COMMON BARRIERS IN ORGANIZATIONAL TRANSFORMATION EFFORTS SESSION# M528
|
|
- Loraine Nicholson
- 5 years ago
- Views:
Transcription
1 SAFETY IN ACTION 2018 COMMON BARRIERS IN ORGANIZATIONAL TRANSFORMATION EFFORTS SESSION# M528 Session Slide 1 # 2018 DEKRA North America, Inc. All rights reserved. M_528 (1703)
2 Safety Brief In case of emergency: Contact the security dispatcher at extension / or Guest Request Operator, Extension will also work, but dial the number so the hotel can direct responders to your location. Alarms: A fire, tornado, or emergency siren will be followed by an announcement over the speaker. In the event of an Evacuation, guests are instructed to go to the nearest stairwell and exit the building. Do not use elevators. If Tornado, proceed to the ground floor ballrooms Plaza, Orlando, Regency, or Windermere whichever is closest. AEDs: The Hyatt Regency Orlando hotel security officers are trained in CPR, basic first aid, and AED operation. AEDs are located throughout the complex Slide 2
3 Objectives: Review 8 of the most common reasons why firms fail in their organization s transformation efforts*. Work in small groups to develop strategies to prevent these common reasons from impacting your organization s transformation efforts. * The 8 common areas of failures are taken from author John P. Kotter in his book Leading Change copyright All references used herein are with the permission from the author. Slide 3
4 8 Common Change Problems: We will review the 8 common failures and have open discussions on each. We encourage you to participate in the discussions and contribute based upon your organization s experience. Slide 4
5 1 A lack of intentional focus (complacency) and not establishing an appropriate sense of urgency throughout the organization. Transformations frequently fail to achieve their objectives when intentional focus is not high and there is no sense of urgency in managers and employees. Slide 5
6 1 100 EE Org need 24+ employees going above & beyond 100,000 EE Org need 15,000+ employees going above & beyond W/O Urgency people won t give the extra effort needed People won t make the necessary Sacrifices People cling to Status Quo & Resist Initiatives from above: New strategies fail to be implemented well Acquisitions aren t assimilated properly Downsizings never get small enough Quality programs become bureaucratic talk 9 Sources of Inertia: Absence of a major visible crisis Too many visible resources Low overall performance standards Organizational structures that focus employees on narrow functional goals Internal measurement systems that focus on the wrong performance indexes A lack of sufficient performance feedback from external sources A kill-the-messenger-of-bad-news confrontational culture Human nature with its capacity for denial, especially if people are already busy or stressed Low credibility in senior management Slide 6
7 2 Failing to create a sufficiently powerful guiding coalition In successful transformations, the coalition is powerful comprised of credible individuals who carry a spear of influence (not just titles), information and expertise, reputations and relationships, and the capacity for leadership. Companies often assume that transformation can be led by a staff executive or someone from human resources, quality or strategic planning instead of a key strong manager. Slide 7
8 2 Firms often assume that transformation can be led by a staff executive or someone from human resources, quality or strategic planning instead of a key strong manager. A strong coalition is needed one with the right composition, level of trust, and shared objective. 4 Key characteristics in creating a strong guiding coalition: Position Power are enough key players on board, especially the main managers receiving the change, so that those left out can not block progress? Expertise are the various points of view in terms of discipline, work experience, culture, etc. adequately represented so that informed decisions can be made? Credibility does the group have enough people with good reputations in the organization so that its pronouncements will be taken seriously by other employees? Leadership does the group include enough proven leaders to be able to drive the change process? Slide 8
9 3 Underestimating the power of Vision Without an appropriate vision, a transformation effort can easily dissolve into a list of confusing, incompatible, and time-consuming projects that go in the wrong direction or nowhere at all. Slide 9
10 3 Vision refers to a picture of the future and some commentary of why people should strive to create that future Many confuse Authoritarian Decree and Micromanagement with transformational efforts In a change process, a good vision serves three important purposes: Clarifying the general direction for change It motivates people to take action in the right directions Helps coordinate the actions of different people in a fast and efficient way Clarifying the direction of change is important because people will disagree on direction or wonder whether significant change is really necessary Characteristics of an Effective Vision: Imaginable conveys a picture of what the future will look like Desirable appeals to the long-term interests of employees Feasible comprises realistic, attainable goals Focused clear enough to provide guidance in decision making Flexible is general enough to allow individual initiative and alternative responses Communicable easy to communicate, can be successfully explained in a few short minutes Slide 10
11 4 Under-communicating the Vision Organizations under-communicate by a power of 10, 100 or sometimes even 1,000. Change is difficult even when most employees are willing to help. People will not change unless they think the potential benefits are attractive and possible. Dissatisfaction with the status quo is not a powerful antecedent to driving change. Slide 11
