Change management toolkit for Leaders
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The document presents a change management toolkit designed to simplify the process of implementing change for managers. Key components include creating a sense of urgency, forming a strategic vision, building a supportive coalition, engaging volunteers, and addressing barriers to action. Effective communication strategies are emphasized as essential for successful change initiatives, with guidance on defining vision, aims, and measurable communication objectives.
Change management toolkit for Leaders
- 1. Change Management Toolkit Simple Toolkit for Managers - Authored by Parthiban Vijayaraghavan Change is Hard - Think how many times have you changed or got rid of Bad habits, if you answer is Not many times, then empathise and not get frustrated This Toolkit will help make the Change relative much simpler and Easy than without the Tool 6. Generate short Term Wins 1. Create Sense of Urgency 3. Build Guiding Coalition 2. Form Strategic Vision and Imperatives 4. Enlist Volunteer Army 5. Enable Action by removing Barriers 7. Institute Long Term Change
- 2. 1. Create a sense of Urgency by Identifying the Problems A symptom is anything that happens as a result of a problem. You can get quiet meta if you abstract too far (i.e. pain is a consequence of life, therefore life must be eradicated — slow down Terminator) so it’s important to set some bounds around your focus. Its important to Identify the Problem Statement, So that the Problem can be eliminated Permanently or Change can be made successfully
- 3. 2. Form a Strategic Vision and Imperatives Create a compelling Vision to drive Team’s energy and efforts into a single direction Be Concise: This is not the place to stuff a document with fluff statements. It should be simple, easy to read and cut to the essentials, so that it can be set to memory and be repeated accurately. Be Clear: A good rule of thumb for clarity is to focus on one primary goal, rather than trying to fill the document with a scattering of ideas. One clear objective is also easier to focus on and achieve. Be Stable: The vision statement is a long-term goal that should, ideally, not be affected by the market or technological changes. Be Challenging: That said, you don’t want to be timid in setting your goals. Your objective shouldn’t be too easy to achieve, but also it shouldn’t be so unrealistic as to be discarded. Be Inspiring: Live up to the title of the document, and create something that will rally the troops and be desirable as a goal for all those involved in the organization.
- 4. 3. Build a Strong Coalition to support change and ensure sustainability Capture all the Key Stakeholders for the Change Initiative both vertically and horizontally including external stakeholders. Define the Weightage and Use 1 - 5 to Score each Individuals (1 being lowest and 5 being Highest) This will help you prioritise some of the key stakeholders.
- 5. 4. Enlist Volunteer Army List out All possible Volunteers, what is the benefit for them. This will help you to accelerate the change initiatives.
- 6. 5. Enable Action by removing Barriers As a change Leader, you have to ensure to remove or at least minimise the barriers to every action. Action should not slow down in any change initiatives. Action is key, small wins matters a lot, focus on the lead indicators by detailing out all possible actions and identifying the related barriers.
- 7. 6. Communication Most important part of any change initiative is communication. Communication strategies - step by step As with most communication disciplines, there are a number of approaches to developing strategies. However, there are certain common elements that should always be present. This section includes ten key things for you to consider. Context Before you get into the detail of what is new in a strategy, it is important to recognise the context in which it is being created. Crucially, this includes linking the strategy to the departmental business objectives or strategic priorities. Setting communications in the context of a departmental business case is crucial in making the case for them. A second crucial area of context is an assessment of what we already know, whether this is about the audience,, the initiative or previous attempts at communication. For example, if you describe a communications initiative that has failed in the past, the strategy document will have to make clear why this strategy is different. Crucial questions to consider at this stage are: What policy areas are covered by the strategy? What work related to this project has been done in the past, and what did it achieve? What is the long-term future of the project? What are the key milestones? Vision, aim and objectives A crucial role of a communication strategy Vision, aim and objectives A crucial role of a communication strategy is to define the ultimate outcomes desired. These can be expressed at several different levels: • Vision. The vision is the ultimate goal of the strategy. It can be helpful to express this in colloquial terms - answering the question What does success look like?', for example. The vision sets the context for the objectives rather than providing a structure for evaluation, and therefore does not need to conform too SMART. Nonetheless, it should still consider the audience - which behaviours and attitudes are you trying to develop? • Aim. An optional second step is to define an aim. This is an overarching objective, again not necessarily SMART. An aim can be useful in providing a focus for the more detailed communications objectives. • Communications objectives. Communications objectives are distinct from the business objectives, which will already have been set out. They are a crucial part of any strategy, as they will drive the strategic decision-making process and provide the focus for evaluation. Communications objectives should be SMART.