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Consult, Create, Transform
The Rough Guide To…
Leading Through Change
March 2013
The Rough Guide to… Leading through Change2
About This Guide
What is it?
What is it not?
A self-help guide on how to lead people
through a change
A presentation prepared for delivery to
an audience
Who is it for?
Anybody who manages People
Consult, Create, Transform
When Leading Through
Change, First…
The Rough Guide to… Leading through Change4 © Angus Clyne
Consult, Create, Transform
So What Is Change?
The Rough Guide to… Leading through Change6
The Rough Guide to… Leading through Change7
Dictionary
An act or process through which
something becomes different.
Business
An event that occurs when a
decision is taken by a company to
alter process, people or structure
in part or whole in response to
internal or external stimuli.
Change
Defined
Consult, Create, Transform
But Why Change?
The Rough Guide to… Leading through Change9
It Happens Due To…
Or
10 The Rough Guide to… Leading through Change
Caused By Core Factors
The Rough Guide to… Leading through Change11
Creating These Types Of Change
The Rough Guide to… Leading through Change12
That
Are
Often
Imposed,
Unless you are a member of the Executive
Team*, or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change, it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team.
Note:
*. Even then you probably report to a CEO or Board that wants you to implement change!
The Rough Guide to… Leading through Change13
And
This means that, even though you may not be
running the imposed change, there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained, productivity
continues and they feel that there is someone who
has their interests at heart.
Need
Leadership
Which
Consult, Create, Transform
How Do People React?
The Rough Guide to… Leading through Change15
A Lot Like The Video Coming Next…
Caution: Some language may offend. Check your volume levels.
16 The Rough Guide to… Leading through Change
Please Explain…
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently.
Our reactions are based on:
 Personal tolerance for change;
 The number of changes presently going on in
a person’s life;
 How critical the person perceives the change
to be; and,
 How much change has happened over the
past 12 – 24 months.
The Rough Guide to… Leading through Change17
DR EC Is Better For Business Change
Time
Morale&Competence
Denial
Resistance
Exploration
Commitment
The Rough Guide to… Leading through Change18
Roman Change*
"We trained hard, but it seemed that
every time we were beginning to
form up into teams, we would be
reorganized. I was to learn later in
life that we tend to meet any new
situation by reorganizing;
and a wonderful method it can be for
creating the illusion of progress while
producing confusion, inefficiency,
and demoralization."
*. False but Fun. Find out more at: http://www.dtc.umn.edu/~reedsj/petronius.html
Gaius Petronius Arbiter
The Rough Guide to… Leading through Change19
We Don’t Like Change So We…
Consult, Create, Transform
And We Resist Because…
The Rough Guide to… Leading through Change21
Habit makes pathways in your brain.
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1.
Try changing the habit and…
We’re not happy!
Note:
1. http://bit.ly/RkWZI6
Blame Your Brain
The Rough Guide to… Leading through Change23
We Fear Change In Four Key Areas
Relationships
ControlSecurity Status
The Rough Guide to… Leading through Change24
Mr Maslow Can
Explain
Esteem
Love/Belonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide to… Leading through Change25
And The Result Of Resistance Is…
40%
Fearful &
Distrustful
15%
Hopeful &
Energised
30%
Uncertain but
Open
15%
Angry
Employee Reactions
to Major Change
Consult, Create, Transform
Well, What Can I Do?
The Rough Guide to… Leading through Change27
The Rough Guide to… Leading through Change28
Understand Resilience,
“...The ability to recover from, or adjust easily to, change”
Resilient People . . .
 View problems and challenges as opportunities.
 Learn from their mistakes/failures.
 Succeed despite their hardships.
 Seek out new and challenging experiences.
 Don’t let anxiety and doubts overwhelm them.
 Have a sense of humour and realistic optimism
under stress.
 Don’t feel shame or depression in the face of
failure.
 Transform helplessness into power.
 Move from being a victim to being a survivor.
