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The Challenge of Change

The Challenge of Change. John Walker Chief Executive Officer Richmond Valley Council. Welcome. Overview of Change. Change is always on the agenda Outstanding examples of change management at operational level Not very good when it comes to structural change

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The Challenge of Change

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  1. The Challenge of Change John WalkerChief Executive OfficerRichmond Valley Council

  2. Welcome

  3. Overview of Change Change is always on the agenda Outstanding examples of change management at operational level Not very good when it comes to structural change Why do we let ourselves get into positions of needing major change? Why do State governments feel need to force change and see us as not capable of doing it ourselves?

  4. “Change is the law of life, and those who look only to the past or present are certain to miss the future” John F Kennedy …

  5. What is the future and how do we shape it? • Attitudes to politics and government are changing at all levels. • Are we really prepared to take on the challenges of change? To be bold, courageous with conviction and belief – the big unknown or • will you embark on “safe” change – predictable, comfortable, innovative and recycled ideas. • Innovations and ideas • Collaboration and regionalisation • New ways of engagement • Better planning and delivery • More with less Overview of Change

  6. Vision and dreams Roadblocks, derailers, apathy and opposition Compatibility and capability Conviction to complete Hard and personal Open mindedness and flexibility More than one right way Key elements of change are people & leadership

  7. Key personal messages & insights Pragmatism Leadership chameleon Trust instincts and values Not big on models Hard to predict end game Accountability Overview

  8. Have a simple but clear vision before you start and create a sense of urgency. Respect the past, respect the history, and respect the people. Stay strong on the journey but be flexible. Understand your leadership role – don’t let others use you for their purposes. Be sure of what you are doing and why – trust your instincts. Leave something for the next term. You don’t have to do it all at once. Key personal messages & instincts

  9. Radical or trailblazing change can be fun but dangerous. Politics in Local government is intrinsic in the process. In change management you have to use it, but remember it can be good and bad. Ex Council CEOs make very bad Councillors. Roles and responsibilities of Mayors, Councillors and CEOs have to be clear (or Chairs and CEOs) - make sure they are. When survival is at stake – change may have to be radical. CEOs need to be ruthless when times demand it and elected councils (on boards) must support them. Key personal messages & instincts

  10. Change agents must be great communicators. Always fight for what you believe in. Absolute faith and belief in what you are doing is necessary to survive a massive change program. Ideological change on its own will fail. Always think big and bold and remember we live in a big world and a world where local government is not that significant. Make sure you are held to account with your change program. Key personal messages & instincts

  11. Have a good hard look at ourselves and act. Scale and capacity. Trust is lacking (history). Role of NSW Government in our financial problems is central. Some structural change is necessary. Despite promises it still seems one-way change. NSW Fit for the Future

  12. Financial sustainability Scale and capacity Leadership Visionary plans Exemplary execution People in our organisations Community support Innovation and new thinking Communications & branding Global thinking Future challenges & preferred direction

  13. Conclusion

  14. Thank you

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