Open training course for a mixture of public and private sector delegates in London.

1. Effectively managing change in 2010 by Fluid January 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-12 Public sector 13-14 Why transformations fail 15-16 Exercise A 17-19 Create a more innovative culture 20-22 Avoiding common mistakes 23-24 Seven key shifts 25-26 Five phases of change 27-28 Seven rules of change 29-30 Resistance to change 31-32 Exercise B 33-34 Handling change 35-36 Lessons from change masters 37-38 Tensions of leading change 39-43 Case studies 44-45 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 Public sector

8. High or increased workload

9. Budget constraints

10. Resourcing constraints

11. Dealing with bureaucracy

12. Motivating staff

14. Interesting or varied work

15. Suits my experience and expertise

16. To make a difference

17. Opportunities for professional development and structured career

18. Job security

20. Headcount reductions for permanent staff

21. Streamlining processes

22. Staff development and training

23. Cutting services

25. Headcount reductions for permanent staff

26. Streamlining processes

27. Staff development and training

28. Cutting services

30. Higher workload

31. Lower morale

32. Stress

33. Reduced quality of service for customers

35. Demotivated staff

36. Lack of job security

37. Talent retention

38. Making redundancies and headcount reductions

42. Form a powerful guiding coalition

43. Create a vision

44. Communicate the vision

45. Empower others to act on the vision

46. Plan to create short-term wins

47. Consolidate improvements and sustain the momentum for change

48. Bed in the new approachesWhy transformations fail?

49. Page 15 Exercise A

50. Page 16 Exercise A

51. Page 17 Create a more innovative culture

53. Search for untapped talent in your team

54. Encourage creative abrasion, but swat ferocious fireflies

55. Deal with other, more insidious trust busters

57. Make meetings fun, exciting and inviting

58. Shine the light of accountability on your team

59. From time to time, escape the office for a creative excursion

62. Change governance; unclear leadership roles, structure, decision-making, interface with operations

63. Strategic discipline for change; not providing standard disciplines for leading change

64. Misdiagnosing scope; in magnitude and in the impact to culture, mindset and behaviour requirements

65. Align initiative and integration; running the change through multiple separate or competing initiatives and ensuring the integration of plans, resources and pace Avoiding common mistakes (1 of 2)

67. Culture; not adequately addressing the culture as a major force directly influencing success

68. Leadership modelling; leaders not willing to change mindset or behaviour to model what they are asking of others

69. Human dynamics; not adequately or proactively attending to the emotional side of change

70. Engagement and communication; not engaging and communicating with all stakeholdersAvoiding common mistakes (2 of 2)

71. Page 23 Seven key shifts

73. Shifting focus from the short term to the long term

74. Shifting from focus on circumstances to one on purpose

75. Shifting from a focus on control to one on agility

76. Shifting from a focus on self to service

77. Shifting from expertise focus to listening focus

78. Shifting from a focus on doubt to one on trustSeven key shifts

79. Page 25 Five phases of change

81. Preparation

82. Implementation

83. Determination

84. FruitionFive phases of change

85. Page 27 Seven rules of change

87. Pick the right thing to change

88. Don’t delude yourself about what you really must change

89. Don’t hide from the truth you need to hear

90. There is no ideal behaviour

91. If you can measure it you can achieve it

92. Monetise the result to create a solutionSeven rules of change

93. Page 29 Resistance to change

95. Return to purpose

96. Change the change

97. Build participation and engagement

98. Complete the pastResistance to change

99. Page 31 Exercise B

100. Page 32 Exercise B

101. Page 33 Handling change

103. Understand the change

104. Identify the spaces that the change creates

105. Find a mentor

106. Relax your mind, open your heart, be spontaneous, find joy

107. Keep centred and grounded

108. Count your blessingsHandling change

109. Page 35 Lessons from change masters

111. Solid benefits, solid methods

112. Better skills, better change

113. Right investment, right impactLessons from change masters

114. Page 37 Tensions of leading change

116. Show a sense of urgency, demonstrate realistic patience

117. Be tough, be empathetic

118. Show optimism, be realistic and open

119. Be self-reliant, trust others

120. Capitalise on strengths, go against the grainTensions of leading change

121. Page 39 Case study 1

123. Hard barriers to change and soft barriers to change

124. Balance short term with long term

125. Create a common vocabulary of change

126. Action plan for instituting change in the business

129. Articulating a mission

130. Building Process Reengineering

131. Commitment, enrolment and compliance

132. Content, context and process model

133. Five Whys

134. Force field analysis

136. PEST

137. Readiness and capability

138. Seven S model

139. Stakeholder analysis

140. SWOT analysis

142. Page 45 Conclusion Summary Questions