The Rough Guide to… Leading through Change29
Recognise that Emotions Matter
Resilience is less about Who we are, and more about How
we think...and Choose our Reactions
30 The Rough Guide to… Leading through Change
Then, To Become Resilient
 Say what you mean
 Do what you say
 Don’t speak ill of others
 Ask questions
 Communicate with others as clearly
as you can
 Don’t rush to judge others
 Accept others’ criticism or praise
 Do the best that you can
 Accept that your best will change,
depending upon the circumstances
The Rough Guide to… Leading through Change31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
*
The Rough Guide to… Leading through Change32
And Take Control
 Stay Flexible
 Increase your Knowledge of the Change
 Be open to every Opportunity
 Be Positive
 Use your Support Network
 Take Care of Yourself
 Accept your Emotional Response
 Plan and Be Organised
Consult, Create, Transform
OK, I’ve Got That.
Now What About Leadership?
The Rough Guide to… Leading through Change34
Always
Remember
35 The Rough Guide to… Leading through Change
Then Learn How To…
Verbal Tips
 Encourage discussions
 Ask open ended questions
 Paraphrase in response
 Thank the person for participating
and/or talking with you
Non-Verbal Tips
 Relaxed, open body language
 Maintain eye contact but not too much
 Be aware of personal space
The Rough Guide to… Leading through Change36
Communicate Effectively,
 Treat your team as adults, not teenagers
 Be open, honest and transparent
 Actively listen
 Consider your use of language
 Be visible; Don’t hide in your office
 Use appropriate media
 Consider frequency of message
The Rough Guide to… Leading through Change37
Resistance
 Continuous communication
 Active listening
 Stay positive
 Identify & highlight
opportunities
 Celebrate successes
 Delegate responsibility
 Call out behaviours
 Maintain
communications
 Focus on actions
 Look forward
 Build on their
excitement
 Get them involved
 Use positive staff
Respond Appropriately,
 Set clear objectives
 Reinforce the
reasons for change
 Be visible
 Involve staff in
discussions about
the change
 Focus on short term
goals
 Acknowledge
emotions
 Celebrate Success
 Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide to… Leading through Change
Set The Example
 Do what you say you are going to do
 Maintain a sense of urgency
 Stay flexible
 Focus on short range objectives
 Celebrate success
 Be proactive and positive
 Get resistance out in the open
 Actively communicate
 Protect quality and customer service
 Support higher management
The Rough Guide to… Leading through Change39
And Decide; Manager Or Leader?
 Deal with the Status Quo
 Work in the System
 React
 Control risks
 Enforce organisational rules
 Seek and then follow direction
 Control people by pushing them in the
right direction
 Coordinate effort
 Provide instructions
 Hear their staff talking
 Deal with Change
 Work on the system
 Are proactive
 Seek Opportunities
 Challenge organisation rules
 Provide a vision to believe in
 Motivate people to achieve the right
goals
 Inspire & energise achievement
 Coach and empower staff to act
 Actively listen to their staff
MANAGERS LEADERS
Consult, Create, Transform
Finally, If You Have
To Lead A Change…
The Rough Guide to… Leading through Change41
Never Forget Rule…
Never forget the
Individual
The Rough Guide to… Leading through Change42
And…
Never forget
Rule One
The Rough Guide to… Leading through Change43
Stick To Your Principles
Never forget the
Individual
Never forget the
Survivors
Avoid Dislocation
of Expectation
Define the Need
Stay Flexible
Engage at all
Levels
Expect and
welcome
Resistance
Communicate,
communicate
and
communicate
Follow up with
Reinforcements
44 The Rough Guide to… Leading through Change
Understand The Fine Print
1. Never forget the Individual
 Never lose sight of the fact that you are making
changes that impact individuals
 Always consider how you would feel if you were the
employee being impacted
2. Never forget the Survivors
 Uncertainty is one of the key reducers of productivity
during change
 Always consider how you would feel if you were a
colleague of the employee being impacted
3. Avoid Dislocation of Expectation
 Be extremely careful when setting expectations
 If you say you are going to do something, do it!
