Change Management Web seminar from ASPE Training And PMO Partners LLc
|
|
- Prosper Pearson
- 6 years ago
- Views:
Transcription
1 Change Management Web seminar from ASPE Training And PMO Partners LLc PG page 1
2 Change Management Objectives Become skilled at change management and the necessary elements for successful change management. Identify the stages of change that people and organization s encounter. Discover the reasons people resist change and strategies for overcoming resistance. Learn tactics to minimize negative change impacts by using the change curve model.
3 of all change initiatives fail!
4 Change Management is It s a bird; it s a plane; it s A verb Our focus needs to be on how to change this business process. A noun Change management is a key process on our projects. An adjective I have been developing my change management skills.
5 Change Management is An approach to transitioning individuals, teams, and organizations to a desired future state. It can also refer to a project management process wherein changes to a project are formally introduced and approved. Source: Wikipedia Why is change management important in your workplace?
6 In Simple Terms Change management simply means moving people from the current state to a desired future state. Transitioning from as-is to to-be. Why do you think change is difficult for people?
7 Necessary Elements for Successful Change Management Support Buy-in Participation Impact Analysis Communication Readiness Assessment Change Management Responsibilities
8 Kurt Lewin s Change Management Model
9 Background for Stage 1 Unfreeze Prepare people for why the change is needed. Communicate consistently why the change is necessary. Challenge the status quo and the way we do things around here which is a difficult step for many. Realize people could react strongly and there will be a level of uncertainty depending upon how much change is involved. Obtain buy-in and support for the change.
10 Stage 1 How to Unfreeze Identify what has to change. Analyze the current state and why change is necessary. Gain buy-in from senior management. Perform stakeholder identification and stakeholder analysis. Define why change is needed. Communicate the change vision. Attend to issues and concerns of employees related to the change.
11 Background for Stage 2 Change Transition from unfreeze to change takes time. Uncertainty will start to be resolved. Support and commitment are achieved. People will begin to participate in the change. Explain WIIFM for stakeholders regarding the change. Communicate consistently throughout this transition phase. Change involves a big time commitment and hands-on management.
12 Stage 2 How to Change Communicate throughout the change lifecycle the benefits and impact to employees. Address gossip and rumors with transparency and honesty. Encourage people to get involved and consistently provide direction. Identify short-term milestones to show success. Remember to include internal and external stakeholders during this stage.
13 Background for Stage 3 Refreeze Transitioning from Change to Refreeze involves embracing of the new ways. Stabilization and consistencies begin to be realized. Internalization and use of changes are accomplished on a daily or routine basis. Confidence in the new ways of doing things is achieved. A foundation is established for the next change initiative. Success of managing the change is celebrated.
14 Stage 3 How to Refreeze Entrench changes in the workplace. Maintain support of the change and overcome roadblocks for sustaining the change. Reward supporters of the change. Modify organizational structure and job descriptions as needed. Train and support people on new processes and continue to communicate. Celebrate change accomplishments.
15 Top 10 Reasons People Resist Change* 1. Loss of control 2. Excess uncertainty 3. Surprise, surprise! 4. Everything seems different 5. Loss of face 6. Concerns about competence 7. More work 8. Ripple effects 9. Past resentments 10. Sometimes the threat is real * Adapted from HBR Blog Network by Rosabeth Moss Kanter posted on September 25, 2012.