12 3 common ineffective communication patterns: Group develops a good vision and communicates insufficiently. Using our same ineffective methods to share new news will have ineffective results Senior leaders speak to employee groups but most of the managers are silent Significant individuals behave in ways that are counter to the vision with no consequences A gallon of information is dumped into a river of routine communication. It is quickly diluted, lost and forgotten 4 Key elements in Effective Communication of Vision: Simplicity: all jargon and technobabble should be eliminated Metaphor, analogy and example: a verbal picture is worth a thousand words Multiple forums: big meetings and small, memos and newspapers, formal and informal interaction all are effective for spreading the word Repetition: ideas take time and repetition to sink in deeply Leadership by example: behavior from important people that is inconsistent with the vision overwhelms other forms of communication Explanation of seeming inconsistencies: unaddressed inconsistencies undermine the credibility of communication Give and take: two-way communication is frequently more powerful than one-way communication Slide 12
13 5 Permitting obstacles to block the new Vision New initiatives can fail when employees feel disempowered by obstacles in their paths even though they embrace a new vision. The guiding coalition must seek out these barriers and address them. Slide 13
14 5 Transformations rarely happen unless many people assist. Employees generally won t help, or can t help, if they feel relatively powerless. Hence the relevance of empowerment. 4 Barriers to Empowerment: Formal structures make it difficult to act. Silo s have been created and competing metrics make it difficult to collaborate. Lack of needed skills undermines action where training is provided, it s not often enough. People are taught technical skills but not social skills that support buy in to change. Seldom do organizations think through carefully enough what new behavior, skills and attitudes will be needed when major changes are initiated. The time and cost of training can be high. Personnel and information systems make it difficult to act HR systems, performance appraisal, compensation, promotions, succession planning all have to be aligned with the new vision. When big, built-in hard-wired incentives and processes are seriously at odds with the new vision, you must deal with that fact directly. Bosses discourage actions aimed at implementing the new vision many bosses learned a command-andcontrol style of leadership early on and because the behavior seemed to work and help him get ahead in the company, it developed into a deeply ingrained set of habits. An unwillingness to confront managers like this is common barrier in change efforts. Slide 14
15 6 Failing to create short-term wins Real transformation takes time. Complex efforts to change culture risk losing momentum if there are no short term goals to meet and celebrate. Without short-term wins, too many employees give up or actively join the resistance. Success breeds success and progress. No matter how small, they should be recognized and communicated. Slide 15
16 6 Major change takes time, sometimes lots of time. Strong advocates will often stay the course no matter what happens. Most of the rest expect to see convincing evidence that the effort is paying off. Nonbelievers have even higher standards of proof. They want to see clear data that the change is working. A good short term win has at least these three characteristics: It is visible, people can see for themselves whether the result is real or just hype It is unambiguous, there can be little argument over the call It is clearly related to the change effort The Role of Short-Term Wins: Provide evidence that sacrifices are worth it: wins greatly help justify the short-term costs involved Reward change agents with a pat on the back after a lot of hard work, positive feedback builds morale and motivation Help fine-tune vision and strategies short-term wins give the guiding coalition concrete data on the viability of their ideas Undermine cynics and self-serving resisters clear improvements in performance make it difficult for people to block needed change Keep bosses on board provides those higher in the hierarchy with evidence that the transformation is on track Build momentum turns neutrals into supporters, reluctant supporters into active helper Slide 16
17 7 Declaring victory too soon After a few years of hard work, people can be tempted to declare victory in a major change effort with the first major performance improvement. While celebrating a win is fine, any suggestion that the job is done can be a mistake. Slide 17
18 7 Even if you re successful in the early stages of a transformation, you often don t win over the selfcentered individual who is appalled when a reorganization encroaches on their turf. You can drive these people underground or into the tall grass, where they will sit and wait for an opportunity to make a comeback. All organizations are made up of interdependent parts. Change must happen and take hold in all parts or the organization for the vision to be reached. What success looks like in a major change effort: More change, not less: the guiding coalition uses the credibility afforded by short-term wins to tackle additional and bigger change projects More help: additional people are brought in, promoted, and developed to help with all the changes Leadership from senior management: senior people focus on maintaining clarity of shared purpose for the overall effort and keeping urgency levels up Project management and leadership from below: lower ranks in the hierarchy both provide leadership for specific projects and mange those projects Reduction of unnecessary interdependencies: to make change easier in both the short and long term, managers identify unnecessary interdependencies and eliminate them Slide 18
