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Leading Change
7th October 2013
What is change management?
Change management is a structured approach
to transitioning individuals, teams and
organisations from a current state to a desired
future state
Leading Change Workshop
Change quotes…
Why change?
No change is without a purpose
Environment- internal or external factors
• Systems
• Processes
• Culture
• Things could be better
• Mergers
• Acquisitions
• Continuous Improvement
• Take Over
• Competition
• Innovation
• Upgrades
• New Strategy
• Outsourcing
• Economy
• New Technology
• Restructuring
"If you are doing business today the same way
as you did business yesterday, the chances are
that you won’t be doing business tomorrow"
Peter F Drucker
The pace of change
Nobody can go back and start a new beginning but anyone
can start today and make a new ending
A changing perspective
A changing perspective
Change process
Based on Kurt Lewin’s model
Undesired
situation
Desired
situation
Chaos
Unpredictability
No control
Confusion
Loss-Attachment
Fear
Shock
Anger
Who do you know that really looks forward to change?
Universal facts about change
The chains of habit are
too weak to be felt until
they are too strong to be
broken’.
Samuel Johnson
Universal facts about change
• Different people react differently to change
• Change often involves a loss and people go
through a loss curve
• Success or failure of change depends on co-
operation of people implementing the change
Universal facts about change
• They key question everyone has on their mind
about change is….?
• A small number of people and groups are
almost always pivotal to a smooth and
effective change process
• Your leadership is the absolute key to its
success or not
• Effective communication and support are vital
Bargaining
Shock
Denial
Anger
Stability
Depression
Testing/Acceptance/
letting go
Reluctant
Acceptance/Under
standing
Present
Reality
Transition Phase
Preferred
Future
Don’t see the reasons why
Can’t be happening, no need, it’ll run
out of steam, it’ll go away
Start outing
emotions, frustrated, hurt, blame.
Try to defer it, attempt to
moderate the change
They don’t care, why should I?
Withdrawn from job, lack of
engagement, quiet, introverted,
full scale of change has sunk in
Test our understanding
of how it relates to
us, put out
feelers, maybe I can
cope!
Ok This is where I’m at and what
I’m doing now
People’s reaction to change - 8 step process.
Information/Communication
Emotional Support
Guidance/Direction
Bargaining
Shock
Denial
Anger
Stability
Depression
Testing/Acceptance/
letting go
Reluctant
Acceptance/Un
derstanding
Present
Reality
Transition Phase
Preferred
Future
Don’t see the reasons why
Can’t be happening, No need, it’ll run
out of steam, it’ll go away
Start outing
emotions, frustrated, hurt, blame.
Try to defer it, attempt to
moderate the change
Withdrawn from job, lack of
engagement, quiet, introvert
ed, full scale of change has
sunk in
Test our understanding
of how it relates to
us, put out
feelers, maybe I can
cope!
Ok This is where I’m at and what I’m
doing now
Don’t compromise, stand
firm!
Let them express their feelings, listen, be
empathetic, explain, communicate, com
municate, communicate!
Expect the shock!
Explain and sell
the benefits.
•Communicate!
•Communicate!
•Communicate!
Accept people will
be withdrawn and
not contribute very
much. Give them
space to go through
this period.
Give them time and let
them know what they
mean to you, reinforce
their
value, train, coach, be
there for them.
If led positively you can build
on this and lead them into the
future.
People’s reaction to change - 8 step process.
Questions we must ask before change
• What do we need to achieve?
• Why? How? When?
• Who will be affected?
• How will they react?
• How do we support them?
• Have we the resources to manage
the change?
Questions we must ask before change
• How do we communicate the
change and get buy in?
• How do we deal with resistance?
• What part of the change do we
need help with?
• How do we know what success is
and how will we measure it?
• After the change, what next?
How do we introduce change?
1
• Build trust- be open and honest
2
• Build a compelling, logical case for organisational change
3
• Match actions and words
4
• Involve the people affected
5
• Communicate a sense of confidence
6
• Repeat you main messages
Factors for failure
• Lack of pro-active leadership or
strategy
• Lack of consistent leadership
• Poor communication
• Intensive or brash approach
• Lack of recognition and reward
• Apathy
Factors for failure
• Staff kept in the dark
• Lack of time, capacity, budget
• Short term approach- stressed out out
staff
• Lack of staff buy-in
• Lack of initiative to do something
different
These factors then lead to the ‘tread-
mill effect’, setting up a vicious circle
8 steps to effective change
8 steps to effective change
Communicate for change!
• Communicate only what you know to be true
(don’t speculate)
• Be sure senior management approves what
you are communicating
• Communicate what you know as
soon as you know.
• Communicate from their perspective-
put yourself in their shoes
Communicate for change!
• Communicate using multiple
mediums ( 1-1, small groups, large
groups, written, focus groups,
discussions etc.)
• Be prepared to answer questions.
• Really listen.
• The more resistance, the more you
need to communicate.
Pre-requisites for change
Absolute don'ts of change
management
Don’t just think that
change will happen
automatically- it
needs work
Do not do a
management high up
selling alone. You
need to sell change
to all your staff and
stakeholders
Don’t try and do it on
your own, you need
supporters!
Don’t ignore rationale
concerns, address
them and find
solutions
Don’t start any
change
management
without a business
case and a plan
Don’t ignore
communication and
support. You need
both for change to
stick.