16 1. Loss of Control Protecting your turf and needing control over your territory. Strategies: Leave room for choices Include people in planning Include people in implementation
17 2. Excess Uncertainty Avoiding the unknown and not getting out of your comfort zone. Strategies: Communicate the vision for the change Create confidence in the change management initiative Ensure understanding
18 3. Surprise, Surprise! Having a change inflicted on you suddenly, without warning or preparation. Strategies: Keep changes in the open Try to void secrets If secrets are necessary, provide clues of what is going to happen
19 4. Everything Seems Different Feeling uncomfortable due to changes that take you out of your habits and routines. Strategies: Limit the number of changes introduced at one time Provide some familiarity Avoid invoking change for the sake of change
20 5. Loss of Face Becoming defensive if a change didn t work and it is now being replaced. Strategies: Sustain people s self-esteem by respecting elements of previous initiatives Help people understand the need to evolve Help people let go of the past
21 6. Concerns About Competence Resisting change when you feel unintelligent or fear the change will fail. Strategies: Communicate clearly about the change Provide training and support Help people see they can do it Consider running the two processes concurrently to aid in the transition
22 7. More Work Feeling overloaded, especially if things go wrong in managing the change. Strategies: Have some of the team solely focus on the change Use rewards and recognition for team members Reward others who made sacrifices to make the change happen
23 8. Ripple Effects Feeling the ripples of change through work disturbances rebelling against the change. Strategies: Perform stakeholder identification Perform stakeholder analysis Conduct impact analysis to identify how to minimize disruptions
24 9. Past Resentments Having a difficult time letting go of the past and of history. Strategies: Respect the past and memories of team members Check if any repairs need to take place before moving toward the future state
25 10. Sometimes the Threat is Real Resisting change when you know there will be downsizings, losses, or replacements. Strategies: Be fair Tell the truth Be transparent Implement quickly
26 Change Curve Model* * Most people attribute the Change Curve Model to Elisabeth Kubler- Ross and her work with the grieving process.
27 Minimizing Negative Change Impacts
28 Stage 1 Provide information for understanding. Share how to get help regarding reactions to the change. Communicate frequently with those impacted. Share where to get information. Answer all questions.
29 Stage 2 People may resist either actively or passively. Allow for feelings, anger, and concerns to be stated. Poor management of this stage leads to chaos. Prepare for this stage by performing impact analysis. Determine mitigation strategies. Monitor this stage for unforeseen reactions.
30 Stage 3 Turning point for change management from chaos to success. Support people in the need to test and explore how they will be impacted by the change. Provide training and support, if necessary. Allow time for acceptance and some lack of productivity until adjustments to the change occur.
31 Stage 4 Changes will become comfortable. People will see improvements for processes. Benefits will be realized (e.g., productivity, efficiency, ROI, etc.). Celebrate successes so people begin to see change can be good.
32 Summary: Change Management The key elements of change management are essential for successfully handling transitions. The change curve model explains the four stages of change people and organization s encounter. Using strategies to overcome resistance to change makes implementations more successful. An impact analysis can be developed to minimize negative change impacts in alignment with the change curve model.
If it is worth doing, it is worth doing slowly Mae West CREATING FOLLOWERSHIP DURING CHANGE MARCH, 2011 SUSAN L. NEWTON
If it is worth doing, it is worth doing slowly Mae West 1 CREATING FOLLOWERSHIP DURING CHANGE MARCH, 2011 SUSAN L. NEWTON HOW PREVALENT IS RESISTANCE TO CHANGE? It is generally acknowledged that in an
More informationGiving and Receiving Feedback
Penn State Performance Management: Giving and Receiving Feedback Adobe Connect Seminar: Individual Contributors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania
More informationJohn Doris 6 December Managing People Through Change
John Doris 6 December 2016 Managing People Through Change Change is always happening There is nothing permanent except change. Heraclitus (circa 500 BC) Sometimes change appears gradual. Other times change
More informationHow to Survive (and get your employees to embrace) Change. Dr. Susan Stoker Pikes Peak Community College
How to Survive (and get your employees to embrace) Change Dr. Susan Stoker Pikes Peak Community College Examples of Personal Changes New Baby Marriage Buying a House Moving from one state to another Divorce
More informationUsing ADKAR to Implement Change. Organizational Development Winnipeg Regional Health Authority
Using ADKAR to Implement Change Organizational Development Winnipeg Regional Health Authority Session Goals To promote and support large organizational change while minimizing the impact on the daily operations.
More informationPerformance Management: Giving and Receiving Feedback
Performance Management: Giving and Receiving Feedback Seminar for Supervisors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania State University. All rights reserved.
