ark Group
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Leading your organisation successfully through incremental and radical changes 1.

Apply your personal competencies to positively affect change ? 2. Walking the change journey with senior management and employees ? 3. Overcoming barriers, coping with chaos and maintaining momentum for change
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My orientation
Mostly standing on IT implementation experience
?

but ideas apply to most change settings

Knowledge drawn from a variety of sources over many years ? This presentation mostly about mindset and attitude
?

What is going on in CM?


?

Mysterious and young science is coming into its own ? Lots of activity, discussion, blogs, network meetings ? Lots of misunderstandings as to what CM is ? High demand for a defined, consistent, reliable process/methodology

1. Apply your personal competencies to positively affect change


?

What sort of change manager do you want to be?


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The discipline is still forming and allowing for individual approaches Great opportunity to choose work which best suits your skills and personality

Determine your skills and preferences


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What are you best at? ? What do you enjoy/find easy? ? Where do you find your inspiration? ? Build your personal work vision
?

help drive your choice of methodology and related skills development

Change specialist options


? ? ? ? ? ? ? ? ? ? ?

M and A Technology implementations Business process redesign Communications Organisational design Change leadership Solution SME Culture change Group process Change measurement/benefits return Generalist or specialist, or a bit of both?

Main competencies
?

Communicator/people person ? Systems-thinker ? Project manager ? Technical and/or business knowledge ? Personal qualities
? ? ? ? ?

Flexibility Resilience Patience Sensitivity Fast learner

Whatever your approach


?

Instil confidence, support and participation


?

Work with people to encourage synergy

Stay focused on delivering the initiatives benefits


?

Ideally quickly, seeking high levels of acceptance and utilisation

Keep this focus and you will find your way

The main variables


?

For most change initiatives you will need:


? ? ? ? ? ? ?

Vision and business case Committed and well positioned Sponsorship Engagement and communications strategies Detail of the new order and whats changing Training and/or education processes Sustainability measures A method and/or plan for how you will work

2. Walking the change journey with senior management and employees


?

Management involvement is critical


?

Its a business initiative, not an installation

Engage/start your relationship with management early, before engaging staff ? Show positive expectation of their support and involvement ? Your sponsor may have to apply some influence
?

Management kick off meeting


Introduce the project and start the relationship ? What they will want to know
?
? ? ? ? ? ?

Vision and business case Who is behind it and likelihood of success Main outcomes, changes and impacts How the project will work with the area Staff learning and supports Likely time and participation demands

Engagement tools
?

Stakeholder analysis Power vs. Interest strategies


? ? ? ?

LP/LI - Monitor LP/HI - Keep informed HP/LI - Keep satisfied HP/HI - Manage closely By unit/area Contact details Diary of engagements phone, email, meetings Key needs Issues and risks Action items

Engagement monitor spreadsheet


? ? ? ? ? ?

Staff information session


?

Have management/supervisor introduce you ? Explain the project and start the relationship ? What they will want to know
? ? ? ? ?

Why the initiative is needed/how it will be better What will change how the work will get done How they will learn/training information Support and feedback options Timing for key project events and changes

Seek to instil confidence and preparedness

Employee needs
?

Change is an individual process


? ?

People move at their own particular pace and process Their needs are both practical and emotional Expect it - normal human behaviour Predict and prepare Offer self determination wherever possible
?

Resistance is everything
? ? ?

Involvement and participation key

Manager>supervisor>employee buy in hierarchy

Treat people seriously


?

Allow those experiencing change to complain


?

Important psychological process Often contains essential information for how to smooth out the change process Take issues back for resolution Keep them informed Respond to questions Help remove barriers rather than impose requirements

Listen to what they have to say


?

Be responsive
? ? ?

Provide information
?

Communicate as much as possible


?

Written word not that affective anymore ?

Ensure everyone knows the what, why, when, how


? ? ? ?

Whats changing Why its needed Dates/times of stages and key events How they will learn, be supported, continue to meet work requirements

Org levels and information types


Senior level
?

Strategic and long term

Mid level

Strategic shorter term and unit goals

Lower levels

Operational and individual goals

3. Overcoming barriers, coping with chaos and maintaining momentum for change
Often the hardest part of change management ? Unfortunately there is no one-size fits all solution ? Expect the unexpected
?
?

Small can be big and big can be small

Accept occasions of disorientation, confusion, sense of inadequacy

Tips and strategies


Apply a methodology ? Regularly plan and review ? Keep eye on the objectives ? Manage risks and issues ? Use your sponsor/board ? Dont try to do it alone, change is everyones responsibility
?
? ? ? ?

Project team Board Management Staff

Tips and strategies


?

Expand your messaging - go beyond just describing the benefits for the organisation
? ?

Better customers/client/social outcomes The staff - WIIFM About 4:1

? ?

Listen more than talk


?

Diminish forces against, rather than pushing the reasons for


? ?

Reduces resistance Allows acceptance to unfold

Tips and strategies


? ?

People support what they create


?

Achieve involvement wherever possible

Conversation is the way human beings have always thought


? ?

Accept the messiness of the approach Technology can disengage Constant success is not how life works

? ?

Accept that some failures will be inevitable


?

Focusing on the negative gets people depressed and disengaged


?

Focus on what is working as much as possible

Useful info sources


Prosci (change management) ? Daryl Conner (change management) ? Leandro Herrero (Viral change management) ? Margaret Wheatley (appreciate inquiry) ? Steven Bridges (change transition) ? John Kotter (change management) ? Change management blogs LinkedIn Groups
?

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