change management 2016
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Go from good to great by…MANAGING CHANGE
EFFECTIVELYLondon HR and Training
July 2016
Introduction
Page 2
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
Contents5-6 Definitions7-8 Types of career9-11 Laws of successful career-building12-13 Mind-sets and mobility14-15 Psychological distance16-17 Schmoozing18-19 Public speaking20-21 Social media22-23 Components of credibility24-25 Build your strength26-27 Career conversations between managers and employees28-29 But I’m an older worker…30-31 Ways to form better relationships with colleagues32-33 Imposter syndrome34-36 Show that you are not an “I don’t care” person37-39 Questions to examine work habits40-41 Thinking about becoming self-employed?42-43 Mentoring and careers44-46 Career management47-48 Exercise49-50 To sum up…
Definitions
Page 5
Definitions• Change management• Transformational change• Organisational change• Transitional change
Page 6
Change typologies
Change typologies
Page 8
PROACTIVE Tuning Re-orientation
REACTIVE Adaption Re-creation
INCREMENTAL TRANSFORMATIONAL
Levers of change management
Levers of change management
• Communications plan• Sponsor roadmap • Coaching plan• Training plan• Resistance management plan
Page 10
Change and skills
Change and skills• Management skills• Leadership skills• Coaching skills
Page 12
Models of change management
Models of change management 1 of 2
• Preparing for change• Managing change• Reinforcing change
Page 14
Models of change management 2 of 2
• Lewin• Kotter• Hiatt
Page 15
Key drivers for effective change
management
Key drivers for effective change management
• Leadership readiness• Employee communication• Resource management• Risk mitigation
Page 17
Moods of change
Moods of change• Negative emotions• Positive emotions
Page 19
Change communications and
deliverables
Change communications and deliverables
• Face to face communication• General communication• Events• Digital communication• Furniture• Employee amenities
Page 21
Workplace change management
Workplace change management
• DefinitionSteps to take • Create the business case for
change• Develop a common vision• Communicate for buy-in• Manage the change• Adopt and adjust to the changePage 23
Themes of change transformation
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 momentumPage 25
How to land transformational
change
How to land transformational change• Building leadership for change• Building understanding of and
commitment to change• Enabling change
Page 27
The understanding that underpins
transformational change
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 proximityPage 29
A seven-step approach for transformational
training
A seven-step approach for transformational training
• Clear mission and values• Values and attitudes• Leadership and management
principles• Strategy mapping• Skills• Consistent communication• Performance metricsPage 31
Managing change during M&A
Managing change during M&A
• Integration plan• Clear vision• Understanding cultural differences• Employee involvement• Customer focus• HR restructuring• Downsizing
Page 33
Spearheading a technology change
management programme
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
Cultural change
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 forwardPage 37
Project management and change
management
Project management and change management
• Process• Tools
Page 39
Leaders and change
Leaders and change 1 of 2
Phases to navigate through• Discover• Decide• Do• Discern
Page 41
Leaders and change 2 of 2
Roles that leaders play• Sponsor• Role model• Decision maker• Voice• Motivator• EnforcerPage 42
Why change efforts fail…
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
culturePage 44
Tips for achieving successful change
management
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 homeostasisPage 46
Exercise
Exercise
Page 48
To sum up…
To sum up…• Conclusion• Summary• Videos• Useful links
Page 50
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