More informationCertified Change Agent Program. (incl. Developing Change Agents) Rich Batchelor Day 2
Certified Change Agent Program (incl. Developing Change Agents) Rich Batchelor Day 2 Workshop Agenda Day 1 Morning Welcome & Introduction The Challenge of Change What is change Types of change Human emotions
More informationVisionary Leadership. A leadership style to get your team aligned toward achieving your vision.
Visionary Leadership A leadership style to get your team aligned toward achieving your vision. Table of Contents No More Business As Usual...3 What is a Visionary Leader?...3 Visionary Leaders Love New
More informationChange Management Training UK Consultant
Change Process Change Management Training UK Consultant Rapid change in technology, communications and information mean that organisation leaders must examine the fundamentals of their organisations. In
More information2009 Annual Fall Technology Conference HIMSS Midwest Area Chapters
2009 Annual Fall Technology Conference HIMSS Midwest Area Chapters 1 Vote early and often This phrase is variously attributed to three different Chicago sources: William Hale Thompson, mayor 1915-23 &
More informationInstructor's Manual. to accompany PROJECT MANAGEMENT. A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING ELEVENTH EDITION
Instructor's Manual to accompany PROJECT MANAGEMENT A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING ELEVENTH EDITION HAROLD KERZNER, PH.D. John Wiley & Sons, Inc. Table of Contents PART ONE:
More informationStrategic Planning Game Plan
Strategic Planning Challenges Strategic Planning Game Plan Lack of candid, open evaluations of current performance, competencies or weaknesses Guarded silos and protected turf Influence or control of important
More informationAdvanced Tactics for Planning & Executing an Executive Business Review
Advanced Tactics for Planning & Executing an Executive Business Review Allie Day Leadspace Nick Sorensen Prosper Healthcare Lending Tracy Schreiber Dude Solutions Advanced Tactics for Planning & Executing
More informationLeading Others Through Change A Three-Phase Model for Success
Leading Others Through Change A Three-Phase Model for Success Presented by Diana Durek Course Objectives This session will increase your ability to: Understand why change initiatives fail and how to ensure
More informationSpecialized Skill Program A Skill Development Program for Mid- to Senior-Level Managers. Navigating Change HANGE CAN BE A GOOD THING
Specialized Skill Program A Skill Development Program for Mid- to Senior-Level Managers Navigating Change HANGE CAN BE A GOOD THING 75% of change initiatives fail. LET S BE DIFFERENT. BY FOCUSING SOLELY
More information+ Capacity for Health. Presents
+ Capacity for Health 1 Presents Managing in Times of Change and Transition Part II Team Management Presenter: Doris Ferrer Roach, J.D. Executive Coach and Management Consultant + 3 levels of change management
More informationINTERNAL COMMUNICATIONS:
CIPR SKILLS GUIDE INTERNAL COMMUNICATIONS: COMMUNICATING CHANGE TO EMPLOYEES #CIPR @CIPR_UK INTRODUCTION Change is a fact of life inside organisations but, when the going gets tough, making it happen in
More informationPolice Role in the Community. CJ 3630 Professor James J. Drylie
Police Role in the Community CJ 3630 Professor James J. Drylie Changing Agency Culture There must be a willingness to change The police culture must modify from top to bottom To facilitate change agencies
More informationChapter 12 - Leadership in Organizational Settings Competency Perspective of Leadership Competency Perspective Limitations
Chapter 12 - Leadership in Organizational Settings Leadership - influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members;
More informationFive ways to ensure success
WHITE PAPER SERIES Enrolment management system implementation: Five ways to ensure success Enrolment management system implementation: Five ways to ensure success Introduction 3 #1: Begin with the end
More informationVPM The fun -damentals 3/13/2011. Find someone wearing the same color as you. Introduce yourselves. Discover at least two things you have in common.
The FUN damentals! Or All About Volunteer Program Management! Ice Breaker Find someone wearing the same color as you. Introduce yourselves. Discover at least two things you have in common. Who Are We?
