ppma 2013 annual seminar - paul hills & gary browning - managing change successfully
Post on 21-Oct-2014
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Penna - Managing Change Successfully - Action LearningTRANSCRIPT
Paul Hills & Gary Browning (Chief Executive)
YOU
Your chosen quote – why
does it resonate
with
What does
good
look like
Your leaders need have good change management skills
To manage change successfully your leaders need to be good at it! There are three key skills areas
Creating the vision and change plan
Managing the project /programme
Managing oneself
throughout the change
Supporting and influencing others throughout the change
Managing information and communication throughout the change
Interpreting and articulating a clear vision and building commitment to achieve it
The leading change
competencies
To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help
change skills and tools
Change Plan & PM
People, Emotions, Teams
Communication and Vision
Kotter ‘checklist’
Change Curve
Vision Communication (4Ps)
To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get really expert at them – they do not become habits.
Porter’s Five Forces
Newentrants
Substitutes
BuyersSuppliers Rivalry
To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get really expert at them – they do not become habits. In addition they often do not act consistently and collectively
21
22
Elephant
23
Elephant
24
25
Elephant
26
John Kotter, Harvard Business Review, 1995:
Not establishing a great enough sense of urgency
Not creating a powerful enough guiding coalition
Lacking a vision
Under-communicating the vision
Not removing obstacles to the new vision
Not systematically planning for and creating short-term wins
Declaring victory too soon
Not anchoring changes in the corporation’s culture
1. Not much/not very wellRating
1. Not much/not very well
Rating2. Sometimes, sporadic
1. Not much/not very well
Rating2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
1. Not much/not very well
Rating2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
4. Consistently, fully,
expert – it’s a habit
GuiltAnxiety
Relief
Selfishness
Anger
Joy
Shock
2. Shock, Immobilisation and Loss
3. Searching and Denial
5. Depression, Self- Doubt and Inertia
7. Testing Options
4. Anger
Low
High
Selfesteem
1. Relief
6. Acceptance
9. Integration and Renewal
1
2
4 3
5
8
7
6
9
Time
8. Searching for meaning and self-awareness
1. Not much/not very well
Rating2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
4. Consistently, fully,
expert – it’s a habit
Transition Communication – The Four ‘P’s
urpose – why we have to do this
icture – what it will look like and feel like when we reach our goal (the vision)
lan – Step-by-step how we will get there (in broad terms – and where we are on the
journey)
art – What you can (and need to) do to help us move forward
“If you want to build a ship do not gather men together and assign tasks. Instead teach them the longing for the wide endless sea.”
- Saint Exupery’s Little Prince
Elephant
1. Not much/not very well
Rating2. Sometimes, sporadic
3. Quite a lot – it’s
becoming a habit
4. Consistently, fully,
expert – it’s a habit
To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get really expert at them – they do not become habits. In addition they often do not act consistently and collectively We don’t spend enough time getting the basics right. We overcomplicate things and make it worse - and HR often collude in this
Less is more –
keep it simple –
focus
Build real skills
Lead by example
from the top
Apply consistently