19 8 Neglecting to anchor changes firmly in the corporate culture Change sticks when it becomes the way we do things around here. Until new behaviors are rooted in social norms and shared values, they are always subject to degradation when pressures associated with a change effort are removed. Slide 19
20 8 Anchoring a new set of practices in a culture is difficult enough when those approaches are consistent with the core of the culture already in place. When they aren t, the challenge can be much, much greater. A major impediment to change can be the culture. Therefore, the first step in a major transformation is to determine how the culture will respond to the change. After addressing the cultural needs, the rest of the change effort becomes more feasible. Culture is not something that you manipulate easily. Attempts to grab it and twist it into a new shape. Culture changes only after you have successfully altered people s actions, after the new behavior produces some group benefit for a period of time, and after people see the connection between the new actions and the performance improvement. Both attitude and behavior change typically begin early in a transformation process. But only at the end of the change cycle does most of this become anchored in the culture Anchoring Change in a Culture: Comes last, not first: most alterations in norms and shared values come at the end of the transformation process Depends on results: new approaches usually sink into a culture only after it s very clear that they work and are superior to old methods Requires a lot of talk: without verbal instruction and support, people are often reluctant to admit the validity of new practices May involve turnover: sometimes the only way to change a culture is to change key people Makes decision on succession crucial: some change requires consideration of the organization s structure. Do our current job descriptions and roles support the new practices? Slide 20
21 Small Group Exercise: Break into small groups. Work in small groups to develop strategies to prevent these common reasons from impacting your organization s transformation efforts. Be prepared to report out your groups recommendations. Slide 21
22 Allowing too much complacency and not establishing a sense of urgency throughout the organization. Failing to create a sufficiently powerful guiding coalition. Underestimating the power of Vision. Under-communicating the Vision. Permitting obstacles to block the new Vision. Failing to create short-term wins. Declaring victory too soon. Neglecting to anchor changes firmly in the corporate culture. Slide 22
23 Thank You SAFETY IN ACTION DEKRA North America, Inc. All rights reserved. Slide 23
CHANGE MANAGEMENT INTRODUCTION
CHANGE MANAGEMENT INTRODUCTION Copyright @ Tools4management.com 2015 Version 1.1 This ebook is protected by international copyright law. Please contact the copywrite department for any queries: Tools4management.com
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 informationEngaging Staff in Change Management: HR Transformation Process in the School of Medicine and Public Health
Engaging Staff in Change Management: HR Transformation Process in the School of Medicine and Public Health Brian Gittens, EdD, SPHR, SCP-HR Associate Dean of HR, Equity, and Inclusion Session Agenda Overview
More informationThe 8-Step Process for Leading Change Dr. John Kotter, Harvard University
The 8-Step Process for Leading Change Dr. John Kotter, Harvard University STEP 1: Create a Sense of Urgency Help others feel a gut-level determination to move and win, now In their rush to make a plan
More informationLeading Change John P. Kotter Notes by Dave Kraft
Leading Change John P. Kotter Notes by Dave Kraft A purely managerial mindset inevitably fails, regardless of the quality of people involved (x) The biggest mistake, when trying to change an organization,
More informationDISCIPLINE AND SAFETY 6 BEST PRACTICES TO GUIDE YOU & COMMON MYTHS BUSTED
DISCIPLINE AND SAFETY 6 BEST PRACTICES TO GUIDE YOU & COMMON MYTHS BUSTED SAFETY IN ACTION 2018 SESSION# M596 Session Slide 1 # 2018 DEKRA North America, Inc. All rights reserved. M_596 (1703) Safety Brief
More informationThe Way We Were. Molnar s Grocery. (six empties for a RC Cola)
The Way We Were Molnar s Grocery (six empties for a RC Cola) The New Normal chaotic discontinuity and disruptive change The Challenge New wine and old wineskins A Necessary Question Why Do People Resist
More informationGETTING TO ZERO: How to make it happen
GETTING TO ZERO: How to make it happen SAFETY IN ACTION 2018 SESSION #M433 Session Slide 1 # 2018 DEKRA North America, Inc. All rights reserved. M_433 (1703) Safety Brief In case of emergency: Contact
More informationDiscovering the Leader in You
Discovering the Leader in You Course Objectives This course will equip you with strategies and skills necessary to craft and deliver both strategic and everyday communication and leadership for your team,
More informationChange & Getting Buy-in
1 Driving Organizational Change & Getting Buy-in 2 B2B consumers may be up to 90% through their journey Before contacting a vendor Source: Forrester 3 86% CMOs and senior marketing executives surveyed
More informationJohn Kotter. Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency. Slide 2
5 John Kotter Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency Slide 2 Succeeding in a Changing World Did not try to change They tried and failed They tried and succeeded but did
More informationIf the rate of change on the outside exceeds the rate of change on the inside, the end is near." Jack Welch.
