1. Leading people through ChangeIrina Burgess Life comes at us in waves. We cant always predict or control those waves, but we can learn to surf Dan Millman

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3. A definition of Performance 3

4. The Change Game 5

5. Reactions andResponses 6

6. Take outs1. We always need to put change in context2. Start with the easiest changes to build trust and momentum3. Gain group as well as individual responsibility for change4. There is a limit to how much change people can handle5. Planning and preparation is key 7

7. Change and uncertainty can be 8

8. Ultimately 9

9. Whats your Blueprint?

10. Change can create a stress responseUnhealthy Stress Response Healthy Stress Response Based upon imagination / Based on a clearly stories taken to be real perceived and real threat Tendency to over or The response is under react measured Response hinders coping Response assists coping Emotions and intelligence Emotions and intelligence at variance working together 11

11. Extended negative stress Change fatigue from input overload sets in Black and white thinking escalates Overall health and well being deteriorates Low level anxiety is the norm Sick leave escalates People act out 12

12. 5 Quick Tips for handling your Emotions when stressed1. Take 6 deep breaths2. Talk to someone3. Label your emotions4. Change your physical state5. Play music to shift your mood 13

13. Why some changeefforts fail and otherssucceed 14

14. Key Components of Change Action Vision Skills Reinforcers Resources Plan Effective Change Action Skills Reinforcers Resources Plan Confusion Action Anxiety Vision Reinforcers Resources Plan Vision Skills Resources Action Plan Slow change Vision Skills Reinforcers Action Plan Frustration Vision Skills Reinforcers Resources False Starts

15. Biggest Obstacles to Successful Change1. Ineffective change sponsorship from senior leaders2. Resistance to the change from employees3. Poor support and alignment with middle management4. Lack of change management resources and planningRef: Best Practices in Change Management Benchmarking Report, Prosci Research. 2013 16

16. The ADKAR ModelDeveloped by Jeff Hiatt, owned by Prosci Research 17

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18. 1: Create Awareness of the need forchange1. Clarify Key Messages as to why this change is necessary2. Select multiple communications across multiple Channels3. Share information early and often 19

19. 2. Build Desire to support andparticipate in the change 1. Identify your audience 2. Identify organisational and individual contexts for change 3. Stretch ambivalence 4. Address internal motivators where possible 20

20. We change for a reason 21

21. 3. Make Knowledge Available Knowledge represents the information, training and education necessary to know how to change Creating Knowledge training and education programs open and ready access to information examples and role models 22

22. 4. Ability turning knowledgeinto actionWhen we ask employees to act or work differently,we are really asking them to concurrently:1. Develop new or different physical capabilities (motor skills).2. Approach work differently and apply new work methods (analytical or cognitive ability).3. Interact differently with co-workers, customers and suppliers (changes in behaviour) 23

23. 5. Reinforcement of the change Establish a system of controls Ask for and provide regular positive feedback Ensure a policy of rewards and recognition combined with punishments Create a continuous system of monitoring and measuring performance to take corrective actions 24

24. The Pitch 25

25. Message management - Framing Creates Meaning 26

26. Lessons from Advertising 27

27. Take Aways 28

28. Life comes at us in waves. We cant always predict or controlthose waves, but we can learn to surf Dan Millman 29