 No off- the-record comments
4. Define the Need
 Be able to clearly articulate reasons for, and benefits
of, the change
 There will be questions and you must be prepared to
answer them
5. Stay Flexible
 “Stuff” happens, be prepared for it
6. Engage at all Levels
 Managers and supervisors play a crucial role in
successful change
 Provide for coaching and mentoring of managers and
supervisors during the change
7. Expect and welcome Resistance
 Be proactive. identify what resistance may look like
and build support early
 Accept that you will also have to react and plan
accordingly
8. Communicate, communicate and
communicate
 Rumour loves a vacuum
 You cannot over-communicate
 Greatest value lies in face to face
9. Follow up with Reinforcements
 Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
 Plan for reward costs in the project plan
The Rough Guide to… Leading through Change45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
 Articulate Requirements
 Create Proposal
 Deliver Proposal
 Message to wider population
 Talk to impacted employees
 Be prepared to adjust the proposal
 Confirm with employees any changes made
 Confirm the timeline for the changes
 In line with project plan
 Reinforce with
measures & rewards
The
Flow
And,
Consult, Create, Transform
Want To Learn More
About Change
Management?
The Rough Guide to… Leading through Change47
Then Check Out My New E-Book*
Note:
*. Shameless Plug!
The Rough Guide to… Leading through Change48
About Me
Jim Lefever
Director, HR & Change Management
at HR2BE
http://au.linkedin.com/in/jimlefever/
Jim.lefever@hr2be.com.au
hr2be.com.au
49 The Rough Guide to… Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money,
minimise your risk and increase
productivity.
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project, such as a new performance
management system, through to acting as
your outsourced HR partner on a retained
basis. We can help you by drafting
employment contracts, Human Resource
processes, HR training or to put in place a
full Human Resource program of works.
Core Solutions:
 Change Management
 HR Audit
 HR On Demand
 HR Foundations
 HR Projects
 HR Strategy
Contact us to find out more:
Jim.Lefever@hr2be.com.au
http://www.hr2be.com.au
About Us
Consult, Create, Transform

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Leading through Change

  • 1. Consult, Create, Transform The Rough Guide To… Leading Through Change March 2013
  • 2. The Rough Guide to… Leading through Change2 About This Guide What is it? What is it not? A self-help guide on how to lead people through a change A presentation prepared for delivery to an audience Who is it for? Anybody who manages People
  • 3. Consult, Create, Transform When Leading Through Change, First…
  • 4. The Rough Guide to… Leading through Change4 © Angus Clyne
  • 6. The Rough Guide to… Leading through Change6
  • 7. The Rough Guide to… Leading through Change7 Dictionary An act or process through which something becomes different. Business An event that occurs when a decision is taken by a company to alter process, people or structure in part or whole in response to internal or external stimuli. Change Defined
  • 9. The Rough Guide to… Leading through Change9 It Happens Due To… Or
  • 10. 10 The Rough Guide to… Leading through Change Caused By Core Factors
  • 11. The Rough Guide to… Leading through Change11 Creating These Types Of Change
  • 12. The Rough Guide to… Leading through Change12 That Are Often Imposed, Unless you are a member of the Executive Team*, or have an Executive Team that believes in truly collaborative consultation prior to implementing change, it is likely that the majority of the major changes that take place will feel like they are being imposed upon you and your team. Note: *. Even then you probably report to a CEO or Board that wants you to implement change!
  • 13. The Rough Guide to… Leading through Change13 And This means that, even though you may not be running the imposed change, there will be a need for your team(s) to be guided and lead in such a way that their morale is maintained, productivity continues and they feel that there is someone who has their interests at heart. Need Leadership Which
  • 14. Consult, Create, Transform How Do People React?
  • 15. The Rough Guide to… Leading through Change15 A Lot Like The Video Coming Next… Caution: Some language may offend. Check your volume levels.
  • 16. 16 The Rough Guide to… Leading through Change Please Explain… Everyone goes through the cycle of Denial to Acceptance and we all experience change differently. Our reactions are based on:  Personal tolerance for change;  The number of changes presently going on in a person’s life;  How critical the person perceives the change to be; and,  How much change has happened over the past 12 – 24 months.