An eight-stage change process If the rate of change on the outside exceeds the rate of change on the inside, the end is near." Jack Welch. The big idea John Kotter (born 1947) is a leading consultant and
More informationBenevolence, Inc., Ready for the 21 st Century. Winnie Hung, Annaliza Santos, Denver Berry, and Linda Harris. Innovation Consulting, Inc.
Running head: BENEVOLENCE, INC. 1 Benevolence, Inc., Ready for the 21 st Century Winnie Hung, Annaliza Santos, Denver Berry, and Linda Harris Innovation Consulting, Inc. Azusa Pacific University BENEVOLENCE,
More informationyou can lead change r here s how to do it.
8steps TO ACCELERATE CHANGE IN YOUR ORGANIZATION JOHN KOTTER S LEADING CHANGE IS WIDELY RECOGNIZED AS THE SEMINAL WORK IN THE FIELD OF ORGANIZATIONAL CHANGE. IT INTRODUCED THE 8-STEP PROCESS FOR LEADING
More information8/6/2018. Leading Organizational Change. John M. Hinck, PhD. Connection. Name Your organization Expectation for this session
Leading Organizational Change John M. Hinck, PhD Connection Name Your organization Expectation for this session 1 Scoring big in life means doing the things that matter most. The story of Professionals
More informationMilitary Health System Conference. PCMH: Making Cultural Change Real Shifting Paradigms and Changing Roles
2010 2011 Military Health System Conference PCMH: Making Cultural Change Real Shifting Paradigms and Changing Roles Sharing The Quadruple Knowledge: Aim: Working Achieving Together, Breakthrough Achieving
More informationTools for Performance Maximization and Understanding Change
Fellowship for Afghanistan Tools for Performance Maximization and Understanding Change October, 2012 UNITAR Hiroshima Shona Welsh, MCEd, CHRP Manager, Corporate Training and Continuing Education College
More informationPerformance Management #CIPDPM17
Performance Management Workshop @CIPD_Events #CIPDPM17 Redesigning a Performance Management System that is Aligned with your Organisation s Objectives Bob Blenkinsop, Director, Infinitive Perspective Sean
More informationTitle Change in Academic Libraries: as easy as 1, 2, ?
Title Change in Academic Libraries: as easy as 1, 2, 3... 8? Author(s) Sidorko, PE Citation The Academic Librarian: Dinosaur or Phoenix? Die or Fly in Library Change Management, Cho Yiu Conference Hall,
More informationYour VISION is useless if it doesn t produce change
A Skills2Lead Special Report Your VISION is useless if it doesn t produce change How to realize the full potential of your Vision in four steps José Luis Romero Copyright 2009 by José Luis Romero. All
More informationIMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ORGANIZATIONAL CHANGE
IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ORGANIZATIONAL CHANGE Irfan Agus Setyawan 1 + 1 School of Business and Management, Bandung Institute of Technology, Indonesia Abstract. Organizations change
More information16. The Law of the Big Mo Momentum is the Leader s Best Friend. The two keys for creating momentum are preparation and motivation.
