PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully

709 views
706 views

Published on

Penna - Managing Change Successfully - Action Learning

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
709
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully

  1. 1. Paul Hills & Gary Browning(Chief Executive)
  2. 2. YOUYour chosenquote – whydoes itresonatewith
  3. 3. Whatdoesgoodlook like
  4. 4.  Your leaders need have good change management skills
  5. 5.  To manage change successfully your leaders need to be good at it! There are three key skills areas
  6. 6. Creating the vision andchange planManaging the project/programmeManaging oneselfthroughout the changeSupporting andinfluencing othersthroughout the changeManaging information andcommunication throughoutthe changeInterpreting and articulatinga clear vision and buildingcommitment to achieve itThe leading changecompetencies
  7. 7.  To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help
  8. 8. change skills and toolsChange Plan& PMeople, Emotions, TeamsCommunication and VisionKotter ‘checklist’Change CurveVisionCommunication (4Ps)
  9. 9.  To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get reallyexpert at them – they do not become habits.
  10. 10. Porter’s Five ForcesNewentrantsSubstitutesBuyersSuppliers Rivalry
  11. 11.  To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get reallyexpert at them – they do not become habits. In addition they often do not act consistently and collectively
  12. 12. 21
  13. 13. 22Elephant
  14. 14. 23Elephant
  15. 15. 24
  16. 16. 25Elephant
  17. 17. 26
  18. 18. John Kotter, HarvardBusiness Review, 1995:
  19. 19. Not establishing a great enough sense of urgencyNot creating a powerful enough guiding coalitionLacking a visionUnder-communicating the visionNot removing obstacles to the new visionNot systematically planning for and creatingshort-term winsDeclaring victory too soonNot anchoring changes in the corporation’sculture
  20. 20. 1. Not much/not very wellRating
  21. 21. 1. Not much/not very wellRating2. Sometimes, sporadic
  22. 22. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit
  23. 23. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit4. Consistently, fully,expert – it’s a habit
  24. 24. GuiltAnxietyReliefSelfishnessAngerJoyShock
  25. 25. 2. Shock,Immobilisationand Loss3. Searching andDenial5. Depression,Self- Doubtand Inertia7. TestingOptions4. AngerLowHighSelf­esteem1. Relief6. Acceptance9. Integration andRenewal 1 2 4 3 5 8 7 6 9Time8. Searchingfor meaningand self-awareness
  26. 26. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit4. Consistently, fully,expert – it’s a habit
  27. 27. Transition Communication– The Four ‘P’s
  28. 28. urpose – why we have to do thisicture – what it will look like and feel likewhen we reach our goal (the vision)lan – Step-by-step how we will get there (inbroad terms – and where we are on thejourney)art – What you can (and need to) do tohelp us move forward
  29. 29. “If you want tobuild a ship do notgather mentogether andassign tasks.Instead teach themthe longing for thewide endless sea.”- SaintExupery’sLittle Prince
  30. 30. Elephant
  31. 31. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit4. Consistently, fully,expert – it’s a habit
  32. 32.  To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get reallyexpert at them – they do not become habits. In addition they often do not act consistently and collectively We don’t spend enough time getting the basics right. Weovercomplicate things and make it worse - and HR often colludein this
  33. 33. Less is more –keep it simple –focusBuild real skillsLead by examplefrom the topApply consistently

×