More informationChange Management Would be Easy if People Weren t Involved! Topics of Discussion
Change Management Would be Easy if People Weren t Involved! Gina Abudi, MBA Topics of Discussion Impact of change on the individual and the organization Impact of cultural differences on managing change
More informationTurning Feedback Into Change
White Paper FEEDBACK Turning Feedback Into Change The key to improving personal success Thought leader, Joe Folkman describes a model consisting of three elements to help accept feedback from others and
More informationResults. Actions. Beliefs. Experiences
The Results Pyramid: Experiences + Beliefs + Actions + Results = Culture Results Actions Beliefs Experiences Leaders create experiences every day. Experiences foster beliefs. Beliefs, in turn, drive the
More informationCREATE YOUR CULTURE Copyright 2017 The Dwyer Group, Inc and Dina Dwyer-Owens. All Rights Reserved
CREATE YOUR CULTURE WORKBOOK Copyright 2017 The Dwyer Group, Inc and Dina Dwyer-Owens. All Rights Reserved CREATE YOUR CULTURE S ONE TWO CLARIFY YOUR VALUES Complete Worksheets 1 - My Values 2 - Our Values
More informationKeys to Meaningful Measurement Systems
Keys to Meaningful Measurement Systems The following is an excerpt from a recent address by Trina Willard, Vice President of Transformation Systems Incorporated (TSI) at the 2007 Virginia Forum for Excellence,
More informationMotivation During the Changing Process
Bachelor s thesis International Business Valkeakoski Spring 2017 Melanie Eva Höhener ABSTRACT Valkeakoski International Business International Management Author Melanie Eva Höhener Year 2017 Subject of
More informationThe Dogma of Moving Minds: Managing Transition. by: Brian Scott
The Dogma of Moving Minds: Managing Transition by: Brian Scott Curiosity, complacency, optimism, anger, loyalty, denial, paranoia, and inspiration are not what leaders discuss or plan for when embarking
More informationThe Disney Approach to Leadership Excellence
presents The Disney Approach to Leadership Excellence Preprogram Materials Disney Congratulations! You will soon be an alumnus of Disney Institute Programs. Disney Institute Post Office Box 10093 Lake
More informationMENTAL HEALTH IN THE WORKPLACE: ORGANIZATIONAL FACTORS AND RESOURCES ESDC OPEN HOUSE 2015
MENTAL HEALTH IN THE WORKPLACE: ORGANIZATIONAL FACTORS AND RESOURCES ESDC OPEN HOUSE 2015 Andrew Harkness Strategy Advisor, Organizational Health Initiatives Workplace Safety and Prevention Services Agenda
More informationManaging Organizational Change
Managing Organizational Change Change vs. Transition Change: refers to a situation or event Starts from the desired outcome and works backwards to create the necessary conditions for the change Example:
More informationThe Maxwell Leadership Assessment
The Maxwell Leadership Assessment - P 1 The Maxwell Leadership Assessment Prepared for a 05/04/2010 Visit us at www.johnmaxwell.com or call 800-333-6506 INTRODUCTION The Maxwell Leadership Assessment -
More informationFRAMEWORK FOR ACTION. Driving impact and inspiring change. A guide for bold leaders.
