Leading through Change

Consult, Create, Transform
The Rough Guide To…
Leading Through Change
March 2013

The Rough Guide to… Leading through Change2
About This Guide
What is it?
What is it not?
A self-help guide on how to lead people
through a change
A presentation prepared for delivery to
an audience
Who is it for?
Anybody who manages People

When Leading Through
Change, First…

The Rough Guide to… Leading through Change4 © Angus Clyne

So What Is Change?

Dictionary
An act or process through which
something becomes different.
Business
An event that occurs when a
decision is taken by a company to
alter process, people or structure
in part or whole in response to
internal or external stimuli.
Change
Defined

But Why Change?

It Happens Due To…
Or

10 The Rough Guide to… Leading through Change
Caused By Core Factors

Creating These Types Of Change

That
Are
Often
Imposed,
Unless you are a member of the Executive
Team*, or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change, it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team.
Note:
*. Even then you probably report to a CEO or Board that wants you to implement change!

And
This means that, even though you may not be
running the imposed change, there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained, productivity
continues and they feel that there is someone who
has their interests at heart.
Need
Leadership
Which

How Do People React?

A Lot Like The Video Coming Next…
Caution: Some language may offend. Check your volume levels.

Please Explain…
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently.
Our reactions are based on:
 Personal tolerance for change;
 The number of changes presently going on in
a person’s life;
 How critical the person perceives the change
to be; and,
 How much change has happened over the
past 12 – 24 months.

DR EC Is Better For Business Change
Time
Morale&Competence
Denial
Resistance
Exploration
Commitment

Roman Change*
"We trained hard, but it seemed that
every time we were beginning to
form up into teams, we would be
reorganized. I was to learn later in
life that we tend to meet any new
situation by reorganizing;
and a wonderful method it can be for
creating the illusion of progress while
producing confusion, inefficiency,
and demoralization."
*. False but Fun. Find out more at: http://www.dtc.umn.edu/~reedsj/petronius.html
Gaius Petronius Arbiter

We Don’t Like Change So We…

And We Resist Because…

Habit makes pathways in your brain.
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1.
Try changing the habit and…
We’re not happy!
Note:
1. http://bit.ly/RkWZI6
Blame Your Brain

We Fear Change In Four Key Areas
Relationships
ControlSecurity Status

Mr Maslow Can
Explain
Esteem
Love/Belonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological

And The Result Of Resistance Is…
40%
Fearful &
Distrustful
15%
Hopeful &
Energised
30%
Uncertain but
Open
15%
Angry
Employee Reactions
to Major Change

Well, What Can I Do?

Understand Resilience,
“...The ability to recover from, or adjust easily to, change”
Resilient People . . .
 View problems and challenges as opportunities.
 Learn from their mistakes/failures.
 Succeed despite their hardships.
 Seek out new and challenging experiences.
 Don’t let anxiety and doubts overwhelm them.
 Have a sense of humour and realistic optimism
under stress.
 Don’t feel shame or depression in the face of
failure.
 Transform helplessness into power.
 Move from being a victim to being a survivor.

Recognise that Emotions Matter
Resilience is less about Who we are, and more about How
we think...and Choose our Reactions

Then, To Become Resilient
 Say what you mean
 Do what you say
 Don’t speak ill of others
 Ask questions
 Communicate with others as clearly
as you can
 Don’t rush to judge others
 Accept others’ criticism or praise
 Do the best that you can
 Accept that your best will change,
depending upon the circumstances

DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
*

And Take Control
 Stay Flexible
 Increase your Knowledge of the Change
 Be open to every Opportunity
 Be Positive
 Use your Support Network
 Take Care of Yourself
 Accept your Emotional Response
 Plan and Be Organised

OK, I’ve Got That.
Now What About Leadership?

