Change management though difficult time
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This document provides an introduction to a training module on leading people through change. The module aims to equip leaders with the skills to effectively lead their teams through periods of change. It covers understanding the human response to change, managing the process of change, developing personal resilience, and collective development through action planning. The training agenda includes exercises on metaphors of organizations, the transition curve of human emotions during change, specific leadership interventions, and steps to the change process. It emphasizes the importance of clear communication, involvement of stakeholders, and supporting teams through change.
Change management though difficult time
- 1. Performance through people Module 1: Leading people through change Introduction
- 2. Performance through people 5/13/2015CONFIDENTIAL2 Team needs Leadership skills Leading people through change
- 3. Leading people through change module Facilitating to align decision making Coaching to maximise potential Empowerment and team effectiveness Communicating to provide clear direction 1 Leading people through change
- 4. Purpose ∙ To equip leaders with the skills to effectively lead people through change ∙ To provide an awareness of the human response to change and tips for supporting you and your teams ∙ To provide a practical step by step process for planning and implementing change 5/13/2015CONFIDENTIAL4
- 5. Agenda and ground rules ∙ Why leading change matters ∙ Metaphors exercise ∙ The human side of change ∙ Managing the process of change ∙ Personal resilience ∙ Collective development and action planning ∙ Full contribution ∙ No disruptions ∙ Confidentiality ∙ Commitment to act 5/13/2015CONFIDENTIAL5
- 6. Why leading change matters ∙ Why does leading people through change matter to you personally right now? ∙ What is your situation? ∙ What are the expectations placed upon you? ∙ What are the needs of your followers? ∙ What do you need to be “able” to do? ∙ What do you need to learn more about? ∙ What are your experiences of change from a position of both leading and being led through change: ∙ What was a good experience? ∙ What was a not so good experience? 5/13/2015CONFIDENTIAL6
- 7. Performance through people Module 1: Leading people through change Metaphors of the organisation
- 8. Time Performanceandgrowth PAST The organization can be optimized to meet the demands of a predictable world Leaders see their role as managing people, processes and systems. The organization is characterized by the division of tasks and responsibilities in pursuit of clearly defined goals Adapted - courtesy of Davidson Nicklen Associates Change happens virally and rapidly as the quality of interaction between people, teams, functions and businesses improves. Change involves simplification, increasing control, rational decision making and the predictability of results PRESENT Assumptions about the economic, technical & social environment no longer valid FUTURE The organization adapts symbiotically to an unpredictable world Leaders see their role as connecting people across boundaries, embracing differences, responding rapidly and collectively to problems and making aligned decisions. The organization is characterized by spontaneity and agility. Changing our thinking about change
- 9. How you lead change depends on your view of organisations The optimum organisation is like a well oiled machine There is no optimum organisation. It is like a living organism, constantly evolving 1. Describe the characteristics of a machine or organism 2. If the organisation was like a machine or organism, what would it be like? 3. How do machines or organisms adapt to change? 4. If the organisation was like a machine or organism, how would you lead it through change?
- 10. Performance through people Module 1: Leading people through change The human side of change
- 11. Endings Transition New Beginnings Denial Anxiety Fear Shock Anger Frustration Sadness Stress Relief Creativity Scepticism Acceptance Energy Learning Enthusiasm The transition curve Confusion Despair Hope Commitment Source E. Kubler-Ross Performance gap
- 12. Focusedonthepast 1. Shock & Denial 3. Acceptance & creativity 4. Energy & commitment 2. Anger & Frustration •Shock – What? Why? •Confusion –’I don’t understand’ •Silence – Withdrawal •Refusal to accept – It won’t affect me… •Ambivalence – not again •Business as usual…. •Anger – ‘How could they do this? •Accusation – Management again! •Resentment – Why our team? •Frustration – I am sick of this! •Sadness – It never used to be like this.. •Despair – ‘I don’t know if I can cope •Exploration – So, what will I have to do? •Exchange – If you…then I/we… •Curiosity - What will it look like? •Willingness – Where do we start? •Relief – We seem to be moving forward •Acceptance – So this change WILL happen…. •Future – I can see a future for us •Team – We are OK •Confidence – We can do it •Risk-taking – Let’s try x or y •Complacency – It won’t happen again (!) Observable behavior Focusedonthefuture Cognitive behavior Emotional behavior
