Change Management

1. Change Management Think Piece Piers Schreiber Piers@thecommunicationmatrix.net +44 7707 263 782

2. It is designed around the business drivers It wins emotional and intellectual support It models and reinforces the new way of working It puts significant investment into communications It creates experiences that shape future behaviour It aligns all the dimensions of management behind the change It releases talent, creativity and ingenuity – often in unexpected ways Incorporate the drivers into the project plan Develop clear engagement / involvement strategies Accomplished before, during and after implementation Communicate from the very start of the project Align and engage all levels of management behind the change Allow for processing resistance and conflict – natural during change Provide processes that emotionally support people through all parts of the change Key Features of Successful Transformational Change Key Features Implications

3. A continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing another A big programme of activities without any clear goals for change Confusion between ends and means – the question of ‘training for what’ must be answered Short-term perspective. Three to five years is a realistic time framework for organisational change Lack of coordination between a number of different activities aimed at increasing organisational effectiveness Overdependence on others – either outside consultants or inside specialists Large gap between the commitment to change at the top of the organisation and the transfer of this interest to the middle of the organisation Trying to fit a major organisational change into an old organisational structure The constant search for cookbook solutions Applying an intervention or strategy inappropriately. The tendency to apply someone else’s package Ten Points of Potential Failure

4. Strong data-driven rationale A specific research-based reason for change Linked directly to performance goals The Need for a Compelling Business Case Realistic understanding of organisational implications Formal; informal; people; tasks Focused strategy for stakeholder engagement Identification of critical audiences and gap analysis Clarification and communication of vision Compelling reason and urgency behind change activities

5. The Need for a Burning Platform

6. The Need for a Strong Foundation Assess the organisation’s readiness and capability for change Create a shared, defined and robust view of the imperatives for change and performance requirement Decide on the vehicle for change (e.g. process redesign, cost reduction, culture change, closer alignment with customers) Identify stakeholders

7. The Change Equation(Beckhard) + + > 1ST Steps Costs Vision Dissatisfaction $$$ Emotional Changing individual behaviour requires both new information and new experiences ( ) + = Behaviour X Experience Information Perception Information about what is happening to the IFC and me, and why Experience of doing my work in new ways which reinforces the change and engages me potentially My perceptions of the organisation, its management and my own capability A shift in my behaviour and attitudes

8. Leadership Moving one or more people from where they happen to be to some other place Clear committed leadership is vital to the success of any change

9. Making the journey and destination compellingly attractive Helping people see a future they want to be part of Helping people find a purpose and meaning for themselves Requesting commitment Key Features ofLeading Change Enrolling • Helping people see possibilities for their contribution • Challenging self-limiting beliefs • Setting (together) stretching targets • Building self-esteem, confidence and trust • Putting into action Enabling • Building and sustaining people’s energy • Celebrating successes • Giving recognition • Expressing optimism Energising • Demonstrating the behaviours and values that are being required of others Exemplifying

10. Explain the basic purpose behind the outcome ‘What was the problem?’ Who said so and on what evidence? What would have occurred if no one had acted to solve it? What could have happened to us if that had occurred Key Features ofLeading Change Purpose Picture Plan Part • Paint the picture of how the outcome will look and feel • What is the outcome going to look, feel and sound like? • How are people going to get their work done and interact with each other? • How will a day be organised? • Lay out the plan for phasing in the outcome • Outline steps and schedules in which people will receive information, training & support they need to make the transition • People oriented to tell employees how and when their worlds are going to change • Start with where people are & work forward to leave the past behind and emerge with new attitudes, behaviours & identity • Establish each person’s part in both the plan and the outcome • Show employees the role & their relationship to others. Until they see it they can’t adjust hopes & fears to the new reality • Show employees what part they play in the outcome & the transition process

11. Set the direction Create the desire & will to change Transformation Process Unfreeze Mobilise Realise Reinforce Sustain Part Phase Content Make early changes & build confidence Secure widespread shift in behaviour Underpin with changes in structure & people processes Strive for continuous performance improvement Break with the past Build the energy Perform-ance lift-off Embed new culture Push the limits Outcomes

