leading transformations with people ( people excellence) aug 2016
TRANSCRIPT
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Leading Transformations WITH People
Presenter: Manish Arneja Global – Organisational Development Manager, FONTERRA
MANISH ARNEJA Global Organisational Development Manager, FONTERRA
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What do we mean – when we talk about transformations?
Usually we think about shift
in strategies, processes,
practices and systems
What we forgot ?
It happens when people
shift behaviours / beliefs
BUILDING A BRIDGE CROSSING THE BRIDGE
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Problem is we think we “KNOW”
• The benefits are clear • Business case is solid ($$$) • Easily to measure • If we build , people will use
What we forget?
Each individual interprets and view the world differently based on our
experiences, biases and fears
• Fear • Comfort Loss • Loss of Control
The reality is - We NEVER know… …. what assessments people make
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Where the failure happens?
Building the bridge (Business Case Achievement)
Adaption/Usage of bridge (Realise Benefit)
Gap ($)
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Example: A change/ transformation situation
My world – “Set Ways of working” Sense of Control , Familiarity
Change :Choice/ Judgement Opportunity / Threat
Internal Decision/ Ask others To Support/ Not
ACT Resist …..Neutral….. Commit
Good Leaders – manage this proactively – leading to commitment
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What goes on people’s mind?
I WON’T
(Motivation)
I DON’T WANT
(Fear Loss) I CAN’T
(Ability)
Disagree with change
No Motivation/ Support Future Security/ Missed
Opportunity
Lack of personal
capacity
No time or other priorities
No Incentive/ Reason
Personal Losses. E.g.
Job, Pay, Role or Status
Work Relationships Take time to learn
1 2 3
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What is your level of commitment today for this session?
DON’T WANT TO
BE HERE I WANT TO
CONTRIBUTE
1 2 3 4 5 6 7 9 10 8
DON’T KNOW
WHAT TO EXPECT
HAVE TO DO IT /
NO OTHER WAY HAPPY TO
LEARN
High Resistance High Commitment
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My learning on managing change with people
Empathy (Feeling/
Reactions)
Support (during change)
Realign the project based on
needs
Conversations /Involvement
(With groups and leaders)
Managing change is not rocket science, if we can focus on key elements
1 2 3 4
Appreciated Involved
Protected Supported
TRUST
OPEN UP
BE INFLUENCED
PARTNERSHIP Prefrontal Cortex
How it triggers different reactions?
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Possibilities happen through conversations and involvement. UNSAID = SAID . EMPATHY GETS CREATED.
JUDGEMENT
ASSUMPTIONS
CONCLUSIONS
SHARED MEANING
CREATE REALITY
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How can we manage the transformations with people?
OLD WAYS NEW WAYS
Reduce the attractiveness Make them attractive
Take off Support Provide Support
Predict and Plan Rather than React
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Addressing the needs through change planning:
Leaders- Role Model
Awareness: Benefit for ME
Peer Support
Exciting Future Vision
Conversations
Early Involvement
Allow some decisions
Supportive
Environment
Training
Incentive for future
Clear Success
Measure
Line Manager
Coaching
Support when learning
I WON’T
(Motivation)
I DON’T WANT
(Fear Loss) I CAN’T
(Ability)
1 2 3
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Aligning Change Measures of Project Success B
usin
ess C
ase
Ach
ievem
en
t
Measuring the activities
Employee Engagement
Behaviours and Capabilities
Improvement in Performance
Return on Investment
Time