Change management summary
Change is difficult
because of emotions
People will react
differently but
typically follow the
same pattern
Change management summary
Accept that fear
, denial, anger, resist
ance is normal
Good information
and communication
is essential. People
are good at dealing
with change if they
know what is
changing
Change management summary
Focus on removing
fear, most other
behaviours seem to
stem from this
Carefully look for the
opportunities, they
will be there
Leading Change
7th October2013

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Leading Change Workshop

  • 2. What is change management? Change management is a structured approach to transitioning individuals, teams and organisations from a current state to a desired future state
  • 5. Why change? No change is without a purpose Environment- internal or external factors • Systems • Processes • Culture • Things could be better • Mergers • Acquisitions • Continuous Improvement • Take Over • Competition • Innovation • Upgrades • New Strategy • Outsourcing • Economy • New Technology • Restructuring
  • 6. "If you are doing business today the same way as you did business yesterday, the chances are that you won’t be doing business tomorrow" Peter F Drucker
  • 7. The pace of change Nobody can go back and start a new beginning but anyone can start today and make a new ending
  • 10. Change process Based on Kurt Lewin’s model Undesired situation Desired situation Chaos Unpredictability No control Confusion Loss-Attachment Fear Shock Anger
  • 11. Who do you know that really looks forward to change?
  • 12. Universal facts about change The chains of habit are too weak to be felt until they are too strong to be broken’. Samuel Johnson
  • 13. Universal facts about change • Different people react differently to change • Change often involves a loss and people go through a loss curve • Success or failure of change depends on co- operation of people implementing the change
  • 14. Universal facts about change • They key question everyone has on their mind about change is….? • A small number of people and groups are almost always pivotal to a smooth and effective change process • Your leadership is the absolute key to its success or not • Effective communication and support are vital
  • 15. Bargaining Shock Denial Anger Stability Depression Testing/Acceptance/ letting go Reluctant Acceptance/Under standing Present Reality Transition Phase Preferred Future Don’t see the reasons why Can’t be happening, no need, it’ll run out of steam, it’ll go away Start outing emotions, frustrated, hurt, blame. Try to defer it, attempt to moderate the change They don’t care, why should I? Withdrawn from job, lack of engagement, quiet, introverted, full scale of change has sunk in Test our understanding of how it relates to us, put out feelers, maybe I can cope! Ok This is where I’m at and what I’m doing now People’s reaction to change - 8 step process. Information/Communication Emotional Support Guidance/Direction
  • 16. Bargaining Shock Denial Anger Stability Depression Testing/Acceptance/ letting go Reluctant Acceptance/Un derstanding Present Reality Transition Phase Preferred Future Don’t see the reasons why Can’t be happening, No need, it’ll run out of steam, it’ll go away Start outing emotions, frustrated, hurt, blame. Try to defer it, attempt to moderate the change Withdrawn from job, lack of engagement, quiet, introvert ed, full scale of change has sunk in Test our understanding of how it relates to us, put out feelers, maybe I can cope! Ok This is where I’m at and what I’m doing now Don’t compromise, stand firm! Let them express their feelings, listen, be empathetic, explain, communicate, com municate, communicate! Expect the shock! Explain and sell the benefits. •Communicate! •Communicate! •Communicate! Accept people will be withdrawn and not contribute very much. Give them space to go through this period. Give them time and let them know what they mean to you, reinforce their value, train, coach, be there for them. If led positively you can build on this and lead them into the future. People’s reaction to change - 8 step process.
  • 17. Questions we must ask before change • What do we need to achieve? • Why? How? When? • Who will be affected? • How will they react? • How do we support them? • Have we the resources to manage the change?
  • 18. Questions we must ask before change • How do we communicate the change and get buy in? • How do we deal with resistance? • What part of the change do we need help with? • How do we know what success is and how will we measure it? • After the change, what next?
  • 19. How do we introduce change? 1 • Build trust- be open and honest 2 • Build a compelling, logical case for organisational change 3 • Match actions and words 4 • Involve the people affected 5 • Communicate a sense of confidence 6 • Repeat you main messages
  • 20. Factors for failure • Lack of pro-active leadership or strategy • Lack of consistent leadership • Poor communication • Intensive or brash approach • Lack of recognition and reward • Apathy
  • 21. Factors for failure • Staff kept in the dark • Lack of time, capacity, budget • Short term approach- stressed out out staff • Lack of staff buy-in • Lack of initiative to do something different These factors then lead to the ‘tread- mill effect’, setting up a vicious circle
  • 22. 8 steps to effective change
  • 23. 8 steps to effective change
  • 24. Communicate for change! • Communicate only what you know to be true (don’t speculate) • Be sure senior management approves what you are communicating • Communicate what you know as soon as you know. • Communicate from their perspective- put yourself in their shoes
  • 25. Communicate for change! • Communicate using multiple mediums ( 1-1, small groups, large groups, written, focus groups, discussions etc.) • Be prepared to answer questions. • Really listen. • The more resistance, the more you need to communicate.
  • 27. Absolute don'ts of change management Don’t just think that change will happen automatically- it needs work Do not do a management high up selling alone. You need to sell change to all your staff and stakeholders Don’t try and do it on your own, you need supporters! Don’t ignore rationale concerns, address them and find solutions Don’t start any change management without a business case and a plan Don’t ignore communication and support. You need both for change to stick.
  • 28. Change management summary Change is difficult because of emotions People will react differently but typically follow the same pattern
  • 29. Change management summary Accept that fear , denial, anger, resist ance is normal Good information and communication is essential. People are good at dealing with change if they know what is changing
  • 30. Change management summary Focus on removing fear, most other behaviours seem to stem from this Carefully look for the opportunities, they will be there