This document provides an overview of change management strategies and techniques. It discusses definitions of different types of organizational change, models for managing change effectively, key drivers of change management success, and tips for leading transformational change initiatives. The document also outlines common reasons why change efforts fail and provides exercises and resources for change management practitioners.

1. Go from good to great
by…MANAGING CHANGE
EFFECTIVELY
London HR and Training
July 2016

2. Introduction
Page 2

3. Intro - London HR and Training
• London HR and Training is a specialist human
resources and training consultancy headed by Timothy
Holden
• 10 years in banking
• 20 years in training and human resources
• Business owner since 2007
• The core services provided by London HR and Training
are:
- Reducing costs and saving time through bespoke HR
initiatives and projects
- Training course design and delivery
- Services for job seekers
Page 3

4. Contents5-6 Definitions
7-8 Types of career
9-11 Laws of successful career-building
12-13 Mind-sets and mobility
14-15 Psychological distance
16-17 Schmoozing
18-19 Public speaking
20-21 Social media
22-23 Components of credibility
24-25 Build your strength
26-27 Career conversations between managers and employees
28-29 But I’m an older worker…
30-31 Ways to form better relationships with colleagues
32-33 Imposter syndrome
34-36 Show that you are not an “I don’t care” person
37-39 Questions to examine work habits
40-41 Thinking about becoming self-employed?
42-43 Mentoring and careers
44-46 Career management
47-48 Exercise
49-50 To sum up…

5. Definitions
Page 5

6. Definitions
• Change management
• Transformational change
• Organisational change
• Transitional change
Page 6

7. Change typologies

8. Change typologies
Page 8
PROACTIVE Tuning Re-orientation
REACTIVE Adaption Re-creation
INCREMENTAL TRANSFORMATIONAL

9. Levers of change
management

10. Levers of change management
• Communications plan
• Sponsor roadmap
• Coaching plan
• Training plan
• Resistance management plan
Page 10

11. Change and skills

12. Change and skills
• Management skills
• Leadership skills
• Coaching skills
Page 12

13. Models of change
management

14. Models of change management
1 of 2
• Preparing for change
• Managing change
• Reinforcing change
Page 14

15. Models of change management
2 of 2
• Lewin
• Kotter
• Hiatt
Page 15

16. Key drivers for effective
change management

17. Key drivers for effective change
management
• Leadership readiness
• Employee communication
• Resource management
• Risk mitigation
Page 17

18. Moods of change

19. Moods of change
• Negative emotions
• Positive emotions
Page 19

20. Change communications and
deliverables

21. Change communications and
deliverables
• Face to face communication
• General communication
• Events
• Digital communication
• Furniture
• Employee amenities
Page 21

22. Workplace change
management

23. Workplace change management
• Definition
Steps to take
• Create the business case for change
• Develop a common vision
• Communicate for buy-in
• Manage the change
• Adopt and adjust to the change
Page 23

24. Themes of change
transformation

25. Themes of change
transformation
• Reading and rewriting the context
• Aligning strategy and culture
• Delivering radical change opportunistically
• Ambiguity and purposeful instability
• Narratives, storytelling and conversations
• Physical representation, metaphors and play
• Relational leadership
• Building trust
• Voice, dialogue and rethinking resistance
• Emotion, energy and momentum
Page 25

26. How to land
transformational change

27. How to land transformational
change
• Building leadership for change
• Building understanding of and
commitment to change
• Enabling change
Page 27

28. The understanding that
underpins transformational
change

29. The understanding that
underpins transformational
change
• Long-term approach
• Sequencing
• Lead by example
• Investment in softer interventions
• Pushing strategies down to the front line
• Translating rhetoric into tangibles
• Transparency and proximity
Page 29

30. A seven-step approach for
transformational training

31. A seven-step approach for
transformational training
• Clear mission and values
• Values and attitudes
• Leadership and management principles
• Strategy mapping
• Skills
• Consistent communication
• Performance metrics
Page 31

32. Managing change during
M&A

33. Managing change during M&A
• Integration plan
• Clear vision
• Understanding cultural differences
• Employee involvement
• Customer focus
• HR restructuring
• Downsizing
Page 33

34. Spearheading a technology
change management
programme

35. Spearheading a technology
change management
programme
• Secure an executive mandate for change
starting with the MD or CEO
• Simplify and standardise the environment as
much as possible before embarking on a major
transformation
• Build expertise in creating a culture of change
management
Page 35

36. Cultural change

37. Cultural change
• What is organisational culture?
• Outcomes of poor organisational
culture
• Impact of constructive cultures
• Examples of focus
• A cultural change plan
• A strategy to go forward
Page 37

38. Project management and
change management

39. Project management and
change management
• Process
• Tools
Page 39

40. Leaders and change

41. Leaders and change 1 of 2
Phases to navigate through
• Discover
• Decide
• Do
• Discern
Page 41

42. Leaders and change 2 of 2
Roles that leaders play
• Sponsor
• Role model
• Decision maker
• Voice
• Motivator
• Enforcer
Page 42

43. Why change efforts fail…

44. Why change efforts fail…
• Not establishing a great enough sense of urgency
• Not creating a powerful enough guiding coalition
• Lacking a vision
• Under-communicating the vision by a factor of
ten
• Not removing obstacles to the new vision
• Not systematically planning for-or creating-short
term wins
• Declaring victory too soon
• Not anchoring changes in the corporation’s
culture
Page 44

45. Tips for achieving successful
change management

46. Tips for achieving successful
change management
• Know who you are
• Be realistic about skills or objectivity
• Be clear about how you want to
implement change and be ready to
explain what you want
• Communicate the change
• Watch out for homeostasis
Page 46

47. Exercise

48. Exercise
Page 48

49. To sum up…

50. To sum up…
• Conclusion
• Summary
• Videos
• Useful links
Page 50