Many leaders quickly launch a change initiative without defining and creating the environment that will help people take on new ways of thinking and acting.
Here are three simple steps that will engage people and enable a change. They will save you time, especially when you don't have it to spare.
2. •Pace of change is no longer newsworthy
•If you are not growing you are shrinking
•Ability to manage change is a core
organizational skill
3. Success rate of change programs
30%
1995
30%
2000
30%
2005
30%
2010
McKinsey & Company
4. ORGANIZATIONS AND CHANGE – 5 Success
Predictors
• How is the VISION different, better and more compelling?
• Are the leaders PERSONALLY COMMITTED to the change?
• Does the organization have the CAPACITY to make the
change?
• How INGRAINED is the current CULTURE?
• Will the change DELIVER the OUTCOMES?
5. PEOPLE A ND CHA NGE – 5 Truths
• People decide if a change will be
successful (not leader s)
• They react differ ently to change
• They must change how they think
before they change how they act or
behave
• Leaders must change fir st befor e
people will (and ever ything they do
6. LEADING CHANGE
When You Don’t Have the Time
•Many leaders quickly launch a
change initiative without defining
and creating the environment
that will help people take on new
ways of thinking and acting
•They fail to follow three simple
steps that engage people and
enable the change
7. GETTING PEOPLE TO CHANGE
1.Give them reasons to
engage
2.Give them ownership of
“the how”
3.Enable the change
9. GIVE THEM REASONS
TO ENGAGE
How will this change
make the organization
better?
How will it make their
lives better?
How will their efforts
contribute to the change?
11. Benefits of Participation
• Increases sense of control,
which reduces fear
• Builds buy-in and commitment
– people follow what they
create
• Identifies barriers to change
• Increases quality of
implementation
12. 2. GIVE THEM OWNERSHIP
OF “THE HOW”
•Share objectives and
requirements
•Ask them to define “the how”
•Review team recommendations
•Align on those that make sense
•Assign accountability for
implementation
14. 3. ENABLE THE CHANGE
•Set expectations – progress over
perfection
•Provide training if required
•Allow time to practice
•Go first – model actions and
behaviours
•Acknowledge and reward progress
(small wins, small rewards) – build
confidence
•Hold feedback sessions – what’s
working, what’s not, what adjustments
15. HOW TO GET PEOPLE TO CHANGE
1. GIVE THEM REASONS
TO ENGAGE
2. GIVE THEM OWNERSHIP
OF “THE HOW”
3. ENABLE THE CHANGE
How will this change
make the organization
better?
State objectives and
requirements
Set expectations –
progress over perfection
Ask them to define
“the how”
Provide training, if
required
Review team
recommendations
Allow time to practice
How will it make their
lives better?
How will their efforts
contribute to the
change?
Align on those that
make sense
Assign accountability
for implementation
Go first – model
actions and behaviours
Acknowledge and
reward progress (small
wins, small rewards)
Hold feedback
sessions – what’s
working, what’s not,
what adjustments are
needed?
18. WHAT WORKS
•Build in as much certainty as you can – reduce fear by reducing the
unknown
•Own the change – it’s the right thing to do versus “My boss said.”
•Address resistance head on – honest and candid dialogue is the most
effective way to neutralize concerns
•Focus on the facts
•Encourage people to share their concerns – they might be valid
•Thank dissenters then ask for their advice
•Draw the line between opinions and obstruction
20. WHAT WORKS
•Track all change projects together – map all commitments
•Identify resource gaps – raise them early
•Negotiate deadlines – balance requirements with resources
•Avoid “just over the horizon” communication
•Acknowledge people are working hard
•Make it up to them in small ways – accommodate schedule conflicts
•Give ownership of “the how” – of work management
21. GETTING PEOPLE TO CHANGE
1.Give them reasons to
engage
2.Give them ownership of
“the how”
3.Enable the change
Notes de l'éditeur
The organization might have the desire to change but can it pull it off?
Most organizations have numerous change projects running at the same time.
In this type of environment, projects compete for limited resources
Time: Do colleagues have the time to take on activities required for the change?
Skill: Does the organization have skilled change resources to assist people to adopt new ways of working?
Money: Can the business afford the resources required to manage the change process?