Always
Remember

Then Learn How To…
Verbal Tips
 Encourage discussions
 Ask open ended questions
 Paraphrase in response
 Thank the person for participating
and/or talking with you
Non-Verbal Tips
 Relaxed, open body language
 Maintain eye contact but not too much
 Be aware of personal space

Communicate Effectively,
 Treat your team as adults, not teenagers
 Be open, honest and transparent
 Actively listen
 Consider your use of language
 Be visible; Don’t hide in your office
 Use appropriate media
 Consider frequency of message

Resistance
 Continuous communication
 Active listening
 Stay positive
 Identify & highlight
opportunities
 Celebrate successes
 Delegate responsibility
 Call out behaviours
 Maintain
communications
 Focus on actions
 Look forward
 Build on their
excitement
 Get them involved
 Use positive staff
Respond Appropriately,
 Set clear objectives
 Reinforce the
reasons for change
 Be visible
 Involve staff in
discussions about
the change
 Focus on short term
goals
 Acknowledge
emotions
 Celebrate Success
 Ask them to share
what they think of
the change
Denial Exploration Commitment

Set The Example
 Do what you say you are going to do
 Maintain a sense of urgency
 Stay flexible
 Focus on short range objectives
 Celebrate success
 Be proactive and positive
 Get resistance out in the open
 Actively communicate
 Protect quality and customer service
 Support higher management

And Decide; Manager Or Leader?
 Deal with the Status Quo
 Work in the System
 React
 Control risks
 Enforce organisational rules
 Seek and then follow direction
 Control people by pushing them in the
right direction
 Coordinate effort
 Provide instructions
 Hear their staff talking
 Deal with Change
 Work on the system
 Are proactive
 Seek Opportunities
 Challenge organisation rules
 Provide a vision to believe in
 Motivate people to achieve the right
goals
 Inspire & energise achievement
 Coach and empower staff to act
 Actively listen to their staff
MANAGERS LEADERS

Finally, If You Have
To Lead A Change…

Never Forget Rule…
Never forget the
Individual

And…
Never forget
Rule One

Stick To Your Principles
Never forget the
Individual
Never forget the
Survivors
Avoid Dislocation
of Expectation
Define the Need
Stay Flexible
Engage at all
Levels
Expect and
welcome
Resistance
Communicate,
communicate
and
communicate
Follow up with
Reinforcements

Understand The Fine Print
1. Never forget the Individual
 Never lose sight of the fact that you are making
changes that impact individuals
 Always consider how you would feel if you were the
employee being impacted
2. Never forget the Survivors
 Uncertainty is one of the key reducers of productivity
during change
 Always consider how you would feel if you were a
colleague of the employee being impacted
3. Avoid Dislocation of Expectation
 Be extremely careful when setting expectations
 If you say you are going to do something, do it!
 No off- the-record comments
4. Define the Need
 Be able to clearly articulate reasons for, and benefits
of, the change
 There will be questions and you must be prepared to
answer them
5. Stay Flexible
 “Stuff” happens, be prepared for it
6. Engage at all Levels
 Managers and supervisors play a crucial role in
successful change
 Provide for coaching and mentoring of managers and
supervisors during the change
7. Expect and welcome Resistance
 Be proactive. identify what resistance may look like
and build support early
 Accept that you will also have to react and plan
accordingly
8. Communicate, communicate and
communicate
 Rumour loves a vacuum
 You cannot over-communicate
 Greatest value lies in face to face
9. Follow up with Reinforcements
 Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
 Plan for reward costs in the project plan

Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
 Articulate Requirements
 Create Proposal
 Deliver Proposal
 Message to wider population
 Talk to impacted employees
 Be prepared to adjust the proposal
 Confirm with employees any changes made
 Confirm the timeline for the changes
 In line with project plan
 Reinforce with
measures & rewards
The
Flow
And,

Want To Learn More
About Change
Management?

Then Check Out My New E-Book*
Note:
*. Shameless Plug!

About Me
Jim Lefever
Director, HR & Change Management
at HR2BE
http://au.linkedin.com/in/jimlefever/
Jim.lefever@hr2be.com.au
hr2be.com.au

We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money,
minimise your risk and increase
productivity.
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project, such as a new performance
management system, through to acting as
your outsourced HR partner on a retained
basis. We can help you by drafting
employment contracts, Human Resource
processes, HR training or to put in place a
full Human Resource program of works.
Core Solutions:
 Change Management
 HR Audit
 HR On Demand
 HR Foundations
 HR Projects
 HR Strategy
Contact us to find out more:
Jim.Lefever@hr2be.com.au
http://www.hr2be.com.au
About Us

Leading through Change

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Leading through Change