FRAMEWORK FOR ACTION Driving impact and inspiring change. A guide for bold leaders. BE BOLD. THOUGHT BREAK I want my organization to because... TAKE RISKS. BE BRAVE. TAKE ACTION. The challenges we face
More informationThe Challenger TM Customer: THE NEW REALITY OF SALES
The Challenger TM Customer: THE NEW REALITY OF SALES FOREWORD Imagine your ideal customer: friendly, eager to meet, ready to buy and become an advocate of your products and services. It turns out that
More informationGames Recognizing your home s achievements in Show-Me Quality: QAPI in Action
Show-Me Quality Games Recognizing your home s achievements in Show-Me Quality: QAPI in Action Copper Bronze Silver Gold 1 Show-Me Quality Games Program Primaris is pleased to offer an exciting new program
More information5 Ways to Fuel Your Investing Success
5 Ways to Fuel Your Investing Success Fuel supplies power. With it, all systems are go. Without it, even the greatest machine can t perform the simplest task. Use the right kind of fuel and peak performance
More informationSet the Bar High Workplaces that fulfill the need for achievement
Set the Bar High Workplaces that fulfill the need for achievement Achievement is a fundamental human need that affects performance, productivity, innovation, and retention at work. The drive for achievement
More informationHandling Difficult Project Situations. A Critical Skill for Every PM
Handling Difficult Project Situations A Critical Skill for Every PM Mark Waldof Consulting LLC 2015 This seminar provided by Mark Waldof Consulting LLC owner@manageprojectsbetter.com The latest version
More informationHow to Hire a Consultant
There are three reasons to hire a consultant: 1. You don t have the time 2. You don t have the expertise 3. You need a neutral or external perspective How to Hire a Consultant OPG s long-term relationships
More informationOrganisational Shock. Sarah Mellor
Organisational Shock Sarah Mellor What is organizational shock? Organisations react to shock in the same way that the human body does. Shock is medically defined as a critical condition brought on by a
More informationSeven Principles for Performance
Seven Principles for Performance Measurement What is excellent performance measurement really based on? by Stacey Barr introduction There are seven principles which are the criteria that define excellence
More informationOperational Excellence Methodology Continuous Improvement
Operational Excellence Methodology Continuous Improvement Duvan Luong, Ph.D. Operational Excellence Networks In our everyday life, we all have objectives. Usually, the objectives are associated with obligations
More informationWorkflow Planning/Implementation and Change Management. Presented By: Michelle Schneider Senior Solutions Engineer Iatric Systems
Workflow Planning/Implementation and Change Management Presented By: Michelle Schneider Senior Solutions Engineer Iatric Systems November 1, 2016 Agenda Human Behavior Organizational Behavior Outcomes
More informationThe slightest perception of something negative happening can affect an employee s emotional state.
Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough
More informationWorkplace Mental Health: Psychological Health & Safety Training for Supervisors and Managers
Workplace Mental Health: Psychological Health & Safety Training for Supervisors and Managers Introduction About Me About Vital Life Supported by a grant from the Research and Workplace Innovation Program
More informationExpert Reference Series of White Papers. ITIL Implementation: Where to Begin
Expert Reference Series of White Papers ITIL Implementation: Where to Begin 1-800-COURSES www.globalknowledge.com ITIL Implementation: Where to Begin Michael Caruso, PMP, DPSM Introduction The Information
More informationOrganizational Change & The Learning Organization
Organizational Change & The Learning Organization Lecture Fourteen MGMT S-4000 (Stine) December 7, 2016 Agenda Two Culture videos Articles Zappos (Case) Google Project Oxygen (Case) Review - Definition
More informationMaking a start on engagement with the Engagement Bridge. Workshop Pack 1.3
Making a start on engagement with the Engagement Bridge Workshop Pack 1.3 Key points of the Engagement Bridge Model Every organization is different. The model gives you the areas to look at, ideas and
More informationUsing Key Principles to Build Rapport
Using Key Principles to Build Rapport Were you ever interviewed by someone who had little regard for your feelings? What did this person say or do, and how did you feel? How open were you with this person,
More informationHRQMC First Line Leader Training and Development Program
HRQMC First Line Leader Training and Development Program 1 First Line Supervisor Training Program 1. Introduction/Overview/Assessments 2. Maintains Situational Awareness 3. Communicates 4. Leads 5. Dedicated
More informationWorkforce Optimization
T-N-T Series 2017 Workforce Optimization The Holistic Application of Talent Development Multiple Forces At Work The Company Jobs Employees Customers Products HR, Training, & Development Principal #1 If
More informationDEVELOPING A LEARNING CULTURE
DEVELOPING A LEARNING CULTURE This book was developed by James H. Saylor Copyright 2008. All rights reserved. Printed in the United States of America. Except as permitted by the United States Copyright
More informationImproving Morale and Increasing Psychological Safety
Improving Morale and Increasing Psychological Safety Steven Lovett, Ph.D. Chief, Psychology VA Palo Alto Lisa K. Kearney, Ph.D., ABPP Associate Director for Education VA Center for Integrated Healthcare
More informationHOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST
By Laura Brandenburg Lesson Objective: After completing this lesson, you ll be able to identify strengths from your career background that will directly support your transition into business analysis.
