The Right Way to Manage Change?

1. The Right Way to Manage Change? Esther Cameron + Mike Green Authors of Making Sense of Change Management

2. The change management landscape – the good news! Many organisations are demonstrating increased investment in good quality management and leadership training There is much improved attention to project and change management processes/frameworks and more rigorous planning, monitoring and controlling There is more awareness of the need to engage people in change and deal with resistance

3. The change management landscape – the gaps? Lack of awareness of the skills ‘stretch’ required to lead significant change Too much ‘doing’ and not enough framing and containing Belief that there is a perfect way to plan change in which everything goes exactly to plan

4. So what do effective change leaders do?

5. Doggedly pursues the plan Holds people to account Leads by driving a project through to completion Critical projects Tighter compliance New legislation “Just follow the plan and we’ll get this done” TENACIOUS IMPLEMENTER

6. Asks the difficult, penetrating questions Spots dysfunction and resistance Creates discomfort and unease when things aren’t improving Crisis Improving supply chain management Creating a sense of urgency “This is a serious problem. Can’t you get some traction on this?” EDGY CATALYSER

7. Is principal architect and designer of the strategies Crafts seemingly disparate ideas into a way forward Adjusts the internal systems to meet external drivers of change Longer term strategies Complex organizational change New product/service design & implementation “Let me explain how it all fits together” THOUGHTFUL ARCHITECT

8. Articulates a compelling picture of the future Gives clarity of purpose to people by promoting a motivating vision of the future Holds the vision long enough and strong enough for others to step into Growing an enterprise Cultural change Longer term, complex change Demotivated workforce “Let’s work together towards a brighter future” VISIONARY MOTIVATOR

9. Reinforces what’s important and establishes a few simple rules Calmly influences complex change activity through focused reassurance Connects people and agendas Working with partners & stakeholders Cultural change Mergers, acquisitions, restructures Crises “Get together and take time to focus on this” MEASURED CONNECTOR

11. Conversation 1 In your current change work, which of the five qualities/roles are you demonstrating to good effect? Which might you need to master over the coming months + why?

12. Less is More? • Holding back from so much doing • Practising minimal interventions • …developing Negative Capability

13. Less is More: Principles for Change Managers What we resist persists, what we accept dissolves By doing the least, the most is achieved When the change manager rests in a place of non-action, everything gets done without any effort When the individual or the organisation makes a speedy recovery the change manager stays alert to the possibility of a relapse When progress is slow the change manager keeps open the space where an unexpected miracle might occur

14. Less is More… Frame meetings well, create a safe space and keep watching Plan at the right level Use elegant, minimal explanations If others don’t see the problems you see, they might not be as important as you think Be able to describe an attractive future in 3 minutes

15. Conversation 2 From what you have heard: What new ideas or insights do you have? What might you do differently?

16. Summary • Know your strengths as a change leader • Stretch yourself as a change leader – step into unfamiliar roles when you need to • Remember that you don’t always need to be doing or interacting • “allow the inner knowing to emerge” • Sometimes it’s enough to describe the dilemma and wait…. • Recognise the need for feedback loops and adaptability as changes progresses. • There’s no such thing as a perfectly planned change!

17. The Endhandouts available+ books for sale! www.integralchange.co.uk www.transitionalspace.co.uk