16. The Law of the Big Mo Momentum is the Leader s Best Friend Principles of the Law: All leaders face the challenge of creating change in an organization. Just as every sailor knows that you can t steer
More informationAppendix 1 Petrom Organizational Chart
Appendix 1 Petrom Organizational Chart Appendix 2 OMV Petrom Organizational Chart Appendix 3 List with face-to-face interviews Appendix 4 List of questionnaire respondents Appendix 5 General information
More informationTransformation: the Key to Organizational Survival. Learning objectives. Identify the difference between
Transformation: the Key to Organizational Survival Presented by Ginny Kenyon, RN, MN, Principal Kenyon HomeCare Consulting, LLC Learning objectives o o o o Identify the difference between transformation
More informationChange - Transition. Passport Health Plan Bowling Green & Louisville December 3 and 4, 2015 Owen J. Dahl, FACHE, CHBC, LSSMBB
Change - Transition Passport Health Plan Bowling Green & Louisville December 3 and 4, 2015 Owen J. Dahl, FACHE, CHBC, LSSMBB Objectives To identify the what, why, when, and how to change Better yet to
More informationHR s Role in Culture Change. FTI Consulting A Case Study
HR s Role in Culture Change FTI Consulting A Case Study April 2017 Culture is as critical as strategy and organization All three must be in sync How a company wins in a market Coherent Business Strategy
More informationTwelve Habits of Highly Collaborative Organizations
less conflict, lower stress, an improved competitive advantage, a higher level of performance, and a healthier bottom line. Twelve Habits of Highly Collaborative Organizations 1. Lead by example. In highly
More informationChange Management. Agenda
Change Management Michael A. Fors, Ph.D. 1 Agenda Exercise: Your Change Management Experience What it is Why important The Organization: Change Management Steps The People: Transition Management Phases
More informationIMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ORGANIZATIONAL CHANGE
IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ORGANIZATIONAL CHANGE Irfan Agus Setyawan 1 1 School of Business and Management, Bandung Institute of Technology, Indonesia Abstract. Organizations change to
More informationSurviving and Thriving in Times of Constant Change
Surviving and Thriving in Times of Constant Change Brought to you by the Schedule 2 Employers Group October 9, 2013 Workbook & Tools Table of Contents Taking Stock Circle of Influence Four Common Responses
More information10/1/2015. Welcome. Innovation Leading and Managing Change. Required Assignment. Agenda
Welcome Innovation Leading and Managing Change The Employee Engagement Group. All rights reserved Agenda 8:00 9:15 Introductions - new faces amongst us Review and discussion of assignment Please be sure
More information826 HUMAN RESOURCE MANAGEMENT IN EDUCATION ERIK KENDRICK 1 THE FIRST 90 DAYS
826 HUMAN RESOURCE MANAGEMENT IN EDUCATION ERIK KENDRICK 1 THE FIRST 90 DAYS The First 90 Days, by author Michael Watkins is considered by many to be the bible of business transitions. The book offers
More informationChanging the way we lead
Jennifer Richardson, Senior Vice President Operations Blue Cross & Blue Shield of Nebraska Agile Operations: Changing the way we lead Where we were The health insurance industry Whet we were IT Stable
More information7 mistakes leaders make when introducing change How to break from the pack and navigate your own successful path
7 mistakes leaders make when introducing change How to break from the pack and navigate your own successful path By Liz Guthridge, Managing Consultant, Connect 7 mistakes leaders make when introducing
More informationLEADERSHIP AMIDST CHAOS. Dr. James Baird, CAHI, FACHE College Campus Chair, School of Business El Paso, Texas Campus
LEADERSHIP AMIDST CHAOS Dr. James Baird, CAHI, FACHE College Campus Chair, School of Business El Paso, Texas Campus Challenging Times We are living in an era where there are some of the worst leaders ever
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 informationMCE Talent Management and HR
MCE Talent Management and HR Page 1 Retain, Develop and Engage Your Management Talent Your people are your most expensive asset. Success depends on making sure this asset is productive. There are three
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 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 informationLEADERSHIP COMPETENCY FRAMEWORK
LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for
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 informationEvolving organizations
Evolving organizations Leonardo Caporarello Organization and HR Dept. leonardo.caporarello@unibocconi.it Why many change initiatives do not succeed? Most significant obstacles to change Organizational
More informationManagerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
More informationManagerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
More informationThe New Boss. How to Survive the First 100 Days. Peter Fisher. Kogan Page ISBN
The New Boss How to Survive the First 100 Days Peter Fisher Kogan Page ISBN 0-7494-4764-8 Today successful executives move to new responsibilities every two to three years. People assuming successfully
More informationSafety programs are great, but it takes enforcement and training for those programs to maintain a safe workplace.
