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Taking the Lead: Transforming Science Museum Group Volunteering
- 1. TAKING THE LEAD: TRANSFORMING SMG VOLUNTEERING MATTHEW HICK VOLUNTEER DEVELOPMENT MANAGER 12 JUNE 2018
- 3. Build sense of urgency Create team Develop vision Commun icate vision Empower others Create quick wins Don’t let up Embed change EIGHT STAGES OF CHANGE John P. Kotter’s model of change • Model for creating long lasting change • It’s ideas are applicable to large or small scale change initiatives • Stages often happen simultaneously • Used to transform Science Museum Group Volunteering
- 4. BUILD A SENSE OF URGENCY Kotter • Identify the problem • Help the organisation understand why it’s an issue SMG • Lack of strategic lead meant we weren’t maximising volunteer involvement • Facing 40% cuts Tools • Speak the language of those who need to understand the problem • Be humble and understand the problem from different perspectives
- 5. CREATE A TEAM • collect and cultivate a group of champions who will help deliver changeKotter • created a team of Volunteer Coordinators and senior managersSMG • communicate the challenge • be flexible and take concerns onboard • make the team an active part in delivering changeTools
- 6. DEVELOP YOUR VISION KOTTER • Create an ambitious vision that others can buy in to SMG •Worked with the team to create our vision and then engaged colleagues throughout the organisation TOOLS • Be brave and let others shape your vision • Be inclusive and align it with organisational strategies
- 7. We will have well managed, dedicated and supported volunteers in all departments, delivering our objectives and enhancing what we do
- 8. COMMUNICATE YOUR VISION Be positive, passionate and committed Communicate as broadly as possible Adapt your language to your audience Use your champions – you’re much more effective as a team Remember, you can’t communicate enough
- 9. EMPOWER OTHERS • As a leader your job to remove barriers to success and create the tools for change Kotter • Support the Volunteer Coordinators • Engage with Exec, senior managers and Trade Union • Develop systems, process and frameworks SMG • Take on board people’s concerns and resolve them – even if they’re outside your direct vision • Tackle issues directly • Use champions to empower others Tools
- 10. CREATE QUICK WINS Kotter • Build credibility and positivity whilst creating momentum towards you vision SMG • Cosmonauts exhibition • Resolving local issues Tools • Be an opportunities • Get champions to create wins for you • Reflect and celebrate wins • Persevere, change is hard
- 11. WHAT HAVE WE ACHIEVED? • Volunteering sits at the heart of Inspiring Futures • 70% growth in volunteering • Increased investment in volunteer management • Launched our most ambitious volunteer involving project ever • Volunteering is a key component of our Master Plan projects • The Chair of the National Railway Museum’s Volunteer Forum sits on the SMT
- 12. DON’T LET UP!
- 13. MAKE CHANGE STICK • You keep change in place by creating a new, supportive and strong organisational culture Kotter • If my team and I left would the organisation continue to embrace volunteering? SMG • Begin the change process again, rebuilding a sense of urgency, revisiting your vision…Tools
- 15. USEFUL RESOURCES • Help Our Iceberg is Melting (John Kotter) • The Heart of Change (John Kotter) • To Sell is Human (Daniel Pink) • The Energy Bus (John Gordon) • Originals (Adam Grant) • Who Moved my Cheese (Spencer Johnson) • Getting to Yes (Roger Fisher et al) • Business Balls (website) • Entreleadership (podcast) • Creating Disney Magic (podcast) • HBR (podcast)
Editor's Notes
- Introduce myself. Introduce subject – talk about leading change, my experience at Science Museum Group, tools and tips you might find useful
- Volunteering Pre-2015 No strategic lead for volunteering, no central approach or process, volunteering very different at all our sites It was in 2015 that my role was created and we began our journey of change and that’s what I’m going to talk about today.
- In a large scale change initiative many of these elements will be happening simultaneously Stand up – if you consider yourself a leader within your organization; a manager in your organization; a coordinator or administrator Everyone here is a leader – whatever your job title. It’s important to understand that because you’re going to need act like a leader if you’re going to lead change
- It’s your job to create a sense urgency, no one else’s. Don’t just complain about a problem do something about it. Take time to understand why a problem for you and the volunteering programme is a problem for the organisation For me the problem was we couldn’t do more exciting projects like Inspiring Futures but for the museum it was we needed more volunteers to continue to operate at the level we wanted to whilst facing 40% cuts in funding To initiate the initial change I had to influence the Exec along these lines, we did this by demonstrating the increase in involvement and the impact volunteers have made – IN FINANCIAL TERMS I did and my role was created and we could then build the sense of urgency across the Group – speaking different language to different teams I was given this role with the purpose of increasing volunteer involvement across the Group
- A conductor can’t play a symphony on their own, it takes and orchestra and you can’t deliver change alone Building a team is not always easy – because of where we were everyone had their own objectives, priorities and issues (I don’t really care what you’re doing in York) Forming, storming, norming, performing It was just as important that I listened to them as they listened to me Engage with them and make them an active part in delivering the change – use example of Nicola and the need to classify volunteers into different groups Big believer in 360 degree leadership rather than top down approach – Team meetings, outings, supporting one another
- 1. I had to learn to stop being a control freak - 2. Volunteering for All – top down and bottom up approach 3. As we developed our vision we continued to build a sense of urgency 4. It’s crucial your team is involved in developing your vision as they need to own it and deliver it – REMEMBER YOU’RE LEADING CHANGE NOT DELIVERING IT 5. Our ambition is to have well managed, dedicated and supported volunteers in all departments, delivering our objectives and enhancing what we do.
- Spent a huge amount of time in the first year just talking to people at all levels of the organisation This felt frustrating at time the time as we weren’t producing much, but it was absolutely crucial to our long term success It was very much a case of ploughing the field This part never stops – I seem to open every conversation with “we are committed to becoming the leading national museum for volunteering”
- I basically see my job as being to empower others either by removing barriers to participation or through creating systems of support Use Champions – situation at NNSM where Judith helped get Jo to employ a full time Volunteer Coordinator You can’t deliver change on your own, you have to influence and empower others – THIS MEANS LETTING GO AND TRUSTING OTHERS
- Build credibility – crucial if you’re still trying to convince people of your vision Cosmonauts was the most important single win as it demonstrated to the executive what a positive impact volunteers could have Resolving issues with VCs was important as it helped to build my credibility with them – I was useful after all! Focus on achieving quick wins that move you towards your vision – IF YOU DON’T IT CAN FEEL OVERWHELMING
- 1. Volunteering is a key component of our Master Plan projects – through these we can do all the exciting stuff I wanted to do three years ago.
- Change is an ongoing process and can take up 5-10 years to really embed Keep your foot on the gas We have renewed our vision – to become the leading national museum for volunteering – we have augmented our strategy, reengaging with SMTs to check we’re still doing what our museums need We have Learning Director who wants to do those exciting projects I wanted to three years ago We have more champions than ever – which makes life much easier We’re not there yet
- You make change stick by reworking your way through the process – by ensuring the level of urgency is still high, reengaging people, revisiting your vision and continuing to create wins.