change management change and the middle manager - webinar - ilx group
Post on 15-Jan-2017
590 Views
Preview:
TRANSCRIPT
Change & the Middle Manager
W E B I N A R
Change Management
Andy West
www.ilxgroup.com
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Housekeeping Note
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Introduction
Andy West An experienced and professional Project & Change Management
Skills Trainer with experience across a range of market sectors.
Involved in a number of projects covering the design and
implementation of business systems and training solutions within a
number of organisations.
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Purpose of this webinar
To consider the impact change has on the Middle Manager
and the influence the middle manager has on change.
To recognise the impact the Middle Manager has on the
success or failure of change and to suggest strategies to
improve success.
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Change?
• Change
“to make the form, nature, content, future course, etc.,
of (something) different from what it is or from what it
would be if left alone: to”
• “the altering of an entity”
• Change or Transformation?
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Who are the Middle Managers?
SENIOR MANAGEMENT
FRONT LINE STAFF
MIDDLE MANAGERS
• an ‘inert and highly absorbent’ blockage
• “the corporate concrete”
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Morgan’s Metaphors
• Designed for a quick understanding
• Different metaphors deliver change in different ways
• 8 metaphors
• Machines
• Flux & Transformation
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Machine Metaphor
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Flux & Transformation
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
How People React to Change
Kübler-Ross Curve (1969)
Denial
Anger or blame
Depression & confusion
Acceptance
Bargaining
And self-blame
Shock
1
2
3
4
5 6
7
Problem-solving
MO
RA
LE
, E
NE
RG
Y &
P
ER
FO
RM
AN
CE
T I M E
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
What they need
Based on Kübler-Ross Curve (1969)
Mora
le,
energ
y a
nd p
erf
orm
ance
Consistency
Listening
Vision
Options
Support
Time
Warning
1
2
3
4
5 6
7
Motivation
Based on Kübler-Ross Curve (1969)
MO
RA
LE
, E
NE
RG
Y &
P
ER
FO
RM
AN
CE
Consistency
Listening
Vision
Options
Support
T I M E
Warning
1
2
3
4
5 6
7
Motivation
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Stepping Back
• Just who are our Middle Managers?
• Heart of the organisation
• Some years invested in success and the people
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Effective Change
• A Project Maxim: Effective projects need effective
management support
• ‘Profound change occurs when small-scale initiatives are
skilfully nurtured by well-aligned leadership at all levels of
the organization, and then spread.’ Senge et al (1999)
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
The Key Role of Management
• Engaging Middle Management (‘the heart of the organization’)
early in the change process – achieving a ‘critical mass’ of support
• Creating a sense of urgency and need for the change
• Giving privileged access to the thinking that has led to the change
• Piloting ideas and getting feedback on the practicalities of
implementing change from their people
• Involving Middle Managers in developing proposals and plans
that will make change practical and effective
• Responding to their concerns and critiques and communicating
copiously!
• Enabling Middle Managers to communicate credibly and directly
to their people
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Spreading from the middle!
Ideas/ suggestions from frontline Strategy from the top
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Functions & Capabilities
• Encouraging
• Disseminating
• Listening
• Supporting
• Facilitating
• Translating
Encouraging Listening
Disseminating
Facilitating
Translating Supporting
FUNCTIONS
&
CAPABILITIES
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
A final thought
Middle Managers got where
they are through drive and change.
Rather than let them manage the status quo.
Middle Managers need to be encouraged
to keep driving and changing.
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Are there any questions?
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Courses available at ILX Group
APMG – International Change Management™
Foundation e-learning
12 months license from AUD 675 – NZD 730
APMG – International Change Management™
Practitioner Classroom courses 2 days
For upcoming courses contact us
APMG – International Change Management™
Foundation & Practitioner Classroom courses
For upcoming courses contact us
The APMG-International Agile Project Management and Swirl Device logo is a trade mark of The APM Group Limited. APMG-International Change Management is a trade mark of The APM Group Limited. The APMG-International Change Management and Swirl Device logo is a trade mark of The APM Group Limited
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
Exclusive Webinar Offer
Change Management
Book your course visi t ing our websi te i lxgroup.com,
g iving us a cal l on OR send an emai l on AUSTRALIA 1300 459 459 – australia@ilxgroup.com NEW ZEALAND (09) 363 9777 – newzealand@ilxgroup.com
* e x c l u d e s V A T , o f f e r o n l y v a l i d u n t i l m i d n i g h t o n M a y 4 a v a i l a b l e o n t h e c o u r s e s s p e c i f i e d o n l y f o r a 3 m o n t h s l i c e n s e
Foundation 3 Months License E-learning Course Use code EW189CMAPR16
VALID
UNTIL MAY 4
$189
™
I L X G r o u p
4 t h F l o o r , F e t t e r L a n e
L o n d o n E C 4 A 1 B W
P h o n e : + 4 4 2 0 7 3 7 1 4 4 4 4
w w w. i l x g r o u p . c o m
Thank you for l istening
top related