Taking Charge of Change - PowerPoint Presentation

Slide1

Taking Charge of Change

Creating a change vision and Developing Change Leadership

1Slide2

Why Take Charge of Change?

Source:

Skylark

Sustained change

More

benefit

Faster

Surer

Better

Taking Charge of Change means…..

….. through using a systematic approach which engages

an

organisation

and its people to deliver sustained change.

2Slide3

Why Bother with Change Leadership?

Three primary reasons for applying change leadership;Increase the probability of project success

Manage employee resistance to change

Build change competency in the organisation

3Slide4

A Change Management Model

4

Source:

Skylark

A three-pronged approach that defines the factors critical to successful change - beyond the right technical solution.

Develop

change

leadership

Create change vision

Manage

change

programmeConfigure change programmeSustain changeBuild commitment

SHAPING THE FUTUREDELIVERING THE BENEFITSREALIGNING BEHAVIOURSTechnicalSolutionSlide5

A Change Management Model-

six critical factors for change success5

Source:

Skylark

Develop

change

leadership

Create change vision

Manage

change

programmeConfigure changeSustain changeBuild commitmentTechnical

SolutionprogrammeSHAPING THE FUTUREDELIVERING THE BENEFITS

REALIGNING BEHAVIOURS

We are focusing upon the two factors:Create change visionDevelop change leadershipSlide6

Create a Change Vision

6

Source:

Skylark

Creating a compelling change story

Making vision operational

Change vision provides direction and motivation for change

Change vision must be applied flexibly

There is a distinct difference between a business vision and a change vision which can win employee commitment

Business vision

= how the business competes

Change vision = compelling need & operational vision for the changeTo translate the business vision into a vision for change means answering two questions ……What

is the convincing story that can energise people to change?What is the full scope of the change required – what’s really in it for me?Slide7

What makes a change vision compelling?

7

The right big idea, focus on values

CONVICTION

CONNECTION

CONTENT

…with people

…with the

organisation’s

past and present

Passion, emotional energy

Source:

SkylarkSlide8

Successful change leaders invest in developing their own compelling stories

8

What is the compelling need for change (Link to the

organisations

past and present)

What is the exciting big idea for change?

What values are important? What current values must change?

What will it mean to people? How will the lives of those I must convince change?

What will it mean to me? What am I putting personally at stake for this change?

MY CHANGE VISION

This is the key input to the commitment building process.

Source:

SkylarkSlide9

Operational VisionWhat else must change?

9

The Burke-Litwin

model defines the factors that drive organisational performance.

External Environment

Leadership

Management Practice

Team Climate

Motivation

Performance

Mission and Strategy

Structure

Skills/Job Match

Culture

Systems

Individual Needs & ValuesFeedback

Feedback

Source:

Burke-

Litwin

modelSlide10

A Change Management Model- develop change leadership

10

Source:

Skylark

Develop

change

leadership

Create change vision

Manage

change

programmeConfigure changeSustain changeBuild commitmentTechnical Solution

programmeSlide11

Develop Change Leadership

Change leadership is the most powerful change lever

There are two critical components to change leadership:

Leadership resolve: building personal and leadership team resolve for change

Leadership best practice: applying best practice to cascade resolve

Building resolve means recognising that leaders have a legitimate personal stake in change and:

Recognising

the personal price and benefit of change

Dealing with personal agenda

Leadership best practice defines

behaviour

that drives successful changeLeadership must be cascaded to build commitmentChange leadership skills can be developed – and nearly always have to beBuilding leadership resolveLearning and applying best leadership practice

Source: Skylark11Slide12

Change Leadership is the most powerful change lever you have

12

93% stated: high

calibre change leadership was a prerequisite of successful change

37% stated: lack of it significantly impacted programme success

Only 24% stated: it was in place before the programme started

Effective change leadership means demonstrating personal resolve and support for change throughout its entire lifecycle

Change benefits

Leadership Quality

Source:

SkylarkSlide13

Change leaders often excuse change failure

13

Change leadership is the single biggest change lever

Poor change leadership almost guarantees failure

Most change leaders require development to become effective change leaders

Engaging people was harder than we thought

I am surrounded by incompetents

I was always privately doubtful that it would work

Any change is better than none

Our ambition is too high

I do have a day job you know

The project was clearly under resourced

Life/the world moved and/or conspired against us

I did my bit

Source:

SkylarkSlide14

Resolve needs to be shared amongst the leadership team

14

Recognising

that everyone will start in a different place

Legitimising

personal agendas to help bring them into the open

Providing a clear but fixed period for discussion

Allowing team members to withdraw with

honour

where appropriate

Checking for ‘Oscar’ winning performances of support

Replacing consistent saboteurs if alternatives have not worked

Not proceeding without a critical mass of support but don’t expect to take everyone with you

Source: SkylarkSlide15

Johari’s Window

- a useful workshop tool15

There are two key ideas behind the tool

:

you can build trust with others by disclosing information about yourself

with the help of feedback from others, you can learn about yourself and come to terms with personal issues.

