Who are bozeat consulting and how we help organisations facilitate change november 2005
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Transcript of Who are bozeat consulting and how we help organisations facilitate change november 2005
Sustain-ability
ProvenTechniques
Behaviour change
TrustingRelationships
Programme management
Goals and
Results
Customer
What we do Principles How we do it
InspirationalLeadership
SalesSuccess
ServiceExcellence
Accelerating change
Research(Discovery)
PersonalDevelopmentJourneys
Guerrilla Coaching
Consulting
Guaranteed resultsOffice: 01530 271272
Fax: 0870 9124326 Mobile: 07989 673095 E-mail: [email protected] Web: www.bozeatconsulting.co.uk
© Bozeat Consulting
What some of our client’s say:
• “You are one of the very few [coaches] who can light the lamp in the mind of the student and make it clear.”
Alan - Senior Engineer, Rolls-Royce Aerospace
• “We had seen over ten training companies and individuals in the last ten months, we chose you for a number of reasons. Firstly because of your very professional approach, you took the time to listen. Also because of your strong sales background you could fully understand our issues. Finally we were impressed by your ability to hold the audience in the palm of your hand.”
Keith London - Managing Director - ACT
• “Thank you for the two day workshop, everyone without exception enjoyed the experience and is now enthusiastic to initiate a change. A comment from all the participants… ‘nice guy, changed my views about consultants’ ”
William Martin - Managing Director - GT Martin
• “Simon is unbelievably incredible. I am in awe watching him during delivery and amazed at how far he has moved the team on during the short time he has worked with them"
Julie Laporta, Human Resources Manager, Corporate Express
Who we’ve worked with:
• Business Post• Camping & Caravanning Club• Corporate Express• Department of Work and Pensions• Ford Motor Company• Genesis Communications• GPT• Institute of Directors• Edwards Geldard• HBOS• HBOS GSI• IVAX pharmaceuticals• Job Centre Plus • Natural History Museum• Opal Telecommunications• Rolls-Royce Aerospace• Siemens• SPS Technology• Swan National • St James’s Place• T-Mobile
Plus many SMEs and micro-businesses
© Bozeat Consulting
1. Discovery – extensive research 2. Agreeing goals and outcomes3. Developing a solution4. Mobilising commitment5. Implementation6. Monitoring performance improvement7. Closure and sustainability
We adopt a rigorous 7 step approach to deliver outstanding results
© Bozeat Consulting
Vision
Values
Behaviours
ObjectivesStrategies
Actions
OutcomesResults
LLogical
RCreative
Right ActionsRight
Behaviours
Right StrategyRight Values
We help you work on the right side so the left side is consistently delivered
World class organisations work on both sides simultaneously
© Bozeat Consulting
The key challenges of the Change Agent
• The following pages provide an insight into the principle challenges, approaches and techniques adopted by successful Change Agents
• It is the product of extensive research and our practical experience of leading 28 significant change projects since 1993
• Projects have encompassed 1,000s of people in multi-nationals, SMEs and even micro-businesses in both the private and public sectors
© Bozeat Consulting
We help you shorten and lessen the depth of the change curve
© Bozeat Consulting
Declare theFuture
Declare theFuture
Agreement toChange
Agreement toChange
Consultation &UnderstandingConsultation &Understanding
CommitmentCommitment
Continuous CommunicationContinuous Communication
Change Agents engage and enrol people to create a new world
© Bozeat Consulting
10 steps to a successful transformation
1. The organisation has ‘pain’ and a compelling reason to need to change
2. Bring a powerful coalition together who will drive the change agenda
3. Create a compelling vision that inspires people4. Develop a comprehensive, practical, understandable and
flexible plan and route map with key milestones 5. Communicate, communicate, communicate!6. Equip the leaders with the change agent’s toolkit7. Generate and celebrate a series of small wins8. Confront resistance and ‘change the people or change the
people’9. Sustain momentum by taking on bigger challenges10. Embed the changes until they become habits
© Bozeat Consulting
Changing the culture of an organisation
• ‘command & control’• bureaucratic & rigid• communication top down
• functional silos• escalation upwards• training for training's sake• ‘them & us’ blame culture• boring & stuffy• change only from the top• no consequence for poor
performance
• ‘stretch & support’• flexible & responsive• communication top down, down up & side to side• cross functional teams (matrix thinking)• escalation sideways• business focussed training • ‘who cares as long as the job gets done!’• fun & exciting• people give themselves permission to implement change• peak performers rewarded,
poor performance swiftly addressed
From:- To:-
© Bozeat Consulting
Changing the culture of an organisation
• focus on results• appraisals annually• appraisals top down
• focus on finding fault• same job for life• management• focus on now• we know best• ‘I've failed’• ‘get it right first time or don’t do it at all’
• focus on results and process• continuous feedback• feedback from peers, direct reports & the boss• focus on celebrating success• multi-skilled• leadership• focus on now and tomorrow• we’re here to learn from
