Leading Change Successfully
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Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
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Leading Change Successfully
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au Leading Change Successfully
- 2. Unit 1—Giving Effective Feedback Unit 2—Performance Boosting Conversations Unit 3—Dealing Effectively With Conflict Unit 4—Facilitating Great Meetings Unit 5—Influencing Anybody About Anything Unit 6—Leading Change Successfully
- 3. Baker, T. (2015) The New Influencing Toolkit Influencing Capabilities Framework
- 4. The Four emotional stages of change The model Strategies for change Barriers to better conversations
- 5. Most change models are too focussed on steps and not enough on people.
- 7. • Accept this inevitable phase • Give time to get through this phase • Hard on the change issues & soft on the people affected by it • Provide information on the change Rejection Tips
- 8. Focus on the future Acknowledge resistance Listen, acknowledge & support Note the transition between resistance & exploration Resistance Tips
- 9. • Be aware that your people will enter this phase at different times • Seek the support of those people who have successful entered the exploration phase • Facilitate, coach and support Reformation Tips
- 10. Review progress Celebrate Recognise & acknowledge commitment Mentoring Team development Responsive Tips
- 11. Four emotional stages of change (Scott & Jaffe, 1988)
- 12. THE 9 COMMON BARRIERS TO COMMUNICATION 1: Inattention during conversations
- 13. 2: Restricted information channels THE 9 COMMON BARRIERS TO COMMUNICATION
- 14. THE 9 COMMON BARRIERS TO COMMUNICATION 3: Lack of feedback
- 15. 4: A culture of not asking questions THE 9 COMMON BARRIERS TO COMMUNICATION
- 16. 5: Too much formality THE 9 COMMON BARRIERS TO COMMUNICATION
- 18. 7: Lack of role models
- 19. 8: Fear of emotion THE 9 COMMON BARRIERS TO COMMUNICATION
- 20. 9: Physical office layout THE 9 COMMON BARRIERS TO COMMUNICATION
- 21. Your homework Frame change conversations around the model
- 22. Unit 1—Giving Effective Feedback Unit 2—Performance Boosting Conversations Unit 3—Dealing Effectively With Conflict Unit 4—Facilitating Great Meetings Unit 5—Influencing Anybody About Anything Unit 6—Leading Change Successfully
Notes de l'éditeur
- Warren Bennis identified the “management of attention” as one of the core competencies of highly successful leaders. How do we improve your ability to manage your attention? Three things help with the management of attention: Reduce manageable distractions Multi-tasking is not efficient. Shifting from one activity to the next can give the illusion of efficiency. But you are short changing yourself on both activities. Focus on one conversation at a time. If the conversation is worth having, it is worth your complete undivided attention. Identify your most attentive time of the day. Important conversations ought to take place in high energy times. Ask yourself: How present am I in this conversation?
- “You’ll get told on a need to know basis” is a common refrain from a manager with a traditional psychological contract mindset. This idea is borne out of the notion that employees can’t be trusted with confidential information. The assumption is that managers can be trusted, but employees can’t. This is erroneous. Granted, there are more employees than managers, but the idea of not communicating because of a lack of trust is a barrier to genuine, open dialogue. It is a two-way street too: Employees have to be willing to share bad news to managers too.
- Australian managers are worst in the world at giving timely, relevant, and balanced feedback. Feedback ought to be a dialogue, not a monologue. Tell the story of the 19 year old employee who received no feedback.
- Discuss the concept of managers being trained to answer questions not ask them. Talk about the story of the accident in the production area. The person who asks the questions has control of the conversation always. Show me a good conversationalist, and I’ll show you someone who asks lots of questions.
- Conversations in the bosses office are not necessarily going to be the best conversations. In paramilitary organizations based on power, conversations can be accompanied by lots of paperwork and red tape. This stifles conversation. The best conversations ironically occur around the watercooler, in the hallways, in the car driving back from a client or customer meeting.
- The average person spends 2.5 hours a day on email. What would those 2.5 hours be spend doing before email? Conversation? Having a conversation via email is not a real conversation; it is asynchronous; the sending and receiving doesn’t happen at the same time. Would this be best discussed in person or via the telephone?
- “I don’t want to open a can of worms” “let sleeping dogs lie” Talk about the story of the orchestra: two musicians have not spoken to each other for 10 years.
- There are two issues here with physical layout: proximity and layout. Proximity refers to the relative physical distance between people. Layout in the office environment; the further someone is from the centre of the action, the more likely they are to be less involved and engaged in the daily operations. We have found interestingly, that the move in recent times to open office plans do encourage open communication, but because people can be heard due to lack of privacy, there is less meaningful interactions. Managers often say to me “I have an open door policy”; I feel like saying, “Yes, but do you have an open mind?”