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Change 1  How To Handle Change
 

Change 1 How To Handle Change

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An example of one of my presentations I made for the intranet. This was the first of 15 dealing with this theme

An example of one of my presentations I made for the intranet. This was the first of 15 dealing with this theme

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    Change 1  How To Handle Change Change 1 How To Handle Change Presentation Transcript

    • Change
      • This is a series of presentations based on articles put out some time ago by the change facilitation group.
      • Please note that these presentations are mine and differ from the original.
      • They are intended to stimulate debate and give some food for thought.
      • I would like to thank the members of the change facilitation group for allowing me full reign to use their original work with my stamp.
    • Change Modify Adjust Revise Rewrite Revolutionize Transform
    • Change
      • For some people the word means:
      • excitement
      • challenge
      • development for the better.
      • For others it represents:
      • threat
      • loss
      • a reduction in the quality of working life.
      • In some cases, both will apply
    • Change
      • Never is leadership more sought after than in times of change and uncertainty.
      • Effective change leadership is the key to shifting people’s perceptions from seeing change as a threat to seeing it as an exciting challenge.
      • So what are the abilities required of an effective change leader?
      • And how can one individual influence people’s attitudes to help them embrace change rather than resist it?
    • Change
      • To answer these questions we need to clarify our thoughts on where leadership is going.
      • In the past, it was frequently thought to relate to the qualities of an individual and to how they handled particular situations.
      • In fact, much leadership training still revolves around the idea of putting someone into a tricky situation and observing how they respond.
      • But this doesn’t really prepare the aspiring leader for the more sensitive task of influencing people so that they want to experiment with new ways of doing things.
    • Change
      • What really matters is the ability of the leader to unlock the potential of their people.
      • This so-called transformational leadership is a far cry from the traditional command-and-control approach still taken in many organisations, even by those who deny doing so.
    • Change
      • The Centre for Leadership Studies have been looking at the changing nature of leadership in organisations.
      • What is now becoming clear is that it is more about the processes created at the strategic and operational levels of an organisation than it is about the personality of the top person.
    • Change
      • Seven suggested leadership competencies:
      • setting direction;
      • setting an example;
      • effective communication;
      • creating emotional alignment;
      • bringing the best out of people;
      • the leader as a change agent; and
      • making decisions in crisis or uncertainty.
    • Change
      • setting direction
    • Change
      • setting an example
    • Change
      • effective communication
    • Change
      • creating emotional alignment
    • Change
      • bringing the best out of people
    • Change
      • the leader as a change agent
    • Change
      • making decisions in crisis or uncertainty
    • Change
      • How really effective change leaders operate:
      • Interesting common factors:
        • effective communication of the reasons for change;
        • releasing the potential of everyone involved in the change to help them rise to the challenge;
        • setting a good personal example;
        • self-pacing to avoid unnecessary stress.
    • Change
      • The final aspect is associated with the organisation itself.
      • Good leaders are sensitive to the impact of the change process on their people and adjust the pace of change accordingly.
      • They are aware of the need to encourage ownership through dialogue and empowerment
      • The importance of frequent reviews and the need to achieve alterations through small steps.
    • Change
      • Flexibility to the rate of change, matching it to the capabilities of their people so that, ideally, they are all able to take the transformation in their stride.
      • This skill is the mark of a proficient leader, and it requires sensitivity.
    • Change Question
      • How do you see yourself?
    • Change Question
      • Do you or your staff dread coming to work?
      • If so…why?
      • Inequality and favoritism
      • Weakness
      • Frustration
      • No Team Spirit
      • Bad Leadership/Management
      • Difficult colleagues
      • No Support (works in all directions)
    • Change Question
      • Is the proposed change beneficial:
      • For the staff as a whole
      • For a select few
      • For the organization
      • All of the above
      • How is it perceived?
      • Was any consultation carried out and at what level?
      • How can the change be put over
      • with honesty and credibility.
    • Change Thought
      • Leader
      • The ability to guide, direct, or influence people
      • Personality
      • Charisma
      • Selfless
      • Manager
      • Somebody who handles or controls something such as resources, especially one who does so with skill
      • They are not the same!