  • 17. The Rough Guide to… Leading through Change17 DR EC Is Better For Business Change Time Morale&Competence Denial Resistance Exploration Commitment
  • 18. The Rough Guide to… Leading through Change18 Roman Change* "We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization." *. False but Fun. Find out more at: http://www.dtc.umn.edu/~reedsj/petronius.html Gaius Petronius Arbiter
  • 19. The Rough Guide to… Leading through Change19 We Don’t Like Change So We…
  • 20. Consult, Create, Transform And We Resist Because…
  • 21. The Rough Guide to… Leading through Change21
  • 22. Habit makes pathways in your brain. Acetocholine helps cement them in place and Dopamine gives you a happy pill as a reward1. Try changing the habit and… We’re not happy! Note: 1. http://bit.ly/RkWZI6 Blame Your Brain
  • 23. The Rough Guide to… Leading through Change23 We Fear Change In Four Key Areas Relationships ControlSecurity Status
  • 24. The Rough Guide to… Leading through Change24 Mr Maslow Can Explain Esteem Love/Belonging Safety Self-Actualisation Control Status Relationships Security Physiological
  • 25. The Rough Guide to… Leading through Change25 And The Result Of Resistance Is… 40% Fearful & Distrustful 15% Hopeful & Energised 30% Uncertain but Open 15% Angry Employee Reactions to Major Change
  • 27. The Rough Guide to… Leading through Change27
  • 28. The Rough Guide to… Leading through Change28 Understand Resilience, “...The ability to recover from, or adjust easily to, change” Resilient People . . .  View problems and challenges as opportunities.  Learn from their mistakes/failures.  Succeed despite their hardships.  Seek out new and challenging experiences.  Don’t let anxiety and doubts overwhelm them.  Have a sense of humour and realistic optimism under stress.  Don’t feel shame or depression in the face of failure.  Transform helplessness into power.  Move from being a victim to being a survivor.
  • 29. The Rough Guide to… Leading through Change29 Recognise that Emotions Matter Resilience is less about Who we are, and more about How we think...and Choose our Reactions
  • 30. 30 The Rough Guide to… Leading through Change Then, To Become Resilient  Say what you mean  Do what you say  Don’t speak ill of others  Ask questions  Communicate with others as clearly as you can  Don’t rush to judge others  Accept others’ criticism or praise  Do the best that you can  Accept that your best will change, depending upon the circumstances
  • 31. The Rough Guide to… Leading through Change31 DANGER HIDDEN OPPORTUNITY Explore The Opportunity In Crisis *
  • 32. The Rough Guide to… Leading through Change32 And Take Control  Stay Flexible  Increase your Knowledge of the Change  Be open to every Opportunity  Be Positive  Use your Support Network  Take Care of Yourself  Accept your Emotional Response  Plan and Be Organised
  • 33. Consult, Create, Transform OK, I’ve Got That. Now What About Leadership?
  • 34. The Rough Guide to… Leading through Change34 Always Remember
  • 35. 35 The Rough Guide to… Leading through Change Then Learn How To… Verbal Tips  Encourage discussions  Ask open ended questions  Paraphrase in response  Thank the person for participating and/or talking with you Non-Verbal Tips  Relaxed, open body language  Maintain eye contact but not too much  Be aware of personal space
  • 36. The Rough Guide to… Leading through Change36 Communicate Effectively,  Treat your team as adults, not teenagers  Be open, honest and transparent  Actively listen  Consider your use of language  Be visible; Don’t hide in your office  Use appropriate media  Consider frequency of message
  • 37. The Rough Guide to… Leading through Change37 Resistance  Continuous communication  Active listening  Stay positive  Identify & highlight opportunities  Celebrate successes  Delegate responsibility  Call out behaviours  Maintain communications  Focus on actions  Look forward  Build on their excitement  Get them involved  Use positive staff Respond Appropriately,  Set clear objectives  Reinforce the reasons for change  Be visible  Involve staff in discussions about the change  Focus on short term goals  Acknowledge emotions  Celebrate Success  Ask them to share what they think of the change Denial Exploration Commitment
  • 38. 38 The Rough Guide to… Leading through Change Set The Example  Do what you say you are going to do  Maintain a sense of urgency  Stay flexible  Focus on short range objectives  Celebrate success  Be proactive and positive  Get resistance out in the open  Actively communicate  Protect quality and customer service  Support higher management
