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

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Penna - Managing Change Successfully - Action Learning

Penna - Managing Change Successfully - Action Learning

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  • 1. Paul Hills & Gary Browning(Chief Executive)
  • 2. YOUYour chosenquote – whydoes itresonatewith
  • 3. Whatdoesgoodlook like
  • 4.  Your leaders need have good change management skills
  • 5.  To manage change successfully your leaders need to be good at it! There are three key skills areas
  • 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.  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. change skills and toolsChange Plan& PMeople, Emotions, TeamsCommunication and VisionKotter ‘checklist’Change CurveVisionCommunication (4Ps)
  • 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. Porter’s Five ForcesNewentrantsSubstitutesBuyersSuppliers Rivalry
  • 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. 21
  • 13. 22Elephant
  • 14. 23Elephant
  • 15. 24
  • 16. 25Elephant
  • 17. 26
  • 18. John Kotter, HarvardBusiness Review, 1995:
  • 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. 1. Not much/not very wellRating
  • 21. 1. Not much/not very wellRating2. Sometimes, sporadic
  • 22. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit
  • 23. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit4. Consistently, fully,expert – it’s a habit
  • 24. GuiltAnxietyReliefSelfishnessAngerJoyShock
  • 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. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit4. Consistently, fully,expert – it’s a habit
  • 27. Transition Communication– The Four ‘P’s
  • 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. “If you want tobuild a ship do notgather mentogether andassign tasks.Instead teach themthe longing for thewide endless sea.”- SaintExupery’sLittle Prince
  • 30. Elephant
  • 31. 1. Not much/not very wellRating2. Sometimes, sporadic3. Quite a lot – it’sbecoming a habit4. Consistently, fully,expert – it’s a habit
  • 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. Less is more –keep it simple –focusBuild real skillsLead by examplefrom the topApply consistently