More informationLesson 6: Evaluating Performance
PURPOSE The purpose of Lesson 6 is to explain the Evaluating Phase; show how and why an employee should provide input to a final performance appraisal discussion; describe the benefits of continuous feedback
More informationDEPARTMENT OF DEFENSE PERFORMANCE MANAGEMENT AND APPRAISAL PROGRAM TOOLKIT
DEPARTMENT OF DEFENSE PERFORMANCE MANAGEMENT AND APPRAISAL PROGRAM TOOLKIT THIS TOOLKIT SUPPLEMENTS DEPARTMENT OF DEFENSE INSTRUCTION 1400.25 VOLUME 431, DOD CIVILIAN PERSONNEL MANAGEMENT SYSTEM: PERFORMANCE
More informationBe the COMPLIMENTS OF INTUIT PAYROLL BEST BOSS. Your Employees Ever Had By Ken Darrow
Be the BEST BOSS COMPLIMENTS OF INTUIT PAYROLL Your Employees Ever Had By Ken Darrow Be the BEST BOSS Your Employees Ever Had 2 Hiring your first employee is a big milestone on the road to becoming a real
More informationUnderstanding the Research Academy for Faculty and Postdoctoral Fellows Research Mentoring Program
Understanding the Research Academy for Faculty and Postdoctoral Fellows Research Mentoring Program How do I become an RAFPF Research mentor or mentee? I'm looking for a mentor! I m ready to mentor! Mentoring
More informationImportance of Communication During Change: A Case of the Municipality of Vlora
Importance of Communication During Change: A Case of the Municipality of Vlora Abstract PhD Cand. Rezarta Hasanaj Department of Business, University of Ismail Qemali, Vlore, Albania Prof. Asoc. Mimoza
More informationChapter Four Discussion Questions
Chapter Four Discussion Questions 1. The first meeting of Wes Douglas and Elisabeth Flannigan, director of nursing, didn t go well. If you were the new administrator, explain ow you might have established
More informationMapping Your SCMS ROI Execution Strategies
Mapping Your SCMS ROI Execution Strategies John Vardallas International CU Speaker/ Rainmaker Business Strategist Founder/CEO TheAmericanBoomeR Group 1 Welcome Back and Congrats SCMS 38 Specials Our 2014
More informationThe School Board Fieldbook: Leading With Vision. Study Guide
The School Board Fieldbook: Leading With Vision Study Guide This study guide is intended to assist you in the reading of and reflection on The School Board Fieldbook by Mark Van Clay and Perry Soldwedel.
More informationPersonal Strategic Plans Getting more of what you want. Kristi Royse Strategist, Coach, Inspirer
Personal Strategic Plans Getting more of what you want Kristi Royse Strategist, Coach, Inspirer 2 If you don t know where you are going, that s probably where you ll wind up, no where. Introduction 1.
More informationAgile Master Data Management
A better approach than trial and error by First San Francisco Partners 2 Common MDM initiative and benefit Customer Optimization Improve up-sell, cross-sell and customer retention Access full-customer
More informationAreas of Expertise for a Project Manager
The PROJECT PERFECT White Paper Collection Overview Areas of Expertise for a Project Manager Jyothi Goudar The Project Manager is responsible for managing the project to meet the project objectives. A
More informationChapter 14: Organizational Change. Organizational Behaviour 5 th Canadian Edition. Langton / Robbins / Judge. Copyright 2010 Pearson Education Canada
Chapter 14: Organizational Change Organizational Behaviour 5 th Canadian Edition Langton / Robbins / Judge Copyright 2010 Pearson Education Canada 14-1 Organizational Change What are the forces for change?