1. Top management must be engaged. Without this support, the rest of the organization will, at best, only provide lip service. Top management must address safety at every major company management meeting,
More informationThe First 90 Days Critical Success Strategies For New Leaders At All Levels by Michael Watkins
The First 90 Days Critical Success Strategies For New Leaders At All Levels by Michael Watkins Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit,
More informationmodernization of student support services. In 10 short pages, they have managed to describe this
Van Voorhis and Falkner (2004) have written a nearly perfect description, guide, and overview for realizing a vision and successfully implementing change. Specifically change and modernization of student
More informationLEADING A CULTURE TRANSFORMATION
LEADING A CULTURE TRANSFORMATION CONTENTS Introduction... 1 Understanding Organizational Culture Transformation... 2 Is Culture Transformation Needed in Our Organization in the First Place?... 3 When and
More information2015 Indiana Safety and Health Conference & Expo Indiana Convention Center March 16-18, 2015
2015 Indiana Safety and Health Conference & Expo Indiana Convention Center March 16-18, 2015 Richard N. Knowles, Ph.D. www.safetyexcellenceforbusiness.com www.safetyexcellenceforbusiness.com 1 The Safety
More informationSeminars for Workplace Leaders 2018 Mike Deblieux All Rights Reserved
A Mike Deblieux Program Summary Seminars for Workplace Leaders 2018 Mike Deblieux All Rights Reserved Program Summaries Table of Contents Effective Training 1 Workshops and Seminars 2 The Workplace Leader
More informationLEADER. Develop remarkable leaders who deliver amazing results
LEADER Develop remarkable leaders who deliver amazing results LEADER Develop remarkable leaders who deliver amazing results by Antoinette Oglethorpe the leader system 3 Here s the bottom line: companies
More informationExceptional vs. Average: What Top Leaders Do Best
Consulting Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision to results. Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision
More informationIn 1996, Professor Emeritus John Kotter of Harvard University, in his book Leading Change 1, openly acknowledges what every business person knows and
Professional and Human Capital Services for Insurance, Healthcare and Financial Services Interviewing for Change Leadership Easy-to-Follow Interview Suggestions for Hiring Leaders Who Can Make Change Happen!
More informationContinuous Process Improvement Organizational Implementation Planning Framework
Continuous Process Improvement Organizational Implementation Planning Framework This implementation planning framework can be used by any organization from a military service or other major organization
More information2. Do any of the managers appear to have valid arguments for their beliefs as to why formal project management should not be considered?
1. What are some of the major problems facing the management of Hyten in accepting formalized project management? (Include attitude problems/ personality problems.) There are many problems faced by Hyten
More informationChange Adoption. the people side of change. September 2010
Change Adoption the people side of change September 2010 Objective Implementing change successfully means more than just making the change. To do it successfully you need to understand why you are making
More informationDTR9274O1HJ/TGDTRm5Xgw33Z. Department Survey Sample Department
DTR9274O1HJ/TGDTRm5Xgw33Z Department Survey Sample Department Feedback Report 1/9/217 About This Survey Sample Department, 1/9/217 This multi-rater survey is designed to assist your department in assessing
More informationKotterʼs 8-STEP CHANGE MODEL
Kotterʼs 8-STEP CHANGE MODEL Kotter s 8-Step Change Model 1 2 3 4 Sense of Urgency Coalition Clear Vision Vision 5 6 7 8 People to Clear Obstacles Shortterm Wins e and Keep Moving Change Contents Overview
More information1/11/2017 GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD WHY? PERSONAL AND GROUP
GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD ENDLESS OPTIONS FOR SECONDARY INCOME INCREDIBLY TIME-CHALLENGED ARE LESS LOYAL THAN IN ANY TIME IN OUR HISTORY A SHORT ATTENTION SPAN WANT SUCCESS
More informationEmployee Engagement: getting the best from your people A Roevin recruitment guide
Employee Engagement: getting the best from your people Page 1 of 6 Employee Engagement: getting the best from your people Everyone seems to be talking about employee engagement. While most employers would
More informationThe CEO s Guide to Developing Your Executive Team: How to Identify and Address Mediocrity in the C-Suite. By Lawrence King and Cheryl B.
The CEO s Guide to Developing Your Executive Team: How to Identify and Address Mediocrity in the C-Suite By Lawrence King and Cheryl B. McMillan Most Common Mistakes That CEOs Make: Tolerating Mediocrity
More informationPeople Cited as Root Cause of Change Project Failure; Ensure You Acquire Leaders Who Won t Fall Short
INTERVIEWING FOR CHANGE LEADERSHIP EASY-TO-FOLLOW INTERVIEW SUGGESTIONS FOR HIRING LEADERS WHO CAN MAKE CHANGE HAPPEN! INTERVIEWING FOR CHANGE LEADERSHIP EASY-TO-FOLLOW INTERVIEW SUGGESTIONS FOR HIRING
More informationSection 2.1 Developing Producer Objectives And Dealing With Change
Section 2.1 Developing Producer Objectives And Dealing With Change Tom Field and Brooke Enders Department of Animal Sciences Colorado State University Section Summary Planning for change The 8-stage process
More informationHuman Resource Services, Employee & Management Services
Dealing With Personnel Issues Reference Guide Human Resource Services, Employee & Management Services What is a problem employee? We all have them employees who drain our time and energy. Whether highly
More informationBusiness Result Advanced
Business Result Advanced Student s Book Answer Key 5 Teamwork Starting point, team members don t get on, they have different working styles, some people are unreliable, there may be a clash of objectives,
More informationA Guide to Competencies and Behavior Based Interviewing
A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies
More information4/12/2017 STRATEGIC PLANNING 7 HABITS OF EFFECTIVE PEOPLE ORGANIZATION OF THE FUTURE
STRATEGIC PLANNING 7 HABITS OF EFFECTIVE PEOPLE 1. Be proactive 2. Begin with the end 3. Put first things first 4. Think win/win 5. Seek first to understand then to be understood 6. Synergize 7. Sharpen
More informationCALIPER. essentials CALIPER. Competency Report for Coaching Mid-Level Manager Model. Frank Kozlowski For Operations Manager With ABC Company, LLC.
