Taking Charge of Change Creating a change vision

Taking Charge of Change Creating a change vision and Developing Change Leadership 1

Why Take Charge of Change? Taking Charge of Change means…. . Faster More benefit Sustained change Surer Better Source: Skylark …. . through using a systematic approach which engages an organisation and its people to deliver sustained change. 2

Why Bother with Change Leadership? Three primary reasons for applying change leadership; 1. Increase the probability of project success 2. Manage employee resistance to change 3. Build change competency in the organisation 3

A Change Management Model A three-pronged approach that defines the factors critical to successful change beyond the right technical solution. Create change SHAPING THE FUTURE vision Develop change leadership Configure change programme DELIVERING Manage THE BENEFITS change programme Source: Skylark Technical Solution Build commitment REALIGNING BEHAVIOURS Sustain change 4

A Change Management Model - six critical factors for change success We are focusing upon the two factors: • Create change vision • Develop change leadership SHAPING THE FUTURE Create change Develop vision change leadership DELIVERING THE BENEFITS Configure change programme Manage change programme Source: Skylark REALIGNING BEHAVIOURS Technical Solution Build commitment Sustain change 5

Create a Change Vision • Creating a compelling change story • Making vision operational • Change vision provides direction and motivation for change • Change vision must be applied flexibly • There is a distinct difference between a business vision and a change vision which can win employee commitment § Business vision = how the business competes § Change vision = compelling need & operational vision for the change • To translate the business vision into a vision for change means answering two questions …… – What is the convincing story that can energise people to change? – What is the full scope of the change required – what’s really in it for me? Source: Skylark 6

What makes a change vision compelling? CONTENT CONVICTION CONNECTION Source: Skylark The right big idea, focus on values Passion, emotional energy …with people …with the organisation’s past and present 7

Successful change leaders invest in developing their own compelling stories MY CHANGE VISION • What is the compelling need for change (Link to the organisations past and present) • What is the exciting big idea for change? • What values are important? What current values must change? • What will it mean to people? How will the lives of those I must convince change? • What will it mean to me? What am I putting personally at stake for this change? This is the key input to the commitment building process. Source: Skylark 8

Operational Vision What else must change? The Burke-Litwin model defines the factors that drive organisational performance. External Environment Leadership Mission and Strategy Culture Feedback Structure Systems Team Climate Feedback Management Practice Motivation Skills/Job Match Individual Needs & Values Performance Source: Burke-Litwin model 9

A Change Management Model - develop change leadership Create change Develop vision change leadership Configure change programme Manage change programme Source: Skylark Technical Solution Build commitment Sustain change 10

Develop Change Leadership • Building leadership resolve • Learning and applying best leadership practice • • Change leadership is the most powerful change lever There are two critical components to change leadership: • Leadership resolve: building personal and leadership team resolve for change • Leadership best practice: applying best practice to cascade resolve • Building resolve means recognising that leaders have a legitimate personal stake in change and: § Recognising the personal price and benefit of change § Dealing with personal agenda • Leadership best practice defines behaviour that drives successful change • Leadership must be cascaded to build commitment • Change leadership skills can be developed – and nearly always have to be Source: Skylark 11

Change benefits Change Leadership is the most powerful change lever you have • 93% stated: high calibre change leadership was a prerequisite of successful change • 37% stated: lack of it significantly impacted programme success • Only 24% stated: it was in place before the programme started Leadership Quality Effective change leadership means demonstrating personal resolve and support for change throughout its entire lifecycle Source: Skylark 12

Change leaders often excuse change failure I do have a day job you know The project was clearly under resourced Life/the world moved and/or conspired against us I did my bit • • • Our ambition is too high Engaging people was harder than we thought I am surrounded by incompetents I was always privately doubtful that it would work Any change is better than none Change leadership is the single biggest change lever Poor change leadership almost guarantees failure Most change leaders require development to become effective change leaders Source: Skylark 13

Resolve needs to be shared amongst the leadership team Providing a clear but fixed period for discussion Recognising that everyone will start in a different place Allowing team members to withdraw with honour where appropriate Not proceeding without a critical mass of support but don’t expect to take everyone with you Source: Skylark Legitimising personal agendas to help bring them into the open Checking for ‘Oscar’ winning performances of support Replacing consistent saboteurs if alternatives have not worked 14

