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Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
Catharine Wright - Mistakes that Derail Change
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Catharine Wright - Mistakes that Derail Change

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Asyma E3 Conference

Asyma E3 Conference

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  • 1. How to Avoid the Mistakes that Derail Change InitiativesCatharine Wright, Chief Change Catalyst
  • 2. The Four C’s of Change
  • 3. Time and FocusSpeculate where the percentage of time and focus is generally placed Component % of Focus             % of Time Articulating Case _______  _______ Deciding Content _______ _______ Managing Complexities _______ _______ Mobilizing Commitment  _______ _______What would be a more ideal division of time and focus?
  • 4. Human Component of Change• Managing Transitions • Proponents,  adversaries and  neutral majority• Stages of resistance• Focus on the “how”
  • 5. Top 10 Mistakes to Avoid1. Absence of solid sponsorship2. Resources not assigned to manage  the change3. Insufficient planning and role clarity4. A culture of distrust; have a negative  change history5. The context for change is not fully  understood
  • 6. Top 10 Mistakes to Avoid • Ineffective communication practices;  lack of timely and effective feedback • Little or no attention to transition;  resistance not anticipated / managed  • Too many changes too quickly • Lack of accountability • Giving up too soon
  • 7. Best Practices – Sponsorship & 3Ps• Highly engaged executive sponsorship – Cultural alignment – Clear case for change  – Experience with coaching  – Commitment of resources – Involved and visible • Plan, people and processes in place – 3Ps – Communicate more and more often
  • 8. Best Practices ‐ Communicate• Focus on silent majority• Use different channels of communication• Be careful how you use technology• Get out of your office; communicate directly• Resist email• Build/test for understanding; else no acceptance• Invite feedback and ideas – let people influence; maximize  choice along the way• Use coercion; don’t abort
  • 9. Best Practices – Manage Resistance• Plan for it• Target early wins• Uncovering resistance is good • Make it safe to express • Provide good coaching • Understand the source of their resistance• Don’t try to eliminate it • Different stages of resistance
  • 10. Best Practice MeasurementSurvey – employees, customersReasons why important • Need to know if you are getting  the results expected• Creates the case for further  initiatives• Tells a story that reinforces  change mindset
  • 11. Final Word • Understand/manage endings and  their impact on people • Work from a mindset of “thriving  in change.” • Develop capacity and capability • Make accountability for results  and coaching around people’s  “humanness” the heart of your  approach

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