Julie Evans HR Director Intelligent Energy Limited

Transcription

1 Julie Evans HR Director Intelligent Energy Limited

2 So why does change sometimes appear complicated? Why does change fail?

3 Unclear Objectives Divisions in leaders / lack of alignment of leadership Too much energy front end lose sight of end game Ask the question Lack of on-going commitment Lack of visible progress Wrong or insufficient measures Leader changes Over identification with 1 leader Try to do too much in 1 go Natural entropy Story changes part way through Real drivers for change not understood People don t identify with the real drivers / make the connection Lack of capability people / processes Lack of resources All areas of change not aligned / in conflict with each other Initiative fatigue

4 Turn the reasons why change has failed in your organisation into positive statements and build them into how you manage change. It is important to focus on what is right for your organisation. It is not one size fits all.

5 What needs to be in place or considered for a major change programme to be successful?

6 Embedding Change Ask the question

7 Processes & Systems Strategy, Vision & Goals Resources & Capability Embedding Change Organisation shape, size & location Reward & Recognition Leadership

8 Consider change holistically as a system Ensure all elements of the change are aligned You can use the change wheel as a tool to ensure you have considered everything you need for successful change Where you want to start or drive the change from initially It can be useful for engagement too

9 Organisation/Business Change Individual Change

10 Establish & Articulate need Prepare the ground Plan Implement Embed & Measure Establish & Articulate need Pre par e the gro und Plan Im pl e m en t Embed & Measure

11 Unclear objectives Real drivers for change not understood People don t identify with the real drivers / make the connection Establish & Articulate the Needs Define clear objectives for the change Understand what the burning platform is Describe where you are now, where you want to be and the gap Work out what this means to those impacted by the change Articulate the need start with the end in mind What are we trying to do? Why are we doing this? Do we have a shared understanding of what change is needed? Where are we trying to get to? What will the future look like if we are successful? What will we see people doing, saying, behaving differently? Business Strategy Current Performance metrics Organisational Review Culture Web Understanding where to drive change from

12 Create the climate for change Step 1 Create a sense of urgency Step 2 Build a guiding team Decide what to do Step 3 Develop the change vision & strategy Make it happen Step 4 Communicate for understanding & buy-in Step 5 Empower/ enable action in others Step 6 Create short term wins Step 7 Don t let up Make it stick Step 8 Make change stick

13 Make It Stick Make It Happen Decide What To Do Set the Stage Stage What does it mean? What might you be doing? 1 Create a sense of urgency Help others to see the need for change and the importance of acting immediately 2 Pull together the guiding team Make sure there is a powerful group guiding the change one with leadership skills, credibility, communication ability, authority, analytical skills, and a sense of urgency. 3 Develop the change vision and strategy 4 Communicate for understanding and buy-in Clarify how the future will be different from the past, and how you can make that future a reality. Make sure as many others as possible understand and accept the vision and strategy 5 Empower others to act Remove as many barriers as possible so that those who want to make the vision a reality can do so 6 Produce short-term wins Create some visible, unambiguous successes as soon as possible. 7 Don t let up Press harder and faster after the first successes. Be relentless with initiating change after change until the vision is a reality. Examining the market and competitive realities Identifying crises, potential crises, or major opportunities. Pulling together a steering group with power in the organisation. Key stakeholder map Establishing a project team to work through the details of the change. Agreeing terms of reference for those involved. Team building activities to get the groups to work together Visioning session exploring ideas and then narrowing down to the main points. Strategy development sessions involving key people to agree how the vision will be achieved. Using communication planning tools Consider a variety of comms vehicles Steering group and project team to identify and role model new behaviours to support the vision and strategy. Change systems and structures which undermine the vision and strategy Encourage risk-taking and non-traditional ideas brainstorming, focus groups, ad-hoc coffee machine discussions with as many as possible to help identify and tackle barriers. Planning and communicating visible changes Rewarding people visibly for making changes. Steering group & project team to role model new world. Consolidate changes and introduce more changes Use increased credibility of the change programme to challenge and change further systems, processes and policies which don t fit with the vision Recruit and promote people who live the vision Re-energise the teams involved with new people and ideas regularly. 8 Create a new culture Hold on to the new ways of behaving, and make sure they succeed, until they become strong enough to replace old traditions. Retain changes by constantly rewarding those who display the right behaviour. Don t publicly penalise those who may falter a little at first, instead provide extra support, training, guidance&clarity on the consequences of continued failure. Articulate links between achievement of the vision and organisational success Develop means to ensure leadership succession reflects the vision.

14 It is important to recognise that we all react differently to change This applies equally if you are driving change involving others or the change is being done to you

15 Consider a big change that was presented to you or a sudden major change in your personal circumstances How did you feel? What emotions did you go through?

16 Anxiety Happiness Fear Threat Guilt Depression Disillusionment Hostility Denial Gradual acceptance Moving forward

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18 Recognise where people are in the transition & help them to recognise where they are Work through strategies with them to help move them through the phases Communicate the reasons for the change and what it means for them Understand their anxieties Focus on the positives of the situation but also be realistic Engage them/ involve them What help/ training would help them adapt to the change People who get stuck perpetuate old ways of working.

19 This is useful when someone feels powerless or weighed down with lots of things that are not going well. It is also useful when people focus on why everything that is wrong is caused by someone else. Steven Covey encourages you to focus on what you can do instead of worrying over stuff that you have no real control. The one thing that we can control is our conscious choice on how we respond to Where you can focus your energy & time Circle of Concern Where do you choose to focus your energy & time? Generally, where do people typically focus their energy & time? Circle of Influence Where do highly effective people focus their energy & time? They focus on things they cannot control. This can be a waste of time & energy. They think & act primarily on things they can influence & hence make a difference to. Not on things they cannot control. This has the added effect of expanding their circle of influence as they gain more power & respect.

20 Change Wheel Phases of change Kotter s 8 step change model Transition curve Circle of influence Stakeholder mapping Culture web

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22 High Able to block the change Do not ignore Key target group Focus on gaining their support Potential champions Enlist their support Degree of power & influence Likely to resist but with little effect Monitor Potential support Engage Likely to support Aim to increase their influence Low Opposed Neutral/undecided Supportive Stakeholder position

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24 Cultural Mapping The aim of cultural mapping is to understand how an organisation's culture will affect its ability to change and adapt to new policies or environments. Faced with similar environments organisations respond differently. The collective behaviour of managers and employees can be described as the culture of the organisation (deeper level of basic assumptions and beliefs). Using the cultural web can help to: understand that culture; understand how the culture contributes to the problem; and work out how it needs to change in order for the organisation to deliver the strategy effectively.