CALIPER TM essentials Competency Report Mid-Level Manager Model For Operations Manager With ABC Company, LLC. November 2, 2018 Assessment Date: November 2, 2018 Caliper Management, 500 Alexander Park Drive,
More informationNAVIGATING CHANGE IN TIMES OF UNCERTAINTY PART II. Susan L. Newton Nonprofit Learning Center May, 2014
NAVIGATING CHANGE IN TIMES OF UNCERTAINTY PART II Susan L. Newton Nonprofit Learning Center May, 2014 WHY THIS TOPIC? In a rapidly changing world, every leader needs to understand how to guide change comes
More informationOvercoming Barriers Facing Agile Adoption Eliassen Group. All Rights Reserved --
Overcoming Barriers Facing Agile Adoption Brent Hurley @girabrent Credentials: Certified DSDM Coach Certified Scrum Master Kanban Practitioner MBA, Open University, UK AGILE REGIONAL DELIVERY LEAD with
More informationA Leader s Guide to Change Management
A Leader s Guide to Change Management FOSTERING A CRITICAL MANAGEMENT SKILL Change Leadership... 2 Beliefs and Behaviors... 2 The Natural Cycles of Change...3 Aligning Key Stakeholders... 4 Engaging the
More informationCHARACTER ELSEVIER COMPETENCY FRAMEWORK
CHARACTER ELSEVIER COMPETENCY FRAMEWORK CHARACTER: DISPLAYS INTEGRITY AND HONESTY DEFINITION: Leads by example; walks the talk ; models core values; follows through on promises; trusted by others; honest
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationBETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS
BETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS Although cross-functional teams are increasingly common in today s fastmoving economy, many organizations still follow a silo approach when
More informationRunning Head: CHANGE MANAGEMENT 1
Running Head: CHANGE MANAGEMENT 1 Change Management Plan for FedEx [Name of Writer] [Name of Institution] CHANGE MANAGEMENT 2 Change Management Plan for FedEx Introduction Change plays a significant role
More informationAccording to Osuoha (2010), the problem with organizational power structures is how to accomplish goals with the power and influence needed.
1 2 Power, politics, and conflict are an integral part of organizational behavior. It is important to examine corporate power structures, authority, and the basic forms of power used to influence others
More informationStakeholder Assessment and Commitment
Stakeholder Assessment and Commitment.......... Change Management A Highlands Group White Paper Series By R. Kendall Lyman, Shane R. Cragun, and Jim Dowling Stakeholder Assessment and Commitment Franklin
More informationCHANGE MANAGEMENT: STRATEGIES FOR BEHAVIOR CHANGE IN YOUR ORGANIZATION
Slide 1 CHANGE MANAGEMENT: STRATEGIES FOR BEHAVIOR CHANGE IN YOUR ORGANIZATION Evan Piekara 2017 Project Management Symposium Slide 2 People Are Drivers of Change To lead people, walk besides them.as for
More informationNASACT Emerging Leaders Conference
NASACT Emerging Leaders Conference Creating Organizational Clarity for Teammates Bud Wrenn www.pinnacleccg.org Organizational Health Overview Two Requirements for Success: Smart Healthy Strategy Marketing
More informationDevelopment Suggestions for Political Savvy
Development Suggestions for Political Savvy Suggested Readings Title Political Savvy: Systematic Approaches for Leadership Behind-the-Scenes Don't Sabotage Your Success! Making Office Politics Work Author/Publisher
More informationUSING ADKAR WITH TRADITIONAL CHANGE MANAGEMENT ACTIVITIES
1 CONTENTS WHY THE ADKAR MODEL? 3 UNDERSTANDING CHANGE AT AN INDIVIDUAL LEVEL 4 USING ADKAR WITH TRADITIONAL CHANGE MANAGEMENT ACTIVITIES 5 THE FRAMEWORK OF A CHANGE INITIATIVE 6 THE BUSINESS DIMENSION
More informationCorporate Culture and Change Management
Corporate Culture and Change Management Business Policy Please note that these slides are not intended as a substitute to reading the recommended text for this course. 0 Objectives Understand the importance
More informationcreating a culture of employee engagement
creating a culture of employee engagement creating a culture of employee engagement 2 Introduction Do your employees report a strong sense of purpose at your company? Do they trust senior management and
