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Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
Change January 2010
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Change January 2010

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Open training course for a mixture of public and private sector delegates in London.

Open training course for a mixture of public and private sector delegates in London.

Published in: Business
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  • 1. Effectively managing change in 2010<br />by Fluid <br />January 2010<br />
  • 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-12 Public sector<br />13-14 Why transformations fail<br />15-16 Exercise A<br />17-19 Create a more innovative culture<br />20-22 Avoiding common mistakes<br />23-24 Seven key shifts<br />25-26 Five phases of change<br />27-28 Seven rules of change<br />29-30 Resistance to change<br />31-32 Exercise B<br />33-34 Handling change<br />35-36 Lessons from change masters<br />37-38 Tensions of leading change<br />39-43 Case studies<br />44-45 Conclusion and questions<br />
  • 3. Page 3<br />Introduction<br />
  • 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  • 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  • 6. Page 5<br />Public sector<br />
  • 7. Page 6<br />Public sector 1 of 7<br /><ul><li>CHALLENGES
  • 8. High or increased workload
  • 9. Budget constraints
  • 10. Resourcing constraints
  • 11. Dealing with bureaucracy
  • 12. Motivating staff
  • 13. Government initiatives and legislation</li></li></ul><li>Page 7<br />Public sector 2 of 7<br /><ul><li>WHY ARE YOU STILL HERE?
  • 14. Interesting or varied work
  • 15. Suits my experience and expertise
  • 16. To make a difference
  • 17. Opportunities for professional development and structured career
  • 18. Job security
  • 19. Non-financial benefits</li></li></ul><li>Page 8<br />Public sector 3 of 7<br /><ul><li>LIKELY BUDGET CUTS
  • 20. Headcount reductions for permanent staff
  • 21. Streamlining processes
  • 22. Staff development and training
  • 23. Cutting services
  • 24. Staff salaries</li></li></ul><li>Page 9<br />Public sector 4 of 7<br /><ul><li>IMPACT OF BUDGET CUTS
  • 25. Headcount reductions for permanent staff
  • 26. Streamlining processes
  • 27. Staff development and training
  • 28. Cutting services
  • 29. Staff salaries</li></li></ul><li>Page 10<br />Public sector 5 of 7<br /><ul><li>IMPACT OF BUDGET CUTS
  • 30. Higher workload
  • 31. Lower morale
  • 32. Stress
  • 33. Reduced quality of service for customers
  • 34. Job insecurity</li></li></ul><li>Page 11<br />Public sector 6 of 7<br /><ul><li>IMPACT OF BUDGET CUTS ON STAFFING ISSUES
  • 35. Demotivated staff
  • 36. Lack of job security
  • 37. Talent retention
  • 38. Making redundancies and headcount reductions
  • 39. Opportunity to manage out poor performers</li></li></ul><li>Page 12<br />Public sector 7 of 7<br /><ul><li>IS SENIOR MANAGEMENT EQUIPPED TO DEAL WITH BUDGET CUTS?
  • 40. ?</li></li></ul><li>Page 13<br />Why transformations fail?<br />
  • 41. Page 14<br /><ul><li>Establish a sense of urgency
  • 42. Form a powerful guiding coalition
  • 43. Create a vision
  • 44. Communicate the vision
  • 45. Empower others to act on the vision
  • 46. Plan to create short-term wins
  • 47. Consolidate improvements and sustain the momentum for change
  • 48. Bed in the new approaches</li></ul>Why transformations fail?<br />
  • 49. Page 15<br />Exercise A<br />
  • 50. Page 16<br />Exercise A<br />
  • 51. Page 17<br />Create a more innovative culture<br />
  • 52. Page 18<br />Create a more innovative culture (1 of 2)<br /><ul><li>Understand the new role of leadership
  • 53. Search for untapped talent in your team
  • 54. Encourage creative abrasion, but swat ferocious fireflies
  • 55. Deal with other, more insidious trust busters
  • 56. Make sure quieter fireflies have a chance to glow</li></li></ul><li>Page 19<br />Create a more innovative culture (2 of 2)<br /><ul><li>Don’t let team leaders keep too tight a lid on the jar
  • 57. Make meetings fun, exciting and inviting
  • 58. Shine the light of accountability on your team
  • 59. From time to time, escape the office for a creative excursion
  • 60. Make innovation everyone’s job</li></li></ul><li>Page 20<br />Avoiding common mistakes<br />
  • 61. Page 21<br /><ul><li>Relevance and meaning; not linking change to your market and strategy to create clarity for stakeholders
  • 62. Change governance; unclear leadership roles, structure, decision-making, interface with operations
  • 63. Strategic discipline for change; not providing standard disciplines for leading change
