Penna - Managing Change Successfully - Action Learning

1. Paul Hills & Gary Browning
(Chief Executive)

2. YOU
Your chosen
quote – why
does it
resonate
with

3. Whatdoe
s
goo
d
look like

4.  Your leaders need have good change management skills

5.  To manage change successfully your leaders need to be good at it!
 There are three key skills areas

6. Creating the vision and
change plan
Managing the project
/programme
Managing oneself
throughout the change
Supporting and
influencing others
throughout the change
Managing information and
communication throughout
the change
Interpreting and articulating
a clear vision and building
commitment to achieve it
The leading change
competencies

7.  To manage change successfully your leaders need to be good at it!
 There are three key skills areas
 There are some simple tools that can help

8. change skills and tools



Change Plan
& PM
eople, Emotions, Teams
Communication and Vision
Kotter ‘checklist’
Change Curve
Vision
Communication (4Ps)

9.  To manage change successfully your leaders need to be good at it!
 There are three key skills areas
 There are some simple tools that can help
 Most leaders do not do these things well and never get really
expert at them – they do not become habits.

17. Porter’s Five Forces
New
entrants
Substitutes
BuyersSuppliers Rivalry

20.  To manage change successfully your leaders need to be good at it!
 There are three key skills areas
 There are some simple tools that can help
 Most leaders do not do these things well and never get really
expert at them – they do not become habits.
 In addition they often do not act consistently and collectively

21. 21

22. 22
Elephant

23. 23
Elephant

24. 24

25. 25
Elephant

26. 26

28. John Kotter, Harvard
Business Review, 1995:

29. Not establishing a great enough sense of urgency
Not creating a powerful enough guiding coalition
Lacking a vision
Under-communicating the vision
Not removing obstacles to the new vision
Not systematically planning for and creating
short-term wins
Declaring victory too soon
Not anchoring changes in the corporation’s
culture

30. 1. Not much/not very well
Rating

31. 1. Not much/not very well
Rating
2. Sometimes, sporadic

32. 1. Not much/not very well
Rating
2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit

33. 1. Not much/not very well
Rating
2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
4. Consistently, fully,
expert – it’s a habit

34. Guilt
Anxiety
Relief
Selfishn
ess
Anger
Joy
Shock

35. 2. Shock,
Immobilisation
and Loss
3. Searching and
Denial
5. Depression,
Self- Doubt
and Inertia
7. Testing
Options
4. Anger
Low
High
Self­esteem
1. Relief
6. Acceptance
9. Integration and
Renewal
1
2
4 3
5
8
7
6
9
Time
8. Searching
for meaning
and self-
awareness

36. 1. Not much/not very well
Rating
2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
4. Consistently, fully,
expert – it’s a habit

37. Transition Communication
– The Four ‘P’s

38. urpose – why we have to do this
icture – what it will look like and feel like
when we reach our goal (the vision)
lan – Step-by-step how we will get there (in
broad terms – and where we are on the
journey)
art – What you can (and need to) do to
help us move forward

39. “If you want tobuild a ship do notgather men
together andassign tasks.Instead teach themthe longing for thewide endless sea.”
- Saint
Exupery’s
Little Prince

40. Elephant

41. 1. Not much/not very well
Rating
2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
4. Consistently, fully,
expert – it’s a habit

42.  To manage change successfully your leaders need to be good at it!
 There are three key skills areas
 There are some simple tools that can help
 Most leaders do not do these things well and never get really
expert at them – they do not become habits.
 In addition they often do not act consistently and collectively
 We don’t spend enough time getting the basics right. We
overcomplicate things and make it worse - and HR often collude
in this

44. Less is more –
keep it simple –
focus
Build real skills
Lead by example
from the top
Apply consistently