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Paul Hills & Gary Browning
(Chief Executive)
YOU
Your chosen
quote – why
does it
resonate
with
Whatdoe
s
goo
d
look like
 Your leaders need have good change management skills
 To manage change successfully your leaders need to be good at it!
 There are three key skills areas
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
 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
change skills and tools



Change Plan
& PM
eople, Emotions, Teams
Communication and Vision
Kotter ‘checklist’
Change Curve
Vision
Communication (4Ps)
 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.
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
Porter’s Five Forces
New
entrants
Substitutes
BuyersSuppliers Rivalry
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
 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
22
Elephant
23
Elephant
24
25
Elephant
26
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
John Kotter, Harvard
Business Review, 1995:
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
1. Not much/not very well
Rating
1. Not much/not very well
Rating
2. Sometimes, sporadic
1. Not much/not very well
Rating
2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
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
Guilt
Anxiety
Relief
Selfishn
ess
Anger
Joy
Shock
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
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
Transition Communication
– The Four ‘P’s
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
“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
Elephant
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
 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
PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully
Less is more –
keep it simple –
focus
Build real skills
Lead by example
from the top
Apply consistently

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PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully

  • 1. Paul Hills & Gary Browning (Chief Executive)
  • 2. YOU Your chosen quote – why does it resonate with
  • 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.
  • 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
  • 24. 24
  • 26. 26
  • 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
  • 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
  • 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
  • 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