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MedRecruit Leadership Programme - 5 - Leadership Through Change


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MedRecruit's Managing Director, Dr Sam Hazledine, presents to MedRecruit's leadership team on how to manage and lead through change.

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MedRecruit Leadership Programme - 5 - Leadership Through Change

  1. 1. LEADERSHIP  DEVELOPMENT  PROGRAMME  Session  Five:    Leadership  Through  Change    
  2. 2. Why  it’s  Cri:cal  •  PWC  –  75%  of  organisa<onal  change  programs  fail  because  they  don’t  get  the  necessary  groundswell  of  employee  support  •  It  effects  everyone  –  this  is  cri<cal  
  3. 3. Today  •  What  is  Impacted  and  Also  Drives  Change?  •  Change  Management  Vs.  Change  Leadership  •  Three  Phases  for  Effec<ve  Change  – Iden<fy  – Engage    – Implement  
  4. 4. What  is  Impacted  and  Also  Drives  Change?  •  Processes  –  Business  processes,  including  maps,  policies  and  procedures,  and  business  rules,  which  are  redesigned  or  realigned  for  new  customers,  or  provide  improved  service  to  exis<ng  customers.    •  Technology  –  Driven  by  process,  technology  ensures  greater  organiza<onal  efficiency  in  implemen<ng  change.    •  People  –  Those  responsible  for  developing  and  implemen<ng  new  processes,  and  specifying  and  using  new  technology.    
  5. 5. Change  Management  Vs.  Change  Leadership  •  Change  management:  set  of  basic  tools  or  structures  intended  to  keep  any  change  effort  under  control.  The  goal  is  oTen  to  minimize  the  distrac<ons  and  impacts  of  the  change.    –  Keep  control  –  Minimise  problems  –  Ensure  stepwise  progression  •  Change  leadership:  the  driving  forces,  visions  and  processes  that  fuel  large-­‐scale  transforma<on.  –  Strapping  a  massive  engine  to  the  change  process  –  Can  be  a  liWle  out  of  control  –  Faster,  smarter,  more  efficient  –  Cri<cal  to  larger  changes  –  like  changing  the  status  quo  
  6. 6. Three  Phases  for  Effec:ve  Change    1.  Iden<fy  the  change  2.  Engage  the  people  3.  Implement  the  change  
  7. 7. Phase  One:  Iden:fy  the  Change  •  Clearly  ar<culate  the  need  for  change  •  Clearly  ar<culate  the  change  •  Get  people’s  aWen<on  •  Align  their  disturbances  (gap  between  where  they  are  now  and  where  they  need  to  be)  – Vision  – Change  need  at  every  level:  day-­‐to-­‐day  +  high  level  
  8. 8. •  Poten<al  people-­‐related  issues:  – Poten<al  frustra<on  in  performing  new  tasks    – Clearly  defined  job  responsibili<es    – Job  descrip<ons  and  metrics  appropriate  to  the  new  process    – Understanding  of  the  end-­‐to-­‐end  process    – Organisa<onal  culture  dynamics  that  may  prevent  people  from  adap<ng  to  the  changed  state    
  9. 9. Phase  Two:  Engage  the  People  •  Give  opportunity  for  intellectual,  emo<onal  and  psychological  reac<on  •  Contribute  to  how  to  avoid  trouble  and  contribute  to  improvement  –  E.g.  Organisa<on  workshops  for  response  to  change  –  align  reac<ons  and  encourage  involvement    •  Get  contribu<on  to  strategy  –  Acknowledge  the  plan  is  flexible  so  changes  can  happen  as  needed  
  10. 10. Phase  Three:  Implement  the  Change  •  Ac<on  change  strategies  from  Iden<fy  and  Engage  •  Goal:  everyone  par<cipates  in  development  and  implementa<on,  leaders  monitor  and  keep  on  track  •  Reiterate  change  mission  –  In  person  –  Email  –  Project  milestones  –  Acknowledgements  
  11. 11. •  Addressing  people  issues:  –  Does  the  individual  have  the  ability  or  desire  to  work  in  the  new  environment?    –  Are  addi<onal  skill  sets  needed  to  transi<on  to  the  new  job?    –  Are  changes  to  job  descrip<ons  needed?    –  Are  job  grades  or  pay  impacted  by  this  change?    –  Does  the  change  impact  short-­‐term  produc<vity  and  is  addi<onal  support  needed  to  ensure  business  success?    •  Performance  and  sa<sfac<on:  –  Are  change-­‐oriented  tasks  being  accomplished  as  planned?    –  Are  energy  and  enthusiasm  present?    –  Does  alignment  s<ll  exist  among  the  people?    Your  Change  Opera:ng  Manual  
  12. 12. People  First  •  Leadership  acknowledges  and  encourages  personal  commitment  from  the  people  –  cri<cal  for  success  •  Allow  yourself  to  go  through  this  too    – Choose  what  is  public  – Choose  what  is  private  – Choose  what  is  with  the  other  leaders  •  Encourage  and  support  each  other  
  13. 13. “A leader is best when people barelyknow he exists, when his work isdone, his aim fulfilled, they will say:we did it ourselves.”Lao Tzu