More informationThree Reasons HR Transformations Fail
Three Reasons HR Transformations Fail (and what to do about it) Three Reasons HR Transformations Fail (and what to do about it) by Marc Effron, The Talent Strategy Group If you re not in one or finishing
More informationService Booster Activities
Service Booster Activities These application activities are designed to help strengthen your interaction skills in customer service situations. You may complete any number of activities in any order on
More information6 SAFETY CULTURE ESSENTIALS
6 SAFETY CULTURE ESSENTIALS Many organizations want to improve their safety culture in order to reduce injury rates, save money, and increase productivity. But how does a company begin to foster a culture
More informationMost organizations spend
Why Onboarding That New Hire Will Increase Your Bottom Line Most organizations spend tens of thousands of dollars on sourcing and interviewing potential candidates for positions in their companies, only
More informationI.T. s New Mission: Be a Catalyst for Change and Strategic Partner to the Business
White Paper I.T. s New Mission: Be a Catalyst for Change and Strategic Partner to the Business To become an effective driver of business outcomes, IT organizations must evolve into business leaders. Key
More informationThe Change Management Life Cycle:
The Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage Every organization is affected by change and must adapt in order to survive in today s dynamic environment,
More informationCrisis Communications Preparedness Checklist
Crisis Communications Preparedness Checklist jonathan@bernsteincrisismanagement.com (626) 825-3838 Crisis Communications Preparedness Checklist, Page 1 Situation Self-examination Questions Actions Necessary
More informationDay of Learning for Next-Generation HR Leaders
Day of Learning for Next-Generation HR Leaders Don t Bother if You Can t Commit What leaders need to do to make change happen Anne Beutler and Daniel Imbeault Discussion outline Why is change so difficult?
More informationChange Management. Objectives. 8 Steps of Change CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY. TeamSTEPPS 06.1 Change Management
CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY Objectives Identify and discuss the Eight Steps of Describe the actions required to set the stage for organizational change Identify ways to empower
More informationAchieving business objectives through successful transformation projects
August 2017 Achieving business objectives through successful transformation projects www.pwc.com.au Project portfolios, the heart and soul of maintaining market relevance Where the rubber hits the road...
More informationJulie Evans HR Director Intelligent Energy Limited
Julie Evans HR Director Intelligent Energy Limited So why does change sometimes appear complicated? Why does change fail? Unclear Objectives Divisions in leaders / lack of alignment of leadership Too much
More informationSix Strategies for "Leading Upward"
Six Strategies for "Leading Upward" We routinely hear questions like these from leaders we work with: How can I be better at giving my boss feedback? How can I get more of my boss's time? My boss won't
More informationTech-Clarity Insight: Improving Portfolio Decision Making. Marrying PPM Best Practice Processes and Technology to Drive ROI
Tech-Clarity Insight: Improving Portfolio Decision Making Marrying PPM Best Practice Processes and Technology to Drive ROI Tech-Clarity, Inc. 2011 Table of Contents Table of Contents... 2 Executive Overview...
More information5/6/2013 WHAT IS CHANGE MANAGING CHANGE AND INNOVATION FORCES FOR CHANGE CHANGE PROCESS VIEWPOINTS. CHANGE PROCESS VIEWPOINTS Cont d CHANGE AGENTS
WHAT IS CHANGE MANAGING CHANGE AND INNOVATION Organizational Change Any alterations in the people, structure, or technology of an organization. By Srinath Dissanayake Characteristics of Change Produces
More informationSample answers are listed below.
Michelle Price on Soft Skills ANSWER KEY Pre-listening activities 1. Answers will vary. 2. Identify the soft skill(s) you could use in each of the situations below. Sample answers are listed below. 1.
