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Change management 2016
This document provides an overview of change management strategies and techniques. It discusses definitions of different types of organizational change, models for managing change effectively, key drivers of change management success, and tips for leading transformational change initiatives. The document also outlines common reasons why change efforts fail and provides exercises and resources for change management practitioners.
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Change management 2016
- 1. Go from goodto great by…MANAGING CHANGE EFFECTIVELY London HR and Training July 2016
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- 3. Intro - LondonHR and Training • London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden • 10 years in banking • 20 years in training and human resources • Business owner since 2007 • The core services provided by London HR and Training are: - Reducing costs and saving time through bespoke HR initiatives and projects - Training course design and delivery - Services for job seekers Page 3
- 4. Contents5-6 Definitions 7-8 Typesof career 9-11 Laws of successful career-building 12-13 Mind-sets and mobility 14-15 Psychological distance 16-17 Schmoozing 18-19 Public speaking 20-21 Social media 22-23 Components of credibility 24-25 Build your strength 26-27 Career conversations between managers and employees 28-29 But I’m an older worker… 30-31 Ways to form better relationships with colleagues 32-33 Imposter syndrome 34-36 Show that you are not an “I don’t care” person 37-39 Questions to examine work habits 40-41 Thinking about becoming self-employed? 42-43 Mentoring and careers 44-46 Career management 47-48 Exercise 49-50 To sum up…
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- 6. Definitions • Change management •Transformational change • Organisational change • Transitional change Page 6
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- 8. Change typologies Page 8 PROACTIVETuning Re-orientation REACTIVE Adaption Re-creation INCREMENTAL TRANSFORMATIONAL
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- 10. Levers of changemanagement • Communications plan • Sponsor roadmap • Coaching plan • Training plan • Resistance management plan Page 10
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- 12. Change and skills •Management skills • Leadership skills • Coaching skills Page 12
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- 14. Models of changemanagement 1 of 2 • Preparing for change • Managing change • Reinforcing change Page 14
- 15. Models of changemanagement 2 of 2 • Lewin • Kotter • Hiatt Page 15
- 16. Key drivers foreffective change management
- 17. Key drivers foreffective change management • Leadership readiness • Employee communication • Resource management • Risk mitigation Page 17
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- 19. Moods of change •Negative emotions • Positive emotions Page 19
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- 21. Change communications and deliverables •Face to face communication • General communication • Events • Digital communication • Furniture • Employee amenities Page 21
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- 23. Workplace change management •Definition Steps to take • Create the business case for change • Develop a common vision • Communicate for buy-in • Manage the change • Adopt and adjust to the change Page 23
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- 25. Themes of change transformation •Reading and rewriting the context • Aligning strategy and culture • Delivering radical change opportunistically • Ambiguity and purposeful instability • Narratives, storytelling and conversations • Physical representation, metaphors and play • Relational leadership • Building trust • Voice, dialogue and rethinking resistance • Emotion, energy and momentum Page 25
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- 27. How to landtransformational change • Building leadership for change • Building understanding of and commitment to change • Enabling change Page 27
- 28. The understanding that underpinstransformational change
- 29. The understanding that underpinstransformational change • Long-term approach • Sequencing • Lead by example • Investment in softer interventions • Pushing strategies down to the front line • Translating rhetoric into tangibles • Transparency and proximity Page 29
- 30. A seven-step approachfor transformational training
- 31. A seven-step approachfor transformational training • Clear mission and values • Values and attitudes • Leadership and management principles • Strategy mapping • Skills • Consistent communication • Performance metrics Page 31
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- 33. Managing change duringM&A • Integration plan • Clear vision • Understanding cultural differences • Employee involvement • Customer focus • HR restructuring • Downsizing Page 33
- 34. Spearheading a technology changemanagement programme
- 35. Spearheading a technology changemanagement programme • Secure an executive mandate for change starting with the MD or CEO • Simplify and standardise the environment as much as possible before embarking on a major transformation • Build expertise in creating a culture of change management Page 35
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- 37. Cultural change • Whatis organisational culture? • Outcomes of poor organisational culture • Impact of constructive cultures • Examples of focus • A cultural change plan • A strategy to go forward Page 37
- 38. Project management and changemanagement
- 39. Project management and changemanagement • Process • Tools Page 39
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- 41. Leaders and change1 of 2 Phases to navigate through • Discover • Decide • Do • Discern Page 41
- 42. Leaders and change2 of 2 Roles that leaders play • Sponsor • Role model • Decision maker • Voice • Motivator • Enforcer Page 42
- 43. Why change effortsfail…
- 44. Why change effortsfail… • Not establishing a great enough sense of urgency • Not creating a powerful enough guiding coalition • Lacking a vision • Under-communicating the vision by a factor of ten • Not removing obstacles to the new vision • Not systematically planning for-or creating-short term wins • Declaring victory too soon • Not anchoring changes in the corporation’s culture Page 44
- 45. Tips for achievingsuccessful change management
- 46. Tips for achievingsuccessful change management • Know who you are • Be realistic about skills or objectivity • Be clear about how you want to implement change and be ready to explain what you want • Communicate the change • Watch out for homeostasis Page 46
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- 50. To sum up… •Conclusion • Summary • Videos • Useful links Page 50