Johari’s

Window helps people see the value of openness in teams.Slide16

Good leadership practice is required - to cascade resolve and build commitment throughout the

organisation16

Tell a compelling change story that can motivate people to change

Make future vision clear, inspiring and shared

Ensure key colleagues are committed and actively supportive

Demonstrate high personal energy and resolve

Make the priority of this change clear and ensure that it is sufficiently resourced

Model the commitment required of others

Have sufficient understanding of how to manage change

Are committed to learning and developing their own change skills

Good change leaders….Slide17

Change Maps and Roles

17

Q1: Who has to change?

Initiating

Sponsor/

Change Leader

Sustaining

S

ponsor/

Change

Leader

‘Target’ ‘Target’Q2: Who legitimises that change? Is this person a ‘Target’ too?Q3: Who legitimises that change?

A Change Maps show the key players involved in building commitment. Q4: Who can influence the Change Leader ‘targets’? Advocate

Change AgentQ5: Who has a ‘contact’ with the change target and can help to achieve the change? Generic Change Map

Source:

SkylarkSlide18

Building Commitment

18

Compliance‘I have to do it this new way’

Reaction‘I will react to this change – if I must’

Testing‘I must absorb this change’

Negative Perception

‘I feel threatened by this change’

Commitment

‘I want to do it this new way’

A

ction

‘I will act to achieve this change’

Testing

‘I will put myself at stake for this change’Positive Perception‘I see the opportunity in this change’

Engagement‘I see the implications for me/us’Understanding‘I know why and what will change’Awareness‘I am being told about something’

Each stage requires energy

At each stage there is a price for;

continuing staying

for dropping out

Source:

SkylarkSlide19

The

Kubler

-Ross Change curve

- negative change curve

Source:

Kubler

-Ross

19Slide20

The

Kubler

-Ross Change curve

- negative change curve

1. Shock

and surprise in response to the event or change.

‘

I can

’

t

believe it

’6. Deciding what works and what doesn’t work. Accepting the change and beginning to feel more optimistic and enthusiastic. ‘This isn’t so bad after all - it actually seems to be working.’

5. Stage 4 is so depressing that most of us start to pull ourselves out of it. This is where you will start to try out new things. ‘I think I’ll have a go at this - after all, anything’s better than Stage 4’.4. Hitting rock-bottom and experiencing depression and apathy. Everything seems pointless and there is no point in doing anything. Lack of self-confidence. ‘I’m ready to give up.’2. Denial of the change and finding ways to prove that it isn’t happening. Sticking your head in the sand and reassuring yourself that it isn’t really happening.

‘I’ve always done it this way-these new ideas will blow over.’7. At this stage, you will be integrating the change into your Life it becomes part of your norm. ’The new me’.3. On the way down, and experiencing anger and frustration. Often a tendency to blame everyone else and lash out at them. Still no acceptance of the change.

‘Why pick on me?’Source: Kubler-Ross20Slide21

The Emotional Cycle of Change- positive change curve

21

Uninformed Optimism

Positive

Negative

MOOD

I

nformed Pessimism

I

nformed Optimism

Completion

TimeSlide22

The Emotional Cycle of Change- positive change curve

22

‘I made the decision to

change, yippee!!’

Uninformed Optimism

Positive

Negative

MOOD

I

nformed Pessimism

I

nformed OptimismCompletion

Time‘What should I do?’‘So much to figure out, did not know it was this hard’‘Maybe my old job wasn’t that bad’‘What is this all good for?’‘I’ll never achieve that’

‘I want to give up’‘Never realised I would like this type of work’‘Oh there’s a good idea, I did not think I was good at that’‘I settled in well and am enjoying my new career’Slide23

A Change Management Model

23

Source:

Skylark

Develop

change

leadership

Create change vision

Manage

change

programmeConfigure changeSustain changeBuild commitmentTechnical Solution

programmeSlide24

Homework:- two survey’s to complete

24

We would like you each to complete two surveys:

Change Leadership Self Assessment

– this tool is designed to help you self-assess how strong a change leader you are.

Change History Assessment

-

t

his

tool is designed to help clarify why previous change

programmes

have succeeded or failed.