More informationLeading Through Change
Leading Through Change Housekeeping and Ground Rules Workshop Objectives Understand the process of change Understand your role as a change leader Learn strategies to reduce stress and maintain productivity
More informationRecruiting and Retention
Recruiting and Retention Lesson Objective: Lesson Objective: Comprehend the importance of recruiting & retention in your unit. Desired Learning Outcomes: 1. Discuss the importance of recruiting. 2. Formulate
More informationPrinciples of Management Dyck / Neubert. Chapter 16 Leadership. Roadmap. Leadership and Management
Principles of Management Dyck / Neubert Chapter 16 Leadership 15 1 Roadmap 15 2 Leadership and Management Transactional Leaders Focus on fair exchanges with members to motivate achieving goals by: Clarifying
More informationDisruptive Thinking. Mark Layton September 28, 2016
Disruptive Thinking Mark Layton September 28, 2016 Disruptive Thinking 2 Why Disruptive Thinking? Corporate Mortality is Accelerating: 1958= 61 years 2015= 18 years Reduction of.75 years each year Product
More informationChapter 1. Modern Supervision: Concepts and Skills
Chapter Chapter 1 Modern Supervision: Concepts and Skills What is a Supervisor? 4 Types of Supervisory Skills 1) Technical-any work related special knowledge or skill 2) Human relations-more than the ability
More informationCHAPTER 6: THE MANAGERIAL GRID
CHAPTER 6: THE MANAGERIAL GRID 1 LEARNING OBJECTIVES By the end of this chapter, managers will be able to 1. List the five components of the managerial grid. 2. Define the five components of the managerial
More informationBest Practices and Tools for Managing Organizational Change. Presenter: Stacy Aaron
Best Practices and Tools for Managing Organizational Change Presenter: Stacy Aaron Learning Objectives To understand how a People Strategy can mitigate risks To understand how a People Strategy can Improve
More informationebook Series 10 Ways Coaching Can Help Your Leaders and Organization nextsteppartners.com Next Step Partners. All rights reserved.
10 Ways Coaching Can Help Your Leaders and Organization ebook Series Page 1 . Table of Contents Introduction 1. Help leaders focus on the highest impact work 2. Help leaders deliver on ambitious and high
More informationLEADERS GUIDE TO CHANGE. A complete guide to managing and leading through change
LEADERS GUIDE TO CHANGE A complete guide to managing and leading through change Table of Contents 1.0 Overview... 3 1.1 Introduction... 3 1.2 Purpose... 3 1.3 How to Use... 3 1.4 Objectives... 4 2.0 Understanding
More informationCONTENTS. 2 Winning hearts
Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning
More informationWhite Paper. Change the Way You Lead Change. Robert E. Quinn Stephen M. Ross School of Business University of Michigan
White Paper Change the Way You Lead Change Robert E. Quinn Stephen M. Ross School of Business University of Michigan Ned Wellman Stephen M. Ross School of Business University of Michigan Key Points: Simply
More informationGUIDE. A Modern Communicator s Guide to Corporate Communications
GUIDE A Modern Communicator s Guide to Corporate Communications Let s start with hello Companies like yours are starting to realize that communication is more than just a monthly newsletter. In a time
More informationImproving Change Management Application through Cultural Awareness and Adaptation
Improving Change Management Application through Cultural Awareness and Adaptation By Rashelle Esparza and Robert Stise, Prosci Percent of respondents Abstract Prosci research explored the impact that culture
More informationWhen it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative
KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to
More informationCreating an inclusive volunteering environment
Creating an inclusive volunteering environment Why is creating an inclusive environment important? Understanding the needs of all of your volunteers and making sure they feel valued and respected increases
More informationBecome A Change Champion
Become A Change Champion By Mark Williams Head Of Training MTD Training Web: www.mtdtraining.com Telephone: 0800 849 6732 1 MTD Training, 5 Orchard Court, Binley Business Park, Coventry, CV3 2TQ Web: www.mtdtraining.com
More informationHow to Turnaround a Company
Empowering Companies to Achieve Sustainable Growth How to Turnaround a Company Whitepaper Turning a company around can be a difficult task; it involves all the aspects of the organization, can take several
More informationSuccession Planning, High Potentials and Performance
Succession Planning, High Potentials and Performance There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates
More informationLeaders. are. grown. not born Helping you to become a great leader
Leaders are grown not born Helping you to become a great leader The move from worker to leader is tough. You need to be able to......handle conflict......hire the right people......train new recruits......manage
More information