More informationNSAP CQI Webinar Implementing Change: Tips for making change so that there is ongoing and comprehensive assessment and care planning - Standard 3
NSAP CQI Webinar Implementing Change: Tips for making change so that there is ongoing and comprehensive assessment and care planning - Standard 3 Helen Vaz NSAP Quality Manager 31.7.14 Purpose of Session
More informationSustaining Change: Busting Change Management Myths
Sustaining Change: Busting Change Management Myths Wanda Sturm, MBA, MBB, CCM Houston Section June 21 st ASQ Professional Development Dinner Meeting Agenda Learning objectives Key change philosophies Change
More informationCommunication. Understanding
Chapter 1 IN THIS CHAPTER Understanding communication 4 Basic communication framework 5 Understanding Communication as a System When something bad happens and poor communication is blamed, people usually
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 Impact of Culture on Operations
The Impact of Culture on Operations Peter Drucker Why I Am Leaving Goldman Sachs By Greg Smith culture was always a vital part of GS s success. It revolved around teamwork, integrity, a spirit of humility,
More informationBeyond the First 90 Days
RESEARCH STUDY Executive Selection and Integration Beyond the First 90 Days WHAT WE THINK RHR and RHR INTERNATIONAL and all related logos are trademarks or registered trademarks of RHR International LLP.
More informationDon t Manage, Lead: Become A Top Performing Manager
Think of all the challenges you face on a daily basis: Motivating teams who are harder to mold and direct than those in the past. Introducing new services more swiftly to keep up with competitors. Managing
More informationCHANGE MANAGEMENT. A Presentation by Ian Creery - January 30, The environment we re in How does change work?... 2
CHANGE MANAGEMENT A Presentation by Ian Creery - January 30, 2012 Table of Contents The environment we re in... 2 How does change work?... 2 Roles in a change process... 3 Change leadership... 3 Change
More informationFive Steps to a Better High Potential Program
Five Steps to a Better High Potential Program HOGAN RESEARCH DIVISON Competent leadership is crucial for a company s success. Recent studies indicate that businesses with strong leadership are 13 times
More informationSession 4. Innovation. and. Embracing and Managing Change
Session 4 Innovation and Embracing and Managing Change (this page blank by design) Definitions - Innovation vs. Invention The Employee Engagement Group 1 Session 4 Techniques for Innovation 1. Brainstorming
More informationTALENT DNA REPORT Created by TalentMetrix For Sample. TALENTMETRIX Delivering Insights for Performance
TALENT DNA REPORT Created by TalentMetrix For Sample COMPETENCY ANALYSIS APPROACH TO GROWTH PROJECT APPROACH PRODUCTION APPROACH PROJECT APPROACH: Chooses involvement in the design or invention of a new
More informationReady, Willing and Able The front line change readiness model
The front line change readiness model Endeavor Management 2700 Post Oak Blvd. P + 713.877.8130 Suite 1400 F + 713.877.1823 Houston, Texas 77056 www.endeavormgmt.com Overview Ready, Willing and Able Organizational
More informationImplementing Incentive Pay
Implementing Incentive Pay Getting What You Pay For Dennis Ackley Copyright 1999 Dennis Ackley 1 My question to you Why isn t t all pay considered incentive pay? 2 What is pay? Much more has been written
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 informationProsci Inc. All rights reserved.
1 CONTENTS WHY THE ADKAR MODEL? 3 UNDERSTANDING CHANGE AT AN INDIVIDUAL LEVEL 3 USING ADKAR WITH TRADITIONAL CHANGE MANAGEMENT ACTIVITIES FRAMEWORK OF A CHANGE INITIATIVE THE BUSINESS DIMENSION OF CHANGE
More informationgetabstract compressed knowledge Motivating Employees by Anne Bruce and James S. Pepitone 1999 McGraw-Hill 160 pages
Motivating Employees by Anne Bruce and James S. Pepitone 1999 McGraw-Hill 160 pages Focus Leadership Strategy Sales & Marketing Corporate Finance Human Resources Technology Production & Logistics Small
More information