The Right Way to Manage Change?
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The Right Way to Manage Change? Esther Cameron + Mike Green Authors of Making Sense of Change Management
description
The Right Way to Manage Change?. Esther Cameron + Mike Green Authors of Making Sense of Change Management. The change management landscape – the good news!. Many organisations are demonstrating increased investment in good quality management and leadership training - PowerPoint PPT Presentation
Transcript of The Right Way to Manage Change?
The Right Way to Manage Change?
Esther Cameron + Mike GreenAuthors of Making Sense of Change
Management
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The change management landscape – the good news!
• Many organisations are demonstrating increased investment in good quality management and leadership training
• There is much improved attention to project and change management processes/frameworks and more rigorous planning, monitoring and controlling
• There is more awareness of the need to engage people in change and deal with resistance
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The change management landscape – the gaps?
• Lack of awareness of the skills ‘stretch’ required to
lead significant change• Too much ‘doing’ and not enough framing and
containing• Belief that there is a perfect way to plan change in
which everything goes exactly to plan
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So what do effective change leaders do?
Focus on what needs to change
the Discomfort
Develop a well-thought through plan
the Design
Take people towards the vision
the Buy In
Align disparate interests the Connectivity
Have a plan and follow it through the Project
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• Doggedly pursues the plan • Holds people to account • Leads by driving a project
through to completion
• Critical projects• Tighter compliance• New legislation
“Just follow the plan and we’ll get this
done”
TENACIOUS IMPLEMENTER
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• Asks the difficult, penetrating questions
• Spots dysfunction and resistance • Creates discomfort and unease when
things aren’t improving
• Crisis• Improving supply chain management• Creating a sense of urgency
“This is a serious problem. Can’t you
get some traction on this?”
EDGY CATALYSER
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• Is principal architect and designer of the strategies
• Crafts seemingly disparate ideas into a way forward
• Adjusts the internal systems to meet external drivers of change
• Longer term strategies• Complex organizational change• New product/service design &
implementation
“Let me explain how it all fits together”
THOUGHTFUL ARCHITECT
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• Articulates a compelling picture of the future
• Gives clarity of purpose to people by promoting a motivating vision of the future
• Holds the vision long enough and strong enough for others to step into
• Growing an enterprise• Cultural change• Longer term, complex change• Demotivated workforce
“Let’s work together towards a brighter
future”
VISIONARY MOTIVATOR
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• Reinforces what’s important and establishes a few simple rules
• Calmly influences complex change activity through focused reassurance
• Connects people and agendas
• Working with partners & stakeholders
• Cultural change• Mergers, acquisitions, restructures• Crises
“Get together and take time to focus on
this”
MEASURED CONNECTOR
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Conversation 1 • In your current change work, which of the five
qualities/roles are you demonstrating to good effect? • Which might you need to master over the coming
months + why?
Tenacious Implemente
r
“Just follow the plan and we’ll get this
done”
Edgy Catalyser
“This is a serious
problem. Can’t you get
some traction on
this?”
Thoughtful Architect
“Let me explain the
key concepts and
frameworks”
Visionary Motivator
“Let’s all move
towards a brighter future”
Measured Connector
“Get together and take time to
focus on this”
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Less is More?
•Holding back from so much doing•Practising minimal interventions•…developing Negative Capability
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Less is More: Principles for Change Managers
1. What we resist persists, what we accept dissolves2. By doing the least, the most is achieved3. When the change manager rests in a place of non-
action, everything gets done without any effort4. When the individual or the organisation makes a
speedy recovery the change manager stays alert to the possibility of a relapse
5. When progress is slow the change manager keeps open the space where an unexpected miracle might occur
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Tenacious Implemente
r
“Just follow the plan and we’ll get this
done”
Edgy Catalyser
“This is a serious
problem. Can’t you get
some traction on
this?”
Thoughtful Architect
“Let me explain the
key concepts and
frameworks”
Visionary Motivator
“Let’s all move
towards a brighter future”
Measured Connector
“Get together and take time to
focus on this”
Plan at the right level
If others don’t see the problems you
see, they might not be as important as
you think
Use elegant, minimal
explanations
Be able to describe an
attractive future in 3 minutes
Frame meetings well, create a
safe space and keep watching
Less is More…
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Conversation 2From what you have heard:What new ideas or insights do you have?What might you do differently?
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Summaryo Know your strengths as a change leadero Stretch yourself as a change leader – step into
unfamiliar roles when you need to
o Remember that you don’t always need to be doing or interactingo “allow the inner knowing to emerge”o Sometimes it’s enough to describe the
dilemma and wait….
o Recognise the need for feedback loops and adaptability as changes progresses.
There’s no such thing as a perfectly planned change!
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The End
handouts available+ books for sale!
www.integralchange.co.uk www.transitionalspace.co.uk
