Northern HR Summit 2018 - Transformation Change Session by Jody Goldsworthy

1. Transformational Change:
don’t forget how it feels
The role of HR & OD in leading the way
Jody Goldsworthy, GatenbySanderson

2. GatenbySanderson
finds and develops
leaders who shape a
better society

3. Continuous change is the
only constant for those
leading service delivery in
public, not for profit and
related commercial
organisations.

4. 70% of all
transformations
fail to deliver
objectives…..

5. Why change ‘fails’
Reason 1: lacking the tools, skills and structures to manage the change
process
Reason 2: failure to build a future ready workforce able to work in the
new world
Reason 3: failure to address the emotional side of change

6. A shifting landscape requires Pioneers

7. Focus on Self
Engage and Inspire
Confident and visible,
has the right impact
Courage and Tenacity
Optimistic, resilient and
persevering
Engender Trust
Authentic, shows integrity,
true to oneself
Be Curious and Agile
Adaptable, responsive,
flexible and hungry to learn
Focus on People
Make Relationships Count
Builds positive, meaningful and sustainable
relationships
Influence and Impact
Achieves outcomes by winning hearts and
minds, is politically astute
Build Team Unity
Brings teams together through common
goals across our organisation
Promote Partnership
Achieves better service by working with
others
Focus on Outcomes
Social Heart, Commercial Head
Balances quality service with financial
considerations
Drive Strategic Clarity
Navigates ambiguity to create a clear way
forward
Tackle Tomorrow
Drives transformation, balancing risk and
innovation
Futureproof Talent
Harness the value of diversity and inclusion
In a context of ongoing transformation, much will be
demanded of future leaders..…

8. 3
3.5
4
4.5
5
5.5
6
6.5
7
7.5
8
SocialHeart,CommercialHead
DriveStrategicClarity
TackleTomorrow
FutureproofTalent
MakeRelationshipsCount
Influence&Impact
BuildTeamUnity
PromoteCollaboration
Engage&Inspire
Courage&Tenacity
EngenderTrust
BeCurious&Agile
Focus on Outcomes Focus on People Focus on Self
Local Government All other
Local Government v. All Other

9. 3
3.5
4
4.5
5
5.5
6
6.5
7
7.5
8
SocialHeart,Commercial
Head
DriveStrategicClarity
TackleTomorrow
FutureproofTalent
MakeRelationshipsCount
Influence&Impact
BuildTeamUnity
PromoteCollaboration
Engage&Inspire
Courage&Tenacity
EngenderTrust
BeCurious&Agile
Focus on Outcomes Focus on People Focus on Self
Education All other
Education v. All Other

10. Health v. All Other
3
3.5
4
4.5
5
5.5
6
6.5
7
7.5
8
SocialHeart,Commercial
Head
DriveStrategicClarity
TackleTomorrow
FutureproofTalent
MakeRelationshipsCount
Influence&Impact
BuildTeamUnity
PromoteCollaboration
Engage&Inspire
Courage&Tenacity
EngenderTrust
BeCurious&Agile
Focus on Outcomes Focus on People Focus on Self
Health All other

11. Emotions are
the basis of
everything

12. 12
• In fast paced, relentless change they will be underpinning our
engagement, behaviours, mental health and the capacity and
capability of our workforce
• We’ll see a wide range of emotions that we need to manage
• Resistance = emotional reactions - why so many change
programmes struggle
• Therefore emotions need to be centre stage – not overlooked
If emotions are the basis of everything...

13. Emotional Impact: John Fisher’s Transition Curve
Time
Anxiety
Happiness
Strong
negative
emotions Depression
Optimism, interest
Empowerment
Excitement
Low key
negative
emotions
The Happiness Line
Resistance, ineffective &
destructive behaviours Depression = Learned helplessness
and external Locus of Control

14. The People
Listens and supports
Understanding, care, curiosity
Empathy
Emotional management
The Information
Vision, the goal, the plan
Why, the data, progress
Changes to the plan
WIIFMs
Repetition
Matched to receiver
Process –vs- content
The Focus
Clear expectations, outcomes & timescales
Small steps
Good quality feedback
Know and can take the options
The Leadership
Authentic, honest, open, integrity
Values, grateful, generous of spirit
Fair process
Listens to involve
Creates the positive emotion by attachment
The Tasks of Transition – that decrease negative emotion and increase positive emotion

15. What we can do, organisationally…..
1. Ensure all the transition tasks are in place: work with your
leaders to use all 4!
2. Introduce ‘how-to’ models and increase emotional literacy
using TA, neuroscience models etc
3. Emotive change needs more sophisticated people skills, more
listening, empathy & support
4. Mindfulness
5. Design strengths based models to increase the positive
psychology and more positive emotions and assess for these
6. Pay attention to team development – one strong line manager
relationship can transcend many negative emotions

16. Jody Goldsworthy
Executive Director, Leadership and Talent Consultancy
jody.goldsworthy@gatenbysanderson.com

17. Questions for our panel?