Change June 2014
-
Upload
timothy-holden -
Category
Business
-
view
109 -
download
3
description
Transcript of Change June 2014
![Page 1: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/1.jpg)
Change-it’s good for you!
by Toronto Training and HR
June 2014
![Page 2: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/2.jpg)
Page 2
CONTENTS3-4 Introduction5-6 Definitions7-9 Phases of change10-11 Topics for change12-13 Different schools of thought14-16 Are we complacent?17-18 Urgency-true or false?19-20 Overcoming barriers caused by culture21-23 Changing a culture24-25 Issues in the change management process 26-27 Change agents28-29 Middle managers in the front line of change30-31 Training for change32-34 Focus on the people side of change35-36 Building communication confidence37-38 Factors influencing individual response to change39-40 Levels of engagement41-42 Appreciative Inquiry43-45 Climbing the career ladder46-47 Must haves of an effective change management program49-50 Before, during and after the change process 50-51 Conclusion, summary and questions
![Page 3: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/3.jpg)
Page 3
Introduction
![Page 4: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/4.jpg)
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
![Page 5: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/5.jpg)
Page 5
Definitions
![Page 6: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/6.jpg)
Page 6
Definitions • Change• Successful change• Transition
![Page 7: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/7.jpg)
Page 7
Phases of change
![Page 8: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/8.jpg)
Page 8
Phases of change 1 of 2
• Current phase• Action phase• New phase
![Page 9: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/9.jpg)
Page 9
Phases of change 2 of 2
HELPING PEOPLE MOVE THROUGH THE PHASES• Create a clear view• Move quickly• Communicate
continuously• Recognize early
achievements
![Page 10: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/10.jpg)
Page 10
Topics for change
![Page 11: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/11.jpg)
Page 11
Topics for change
• Benefits management• Stakeholders and
communication• Risk management• Soft skills• Business change
manager
![Page 12: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/12.jpg)
Page 12
Different schools of thought
![Page 13: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/13.jpg)
Page 13
Different schools of thought
• Behavioural approach• Cognitive approach• Psychodynamic
approach• Humanistic
psychological approach
![Page 14: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/14.jpg)
Page 14
Are we complacent?
![Page 15: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/15.jpg)
Are we complacent? 1 of 2
YES, IF…• discussions focus inward
and not on markets, emerging technology, or competitors
• candour is lacking in confronting bureaucracy and politics that slow things down
• people regularly blame others for problems instead of taking responsibility
• past failures are discussed not to learn, but to stall new initiatives
![Page 16: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/16.jpg)
Are we complacent? 2 of 2
YES, IF…(CONT.)• assignments around
critical issues are rarely completed on time or with quality
• cynical jokes undermine important discussions
• meetings on key issues end with no decisions about what must happen now
• passive aggression exists around big issues
• people say, "we must act now”, but then don’t act
![Page 17: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/17.jpg)
Page 17
Urgency-true or false?
![Page 18: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/18.jpg)
Page 18
Urgency-true or false?
• What is false urgency?• You have a culture of
false urgency if…• What is true urgency?• You have a culture of
true urgency if…• Guarantees
![Page 19: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/19.jpg)
Page 19
Overcoming barriers caused by culture
![Page 20: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/20.jpg)
Page 20
Overcoming barriers caused by culture
• Understand readiness for change
• Focus on leadership• WII-FM• Imparting
transformation skills to all employees
• Right metrics drive the right behaviour
![Page 21: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/21.jpg)
Page 21
Changing a culture
![Page 22: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/22.jpg)
Page 22
Changing a culture 1 of 2
• Communicate then communicate again
• Clarify the story for yourself; the organization is moving from what to what exactly
• Consider a new job title; think logo, tagline and headline
![Page 23: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/23.jpg)
Page 23
Changing a culture 2 of 2
• In your communication, clarify that this is a break from the past and what the future will look and feel like
• Live the new cultural values and norms impeccably
![Page 24: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/24.jpg)
Page 24
Issues in the change management process
![Page 25: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/25.jpg)
Page 25
Issues in the change management process
• Organizational issues• Individual or group
resistance to change
![Page 26: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/26.jpg)
Page 26
Change agents
![Page 27: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/27.jpg)
Page 27
Change agents
• What makes a change agent
• Predictors of success• What change agents
are not• Tactics employed by
change agents to create cultures ripe for change
![Page 28: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/28.jpg)
Page 28
Middle managers in the front line of change
![Page 29: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/29.jpg)
Page 29
Middle managers in the front line of change
• How do middle managers contribute?