  • 39. The Rough Guide to… Leading through Change39 And Decide; Manager Or Leader?  Deal with the Status Quo  Work in the System  React  Control risks  Enforce organisational rules  Seek and then follow direction  Control people by pushing them in the right direction  Coordinate effort  Provide instructions  Hear their staff talking  Deal with Change  Work on the system  Are proactive  Seek Opportunities  Challenge organisation rules  Provide a vision to believe in  Motivate people to achieve the right goals  Inspire & energise achievement  Coach and empower staff to act  Actively listen to their staff MANAGERS LEADERS
  • 40. Consult, Create, Transform Finally, If You Have To Lead A Change…
  • 41. The Rough Guide to… Leading through Change41 Never Forget Rule… Never forget the Individual
  • 42. The Rough Guide to… Leading through Change42 And… Never forget Rule One
  • 43. The Rough Guide to… Leading through Change43 Stick To Your Principles Never forget the Individual Never forget the Survivors Avoid Dislocation of Expectation Define the Need Stay Flexible Engage at all Levels Expect and welcome Resistance Communicate, communicate and communicate Follow up with Reinforcements
  • 44. 44 The Rough Guide to… Leading through Change Understand The Fine Print 1. Never forget the Individual  Never lose sight of the fact that you are making changes that impact individuals  Always consider how you would feel if you were the employee being impacted 2. Never forget the Survivors  Uncertainty is one of the key reducers of productivity during change  Always consider how you would feel if you were a colleague of the employee being impacted 3. Avoid Dislocation of Expectation  Be extremely careful when setting expectations  If you say you are going to do something, do it!  No off- the-record comments 4. Define the Need  Be able to clearly articulate reasons for, and benefits of, the change  There will be questions and you must be prepared to answer them 5. Stay Flexible  “Stuff” happens, be prepared for it 6. Engage at all Levels  Managers and supervisors play a crucial role in successful change  Provide for coaching and mentoring of managers and supervisors during the change 7. Expect and welcome Resistance  Be proactive. identify what resistance may look like and build support early  Accept that you will also have to react and plan accordingly 8. Communicate, communicate and communicate  Rumour loves a vacuum  You cannot over-communicate  Greatest value lies in face to face 9. Follow up with Reinforcements  Implement and communicate specific performance measures with associated reward and recognition mechanisms beyond the life of the project  Plan for reward costs in the project plan
  • 45. The Rough Guide to… Leading through Change45 Follow Define Propose Consult Confirm Follow Up Action  Articulate Requirements  Create Proposal  Deliver Proposal  Message to wider population  Talk to impacted employees  Be prepared to adjust the proposal  Confirm with employees any changes made  Confirm the timeline for the changes  In line with project plan  Reinforce with measures & rewards The Flow And,
  • 46. Consult, Create, Transform Want To Learn More About Change Management?
  • 47. The Rough Guide to… Leading through Change47 Then Check Out My New E-Book* Note: *. Shameless Plug!
  • 48. The Rough Guide to… Leading through Change48 About Me Jim Lefever Director, HR & Change Management at HR2BE http://au.linkedin.com/in/jimlefever/ Jim.lefever@hr2be.com.au hr2be.com.au
  • 49. 49 The Rough Guide to… Leading through Change We work with Small and Medium Businesses to put in place effective and pragmatic Human Resource and Change strategies and actions that will save you money, minimise your risk and increase productivity. Our fully qualified and experienced team can be engaged to deliver a basic policy or single project, such as a new performance management system, through to acting as your outsourced HR partner on a retained basis. We can help you by drafting employment contracts, Human Resource processes, HR training or to put in place a full Human Resource program of works. Core Solutions:  Change Management  HR Audit  HR On Demand  HR Foundations  HR Projects  HR Strategy Contact us to find out more: Jim.Lefever@hr2be.com.au http://www.hr2be.com.au About Us