Richard Motet gave a presentation on managing organizational change. He discussed understanding one's leadership role during change, managing communication, productivity and resistance. He also covered anticipating and managing emotional reactions to uncertainty, driving change and building engagement. Motet discussed the difficulties of identifying all problems during change, estimating time and resources needed, and dealing with new crises. He outlined the stages of change, building vision, working through change, implementation, and building upon change. Motet also discussed the importance of commitment, communication, clarity, confidence, candor and consistency in change management.

1. Foundations for Change
Group Managers
Presentation by Richard Motet
September 2015

2. Learning Objectives
September 2015
• Understanding your leadership role during
organizational change
• Managing communication, productivity & resistance
• Anticipating and managing emotional reactions to
uncertainty and change
• Driving change and building employee engagement
• Taking charge

3. Managing Complex Change
September 2015
• The difficulty of trying to identify all the problems likely to
arise during the change process
• Estimating correctly the amount of time and resources
needed to communicate and ‘sell-in’ the change.
• The commitment to change – the change is frequently desired
by ‘them’ and not ‘us’.
• The impact of new crises emerging during the change process
– this may result in the re-allocation of resources, changes in
schedules, decision delays, and potentially undermine the
support of the original change proposal
• The time it will take to implement the change
The BIG 5 Issues

4. Information Evolution
September 2015
Information Overload
Assumptions and Insight
Certainty
Information Vacuum Disinformation

5. Change is constant
September 2015
Change is good for you.
Too much change is bad for you
We need change to keep us stimulated and
creative
Yet we need stability and routine to make us feel
safe.
A bit contradictory, no?

6. Foundations of Change
September 2015
Components
Stages of Change
Management
Thinking &
Understanding
Motivation/
Emotion
Behavior
Building the Vision
Working it through
Implementing the
change
Build on change
Creating an
objective
understanding of
Change
Dealing with
reactions to
Change and
creating the
will to
move on
Modeling
adaptive
behavior and
preserving trust
during Change

7. Primary Focus of Leaders
September 2015
The first chore is managing change is the toughest
•Self-management
•Handle that right, and you’re half-way home
And Firing-up Commitment:
•Never underestimate the Power of Purpose
•Make customer service the top priority
•Its Business as UNUsual

9. People do not oppose change
September 2015
• People oppose being changed
• Very often, it is the manager in which change is proposed or sold that
provokes the resistance.
In particular:
• Unanswered questions can play havoc with business performance as
people focus their energies inwards, rather than on the customer.
• Toughest questions are asked by managers, who themselves are being
asked to implement change
• Little wonder that the process of organizational change can prove so
difficult

10. Exercise: Responding to the
tough questions

11. Taking Charge

12. The Change Cycle
September 2015

13. The Change Cycle – Stage 1
September 2015
Stage 1
•Produce hard facts
•Repeat the facts
•Do not back off
•Do not get emotional
• Demonstrate authenticity
•Look behind the symptoms instead
of judging/condemning
•Share experiences with colleagues
•Tell stories
•Create a sense of community

14. The Change Cycle – Stage 2
September 2015
Stage 2
• Listen hard
• Ask questions
• Coach, helping people to come to
their own decisions
•Value challenge
•Communicate regularly
•Be very visible
•Show compassion
•Be very honest. No point trying to
soften a situation unrealistically
Concentrate on certainties and a
few things that won’t change

15. The Change Cycle – Stage 3
September 2015
Stage 3
•Reduce resisting forces by engaging
people
•Allow time for resistance
•Respect resistors and resistance
•Look for stress signs in your people
and support them
•Use Employee Assistance
Programmes for people who are
really struggling with the change

16. The Change Cycle – Stage 4
September 2015
Stage 4
•Encourage exploration
•Help people try the new way, &
reward this
•Focus on key issues
•Manage expectations
•Encourage dialogue through
planned sessions
•Encourage early adopters to
support others
•Observe people taking their first
steps and recognize them for doing
so

17. The Change Cycle – Stage 5
September 2015
• Stage 5
• Celebrate it
• Review the process for learning
• Secure the change by cutting ties
with old ways
• Create champions

18. Twelve enduring truths about
Managing Change
1. TRUTH: Change, even for the sake of change, can have many benefits beyond
process improvements, market share enhancement, or greater profitability.
2. TRUTH: Today is always the right time for change. Change is a continual
sharpening of the lumberjack’s saw.
3. TRUTH: your way may not be the right way.
4. TRUTH: There are only three ways to introduce change.
5. TRUTH: Conversion is for missionaries. Build change around your ‘A’ team
players.
6. TRUTH: There are no excuses for excuses.
September 2015

19. Twelve enduring truths about
Managing Change continued
7. TRUTH: Know what buttons to push.
8. TRUTH: Make each employee feel like your only employee.
9. TRUTH: Run before you can walk.
10. TRUTH: If you must restructure, do it the right way.
11. TRUTH: People can’t drink from a fire-hose.
12. TRUTH: If you don’t stand for something, you’ll fall for anything. Change doesn’t
happen by itself, and won’t sustain itself without the right climate and culture.
September 2015

20. September 2015
Commitment
Communication
Clarity
Confidence
Candour
Consistency
Courage
The Seven C Guide

21. Foundations of Change
September 2015
Components
Stages of Change
Management
Thinking &
Understanding
Motivation/
Emotion
Behavior
Building the Vision
Working it through
Implementing the
change
Build on change
Creating an
objective
understanding of
Change
Dealing with
reactions to
Change and
creating the
will to
move on
Modeling
adaptive
behavior and
preserving trust
during Change

22. September 2015
ANY QUESTIONS?

23. Questions and Answers
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