- 13. Endings Transition New Beginnings Denial Anxiety Fear Shock Anger Frustration Sadness Stress Relief Creativity Scepticism Acceptance Energy Learning Enthusiasm The role of leadership Confusion Despair Hope Commitment Informing Providing direction Involving Facilitating Coaching Guiding Delegating Empowering
- 14. Specific interventions 1. Inform & provide direction •Be clear on what can be revealed and what cannot •Explain what will change and what will not as far as you know •Explain what can be influenced/ controlled and what cannot •Give time to let things sink in •Repeat the message •Repeat the message again 2. Involve & facilitate •Involve people in deciding “how” the change will be implemented •Listen to objections, empathise, offer support, discuss implications •Acknowledge conflict and expression of difficult views/emotions •Pay attention small signals – verbal and non verbal •Recognise how the change can trigger off ‘past’ experiences •Do not take other’s reactions personally 3. Guide & coach •Create temporary processes / structures •Concentrate on priorities •Set short-term goals •Encourage and acknowledge progress •Allow others to take responsibility •Offer training & support •Acknowledge early adopters and encourage them to interact with late adopters 4. Delegate & empower •Focus on teambuilding •Exchange feedback, reinforce success and share feelings •Set up development opportunities – look longer term •Encourage risk-taking •Reflect on and discuss learning •Celebrate success •Prepare for future change Focusedonthepast Cognitive behavior Focusedonthefuture Emotional behavior
- 15. Performance through people Module 1: Leading people through change Managing the process of change
- 16. Critical success factors and risks CLARIFY & BUILD AWARENESS MOBILIZE & INVOLVE PEOPLE DESIGN & EXPERIMENT IMPLEMENT & LEARN DEVELOP CAPABILITIES & ADAPT DESIRE TO PARTICIPATE IN THE CHANGE KNOWING HOW TO IMPLEMENT THE CHANGE ABILITY TO DELIVER THE RESULTS REINFORCING THE NEW, GIVING UP THE PAST AWARENESS OF THE NEED FOR CHANGE KNOWING HOW TO IMPLEMENT THE CHANGE ABILITY TO DELIVER THE RESULTS REINFORCING THE NEW, GIVING UP THE PAST AWARENESS OF THE NEED FOR CHANGE DESIRE TO PARTICIPATE IN THE CHANGE ABILITY TO DELIVER THE RESULTS REINFORCING THE NEW, GIVING UP THE PAST AWARENESS OF THE NEED FOR CHANGE DESIRE TO PARTICIPATE IN THE CHANGE KNOWING HOW TO IMPLEMENT THE CHANGE REINFORCING THE NEW, GIVING UP THE PAST AWARENESS OF THE NEED FOR CHANGE DESIRE TO PARTICIPATE IN THE CHANGE KNOWING HOW TO IMPLEMENT THE CHANGE ABILITY TO DELIVER THE RESULTS AWARENESS OF THE NEED FOR CHANGE DESIRE TO PARTICIPATE IN THE CHANGE REINFORCING THE NEW, GIVING UP THE PAST ABILITY TO DELIVER THE RESULTS KNOWING HOW TO IMPLEMENT THE CHANGE LACK OF PURPOSE AND SENSE OF URGENCY LACK OF INTEREST AND MOTIVATON FRUSTRATION WITH FALSE STARTS DISAPPOINTMENT WITH LOSS OF IMPACT THE STORY OF “HOW IT USED TO BE” PREVAILS RISK
- 17. Steps of the change process Clarify the context, need, scope and outcome of the change and communicate to the team Engage the key stakeholders and influencers and establish a terms of reference Jointly establish a compelling vision and sense of urgency that focuses effort and minimises anxiety Agree specific outcomes and a change roadmap that are realistic and achievable Carry out a readiness & risk review to identify the risks, obstacles and driving forces of change Involve people in “action teams” to address issues and create quick wins Identify changes to goals, roles, processes and relationships (interfaces) Create a role transition process to define which responsibilities will be added, stopped, continued and delegated for each role Conduct a training needs analysis and create a development plan to establish the necessary competencies Implement the role transition and development process Adapt the decision making, communication, measurement and PM processes as necessary Celebrate the end of this change and learn from the process in preparation for the next! Inform & provide direction Involve & facilitate Guide & coach Delegate & empower Start here
- 18. Performance through people Module 1: Leading people through change Personal resilience
- 19. A final word on resilience! ∙ Being resilient as a leader during times of change ∙ Resilience is personal: ∙ Your context and how it impacts you ∙ Your attitude to change ∙ Your need for security ∙ Your identity and values ∙ Your coping strengths ∙ Your connections ∙ What does resilience mean to you? ∙ What does a fully resilient you “look like” 5/13/2015CONFIDENTIAL19
- 20. Team leadership development programme Module 1: Leading people through change Collective development
- 21. The “Collective Development” groups offer a complementary approach • Bring real cases for collective study • Learn from others, experiment and co-operation on soft competencies Prerequisites for attendance • Willingness: to test the benefit of supporting each other, leveraging the people diversity • Know-How: having attended the Change Management or the Coaching skills module • Engagement: to respect the group rules created to provide a protective environment Collective development and coaching Change management workshop Collective development One to one coaching as required
- 22. Performance through people Module 1: Leading people through change Action planning and feedback