others• ‘i’ve had a little learn’• ‘accept that we will not always be right and take rational risks’
From:- To:-
© Bozeat Consulting
The ingredients of a major change campaign
• Takes time for the decision makers to decide what to do
• The decision to proceed may be relatively straightforward, the tough part is the implementation
• Involves talking to more than one person• Involves more than one method of influencing• Relies on personal reputation• Likely to encounter many forms of resistance• Likely to leave many casualties
© Bozeat Consulting
Evolution of a change teamIvory Tower
•Data analysis•Escalation alwaysupwards•Creativity•Producing reports•Little influence•‘Glory boys’•Defensive•Seen as a cost
Push
•Telling•Presenting•Persuasion by argument•Contact with but ineffective use of powerful people•Beginning to practice being a consultant•Some small wins•Perceived by the line as an initiative•Plenty of knock backs•Morale can become a n issue•Team fragmented
Pull
•Asking questions•Seeking information•Using powerful stakeholders well•Building in confidence•Closer integration with the line•Greater number of predictable and larger wins•More professional in approach•Increasing number of requests for help from the line•Team members are self-supporting
Consultants
•Holistic approach to change•Seen as centre of excellence •Operating as partners in the business•Experienced & successful change agents•Operating at a behavioural, tactical & strategic level•Significant change projects•Greater influence•Seen as value added•Self sustaining•Team members promoted into more responsible positions
© Bozeat Consulting
Benchmark Performance
Consultancy skills e.g.•facilitating•influencing•listening•team working•change methodologies
Technical skills
© Bozeat Consulting
Being a Change Agent is like being a sales person because…
• It’s all about influencing and persuading people to make a decision to buy a new way of doing things
• It often involves building a case for change with many people
• The skills of qualifying, presenting, negotiating, closing & implementing are the same
• There is often competition (either internal or external)
• There will be resistance and objections• It’s a people thing!
© Bozeat Consulting
Why being a successful Change Agent (CA) is often much tougher than being a
salesperson• The customer finds it easy
to make demands of the seller
• Companies that sell often have an admin’ team, marketing dept, sales people & technical experts
• Professional sales people turn services into packages to make them easier to sell
• Sales people understand the difference between selling & marketing
• CAs often have many different priorities and cannot always ‘jump’
• A CA may be asked to fulfil many different roles only some of which (s)he will be suited for
• CAs have to sell services & consultancy which is often much harder than selling products
• The distinction between marketing & selling may not be so clear
© Bozeat Consulting
Why being a successful change agent is often much tougher than being a
salesperson continued…
• Buyers expect salespeople to sell and are prepared to be lead
• Salespeople are trained to sell e.g. to qualify, present, negotiate etc
• Salespeople are motivated by targets to close sales
• Top salespeople recognise the skill in the profession and develop a strong sense of identity
• Salespeople when selling normally have only one agenda
• Easy to criticise an external company if things go wrong
• Buyers may have many different expectations & suspicions of a CA
• CAs are unlikely to have the same background & skill
• CAs can be motivated by many different things
• CAs can be cynical about the profession & not identify themselves as salespeople
• There may be many agendas and corporate politics
• An internal customer will have to be careful about criticising a CA
© Bozeat Consulting
The 8 classic objections to change
• “We haven’t got the time/it’s not high enough on my list of priorities”
• “My boss wants it but I don’t”• “I want it but my boss doesn’t”• “We tried that before & it didn’t work then”• “It might have worked for xyz department/company
but we’re different”• “We’re already doing that”• “I can’t see how all the effort will have to put in will
bring us the results we’re looking for”• “I just don’t have the resources”
© Bozeat Consulting
Great change agents are great coaches They...
• Possibility• Being v Doing• Commitment• Breakthroughs• Breakdowns• Coaching relationships• Achievement• Acknowledgement &
appreciation• Coaching conversations• Being a ‘stand’• Coaching excellence• Personal habits
• Resignation• Confusion• Not letting go• Fear of failure• Resistance• Mistrust• Blame• Low self image• Cynicism• Resistance to new thinking• Having to know• Feeling wrong• The past
Distinguish: Confront:
Accountabilities of a coach:
- A Coach is a manager of conversations- Coaching conversations are intentional and directed- A Coach is responsible for the results of his/her conversations
© Bozeat Consulting
Qualities of a great coach• Being ‘Coachable’
– Surrendering the right to judge and withhold from your coach. Being able to empower another to empower you.
• Unreasonable– Demanding more from yourself and others than can be
reasonably be expected• Responsible
– Having the power to cause action. Taking 100% responsibility for actions.
• Compassionate– Total empathy and respect for the coachee.
• Inquiring– Committed to a lifetime of learning. Living with questions
not answers.’