• Properties and in practice
• Key capabilities which carry a premium in the current context
![Page 30: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/30.jpg)
Page 30
Training for change
![Page 31: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/31.jpg)
Page 31
Training for change
• Timeliness• Need and application• Commitment
• Key training topics
• Characterizing available capacity for change
![Page 32: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/32.jpg)
Page 32
Focus on the people side of change
![Page 33: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/33.jpg)
Page 33
Focus on the people side of change 1 of 2
• Don’t judge individuals by their initial reaction
• Realize that much of what you say immediately after making the announcement may not be heard
• Ask your people how they feel about the change
![Page 34: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/34.jpg)
Page 34
Focus on the people side of change 2 of 2
• Allow your key managers to have time to process and accept change themselves, before they meet with their team members
• Identify and bring key opinion leaders onboard first
![Page 35: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/35.jpg)
Page 35
Building communication
confidence
![Page 36: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/36.jpg)
Page 36
Building communication confidence
• Context• Personalization• Practice• Productivity tools• Availability• The extra mile• Support and
encouragement• Evaluation strategy• Partnership
![Page 37: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/37.jpg)
Page 37
Factors influencing individual response to
change
![Page 38: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/38.jpg)
Page 38
Factors influencing individual response to change
• Nature of the change• Consequences of the
change• Organizational history• Type of individual• Individual’s history
• Additional questions to ask
![Page 39: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/39.jpg)
Page 39
Levels of engagement
![Page 40: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/40.jpg)
Page 40
Levels of engagement
• Real commitment• Supportive enrolment• Genuine compliance• Formal compliance• Grudging compliance• Non-compliance• Apathy
![Page 41: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/41.jpg)
Page 41
Appreciative inquiry
![Page 42: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/42.jpg)
Page 42
Appreciative inquiry
• What is it?• What does it cover?• The volunteer model
![Page 43: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/43.jpg)
Page 43
Climbing the career ladder
![Page 44: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/44.jpg)
Page 44
Climbing the career ladder 1 of 2
• Add value to your position
• Let others know what you want to do
• Ask others for support• Develop a strategy for
success• Learn new skills• Make yourself
indispensable• Don’t underestimate the
competition• Keep on networking
![Page 45: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/45.jpg)
Page 45
Climbing the career ladder 2 of 2
• Enhance your personal image
• Embrace change
![Page 46: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/46.jpg)
Page 46
Must-haves of an effective change
management program
![Page 47: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/47.jpg)
Page 47
Must-haves of a change management program
• Gain support with the right pitch
• Manage the risks• Prioritize• Set the pace• Pre-empt change
fatigue• Choose the right
people• Keep leaders visible• Measure success
![Page 48: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/48.jpg)
Page 48
Before, during and after the change
process
![Page 49: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/49.jpg)
Page 49
Before, during and after the change process
• Questions to ask• Managing oneself• Achieving successful
cultural change
![Page 50: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/50.jpg)
Page 50
Conclusion, summary and questions
![Page 51: Change June 2014](https://reader036.fdocuments.us/reader036/viewer/2022062511/54bc62bb4a7959d7738b459a/html5/thumbnails/51.jpg)
Page 51
Conclusion, summary and questions
ConclusionSummaryVideosQuestions