12. Plan from the Perspectiveof the Recipients of Change Unfreeze Mobilise Realise Reinforce Sustain Part Board • Where do we want them to be? • What initiatives will help them get there? • Is the ‘load’ of change reasonable & within capabilities? • What projects do we need to provide the initiatives Senior Mgmt Team Customer Facing Staff Front-line Managers Middle Managers Support Teams

13. Plotting Shifts in Commitment(Example) Key Players No Commitment Let It Happen Help It Happen Make It Happen X O Line Managers X O Senior Team X O Board X O HR X O Employees Project Sponsor X O Key: X = Present state O = Minimum commitment needed

14. Surfacing PotentialBarriers Early On • Change gets bogged because barriers are not dealt with soon enough or openly enough to keep the change process moving • Barriers may exist anywhere and everywhere – even the difficult-to-see places… • Strategy • Structure • Process • Operating principles • Culture/behaviour • Jobs • People • Leadership • Management • Resources • Systems • Rewards • Values/Beliefs • Capabilities Consider: How will this change effort affect…?

15. Identify Strategies for Closing Critical Gaps

16. Importance of Leadership Communication Leadership 65% • Actions speak louder than words • Day-to-day behaviour and signals need to live the vision Grapevine ? Why should I change my behaviour or go the extra mile? Systems & Processes 25% Media 10%

17. The Transition Curve:How Attitudes & Feelings Change “S/he really made the effort to help us implement this change” “This way is more effective” “I’m not sure I know what’s going on” “This could be a better way of doing it” Confidence “I can handle this” “Actually, things might get better” “I feel overwhelmed” “We can’t do this. It won’t work. We’re not allowed” Time

18. Making Sense of the Journey To change their behaviour, employees need to see the link between: The information they receive Their work and how they do it The context in which they do their work The needs of the organisation

19. Link between desired result & communication approach Ownership/ Engagement Acceptance/ Alignment Understanding (and Action) Level of change Awareness Tell Sell Consult Join Level of involvement

20. Choosing the Right Communications Tools & Channels Ownership/ Engagement Working sessions, 1-to-1 conversations, workshops, coaching Acceptance/ Alignment Focus groups, working parties, suggestions schemes, consultative presentations Understanding (and Action) Level of change Booklets, plenary sessions, presentations, videos, intranets Awareness Newsletters, emails, memos, letters, notices Tell Sell Consult Join Level of involvement

21. Information + Involvementto Build Commitment & Change “This is the way we do things here” Stages of Individual Behaviour Change Internalisation of new behaviour “OK, I’m ready to do it the new way” Increasing Commitment Commitment to personal change “I know how we need to do our jobs differently” Translation to the work setting Significant involvement needed “I understand where we need to go” Understanding of change direction “Yeah, I saw the memo” Awareness of desired change Information with some involvement sufficient here

22. Meet regularly with employees and openly discuss the organisational changes and why they occurred Recognise that employees understand that you may not have the answers to everything, but it’s important for them to feel the communications are open and honest Constantly communicate clear goals and vision of the new situation Encourage people to discuss fears and concerns in teams Open ‘suggestion boxes’ for employees to raise questions in anonymity Set up weekly lunches or other informal meetings to discuss the progress of the restructuring process Whenever possible, assign roles and responsibilities in line with peoples interests Develop rituals and marker events that allow people to connect Involve employees affected by the changes in making decisions about what’s best for them Discuss realistic career options with employees and ensure training is available for any new skills that are needed Ten Strategies for Employee Involvement

23. Identify individuals or groups whose commitment is necessary to the success of the change effort Create and follow a departmental plan to increase commitment of all players Continually encourage and enable employee involvement Continually communicate the goals of the change process Turn covert resistance to overt resistance and then to commitment WALK THE TALK! Coaching Others in Building Employee Commitment

24. Leader attention, measurement, rewards and controls Leader reaction to critical incidents Leader role modelling, coaching Criteria for recruitment, promotion, retirement and excommunication Formal and informal socialisation Recurring systems and procedures Organisation design and structure Design of physical space Stories and myths about key people and events Formal statements, charters, creeds, codes of ethics etc What People Pay Attention To: Between 80-90% of behaviour is determined by the first three points