Johari’s Window - a useful workshop tool There are two key ideas behind the tool: • you can build trust with others by disclosing information about yourself • with the help of feedback from others, you can learn about yourself and come to terms with personal issues. Johari’s Window helps people see the value of openness in teams. 15

Good leadership practice is required - to cascade resolve and build commitment throughout the organisation Good change leaders…. • • Tell a compelling change story that can motivate people to change Make future vision clear, inspiring and shared Ensure key colleagues are committed and actively supportive Demonstrate high personal energy and resolve Make the priority of this change clear and ensure that it is sufficiently resourced Model the commitment required of others Have sufficient understanding of how to manage change Are committed to learning and developing their own change skills 16

Change Maps and Roles A Change Maps show the key players involved in building commitment. Generic Change Map Q 3: Who legitimises that change? Q 2: Who legitimises that change? Is this person a ‘Target’ too? Q 1: Who has to change? Source: Skylark Initiating Sponsor/ Change Leader Sustaining Sponsor/ Change Leader ‘Target’ Advocate ‘Target’ Change Agent Q 4: Who can influence the Change Leader ‘targets’? Q 5: Who has a ‘contact’ with the change target and can help to achieve the change? 17

Building Commitment Compliance Commitment ‘I have to do it this new way’ ‘I want to do it this new way’ Reaction ‘I will react to this change – if I must’ Testing ‘I must absorb this change’ Negative Perception ‘I feel threatened by this change’ Action ‘I will act to achieve this change’ Testing ‘I will put myself at stake for this change’ Positive Perception ‘I see the opportunity in this change’ Engagement ‘I see the implications for me/us’ Each stage requires energy At each stage there is a price for; • continuing staying • for dropping out Source: Skylark Understanding ‘I know why and what will change’ Awareness ‘I am being told about something’ 18

The Kubler-Ross Change curve - negative change curve Source: Kubler-Ross 19

The Kubler-Ross Change curve - negative change curve 2. Denial of the change and finding ways to prove that it isn’t happening. Sticking your head in the sand reassuring yourself that it isn’t really happening. ‘I’ve always done it this way-these new ideas will blow over. ’ 1. Shock and surprise in response to the event or change. ‘I can’t believe it’ 3. On the way down, and experiencing anger and frustration. Often a tendency to blame everyone else and lash out at them. Still no acceptance of the change. ‘Why pick on me? ’ Source: Kubler-Ross 7. At this stage, you will be integrating the change into your Life it becomes part of your norm. ’The new me’. 6. Deciding what works and what doesn’t work. Accepting the change and beginning to feel more optimistic and enthusiastic. ‘This isn’t so bad after all - it actually seems to be working. ’ 4. Hitting rock-bottom and experiencing depression and apathy. Everything seems pointless and there is no point in doing anything. Lack of self-confidence. ‘I’m ready to give up. ’ 5. Stage 4 is so depressing that most of us start to pull ourselves out of it. This is where you will start to try out new things. ‘I think I’ll have a go at this - after all, anything’s better than Stage 4’. 20

The Emotional Cycle of Change - positive change curve Positive Uninformed Optimism MOOD Completion Time Informed Optimism Informed Pessimism Negative 21

The Emotional Cycle of Change - positive change curve Positive Uninformed Optimism Completion ‘I settled in well and am enjoying my new career’ ‘I made the decision to change, yippee!!’ MOOD ‘What should I do? ’ ‘So much to figure out, did not know it was this hard’ ‘Maybe my old job wasn’t that bad’ ‘Never realised I would like this type of work’ Time Informed Optimism ‘What is this all good ‘Oh there’s a good idea, I did not for? ’ think I was good at that’ ‘I’ll never ‘I want to give up’ achieve that’ Informed Pessimism Negative 22

A Change Management Model Create change Develop vision change leadership Configure change programme Manage change programme Source: Skylark Technical Solution Build commitment Sustain change 23

Homework: - two survey’s to complete We would like you each to complete two surveys: 1. Change Leadership Self Assessment – this tool is designed to help you self-assess how strong a change leader you are. 2. Change History Assessment - this tool is designed to help clarify why previous change programmes have succeeded or failed. 24