  • 64. Misdiagnosing scope; in magnitude and in the impact to culture, mindset and behaviour requirements
  • 65. Align initiative and integration; running the change through multiple separate or competing initiatives and ensuring the integration of plans, resources and pace </li></ul>Avoiding common mistakes (1 of 2)<br />
  • 66. Page 22<br /><ul><li>Capacity; not creating adequate capacity for change
  • 67. Culture; not adequately addressing the culture as a major force directly influencing success
  • 68. Leadership modelling; leaders not willing to change mindset or behaviour to model what they are asking of others
  • 69. Human dynamics; not adequately or proactively attending to the emotional side of change
  • 70. Engagement and communication; not engaging and communicating with all stakeholders</li></ul>Avoiding common mistakes (2 of 2)<br />
  • 71. Page 23<br />Seven key shifts<br />
  • 72. Page 24<br /><ul><li>Shifting from a focus on problems to focus on opportunities
  • 73. Shifting focus from the short term to the long term
  • 74. Shifting from focus on circumstances to one on purpose
  • 75. Shifting from a focus on control to one on agility
  • 76. Shifting from a focus on self to service
  • 77. Shifting from expertise focus to listening focus
  • 78. Shifting from a focus on doubt to one on trust</li></ul>Seven key shifts<br />
  • 79. Page 25<br />Five phases of change<br />
  • 80. Page 26<br /><ul><li>Stagnation
  • 81. Preparation
  • 82. Implementation
  • 83. Determination
  • 84. Fruition</li></ul>Five phases of change<br />
  • 85. Page 27<br />Seven rules of change<br />
  • 86. Page 28<br /><ul><li>You might not have a disease that behavioural change can cure
  • 87. Pick the right thing to change
  • 88. Don’t delude yourself about what you really must change
  • 89. Don’t hide from the truth you need to hear
  • 90. There is no ideal behaviour
  • 91. If you can measure it you can achieve it
  • 92. Monetise the result to create a solution</li></ul>Seven rules of change<br />
  • 93. Page 29<br />Resistance to change<br />
  • 94. Page 30<br /><ul><li>Boost awareness
  • 95. Return to purpose
  • 96. Change the change
  • 97. Build participation and engagement
  • 98. Complete the past</li></ul>Resistance to change<br />
  • 99. Page 31<br />Exercise B<br />
  • 100. Page 32<br />Exercise B<br />
  • 101. Page 33<br />Handling change<br />
  • 102. Page 34<br /><ul><li>Recognise that life is change
  • 103. Understand the change
  • 104. Identify the spaces that the change creates
  • 105. Find a mentor
  • 106. Relax your mind, open your heart, be spontaneous, find joy
  • 107. Keep centred and grounded
  • 108. Count your blessings</li></ul>Handling change<br />
  • 109. Page 35<br />Lessons from change masters<br />
  • 110. Page 36<br /><ul><li>Real insights, real actions
  • 111. Solid benefits, solid methods
  • 112. Better skills, better change
  • 113. Right investment, right impact</li></ul>Lessons from change masters<br />
  • 114. Page 37<br />Tensions of leading change<br />
  • 115. Page 38<br /><ul><li>Catalyse change, cope with transition
  • 116. Show a sense of urgency, demonstrate realistic patience
  • 117. Be tough, be empathetic
  • 118. Show optimism, be realistic and open
  • 119. Be self-reliant, trust others
  • 120. Capitalise on strengths, go against the grain</li></ul>Tensions of leading change<br />
  • 121. Page 39<br />Case study 1<br />
  • 122. Page 40<br />Case study 1<br /><ul><li>Team training
  • 123. Hard barriers to change and soft barriers to change
  • 124. Balance short term with long term
  • 125. Create a common vocabulary of change
  • 126. Action plan for instituting change in the business
  • 127. Attributes of an innovative organisation </li></li></ul><li>Page 41<br />Case study 2<br />
  • 128. Page 42<br />Case study 2 (1 of 2)<br /><ul><li>Adding value
  • 129. Articulating a mission
  • 130. Building Process Reengineering
  • 131. Commitment, enrolment and compliance
  • 132. Content, context and process model
  • 133. Five Whys
  • 134. Force field analysis
  • 135. Ladder of inference</li></li></ul><li>Page 43<br />Case study 2 (2 of 2)<br /><ul><li>Organisational learning and the learning organisation
  • 136. PEST
  • 137. Readiness and capability
  • 138. Seven S model
  • 139. Stakeholder analysis
  • 140. SWOT analysis
  • 141. Total Quality Management</li></li></ul><li>Page 44<br />Conclusion & Questions<br />
  • 142. Page 45<br />Conclusion<br />Summary<br />Questions<br />

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