Leading Change Sally Davis

1. Leading ChangeSally Davis

2. Leading change Exploration of the difference between leading and managing change Critical success factors for leading change A change and communication model to underpin change planning Leading workplace/ cultural change

3. Leading versus managing change- what makes the difference? Strategic thinking – ability to explore multiple futures Creative process- different skills to strategic planning Use of scenarios and other tools Analysis of various futures – data Planning for multiple futures – observation about what to do NOW for various options

4. Leading versus managing change- what makes the difference? Proactive versus reactive Creating desired futures (proactive) Still able to respond with agility to the unexpected – ie not immobilised when reactive response required

5. Leading versus managing change- what makes the difference? 3) Leadership styles in times of change Working to own strengths Listening and seeking information from range of informants Being open to doing things differently including changing tack Engagement, consultation, collaboration Sharing own insights, empathy with people’s feelings and reactions

6. Leading versus managing change- critical success factors Acknowledgement of staff – 3 aspects Acknowledgement of hard work to date Acknowledgement of people’s feelings and emotions during a critical time Thanking and acknowledgment of the hard work required to proceed/ succeed

7. Leading versus managing change- critical success factors 2) Selling the reason rather than the vision – sense of urgency People must feel that they MUST change, ie that it is imperative Greater chance for unity around the reasons for change

8. Leading versus managing change- critical success factors 3) Communicate, communicate, communicate Research on amount, frequency and mode of communication – increase! Repeat communication – why Communicate where people are at – or they won’t hear you

9. Leading workplace culture change 2 examples of organisations that managed to shift the way that staff worked and operated Analysis of features and characteristics and hence of leadership lessons Many more examples, selected 2 that exemplify the leadership characteristics that led to embedding different ways of working into an organisation

10. Leading workplace culture change4 characteristics Vertical engagement and dialogue across normal hierarchical structures Introduction/ design of systems that force behavioural change – moving from rhetoric about intent to practical implementation Genuinely acting on, and communicating, changes from front line Genuine change drivers- ability to engender belief in the new ways of working

11. Example 1 Small entrepreneurial business Board level rhetoric about ‘innovation’ System involved establishment of mechanism to record and evaluate innovations Accountability about participation in the system ie a requirement to reflect, discuss and nominate if desired A mechanism to evaluate, implement and reward successful innovations CEO meetings with front line staff to hear ideas and ability to immediately announce ‘go for it’ and we will report on it at next meeting

12. Example 2 State wide large organisation – major practice change Training was initial response to enabling new skills for totally new type of work (government sector) System of action learning to encourage development of new ways of working and building expertise Feedback loop – most senior executive with front line staff – hearing about new learnings and possible solutions for problems confronted Immediate responses to suggestions and learnings Impact on morale and workplace culture

13. Example 2 State wide large organisation – major practice change Training was initial response to enabling new skills for totally new type of work (government sector) System of action learning to encourage development of new ways of working and building expertise Feedback loop – most senior executive with front line staff – hearing about new learnings and possible solutions for problems confronted Immediate responses to suggestions and learnings Impact on morale and workplace culture

14. A model for change – Hall’s hierarchy - lessons Key lessons from this model It outlines a set process that we all go through during change Often managers and leaders are at a different stage in the model and therefore inappropriately pitch their communication to the wrong level Managers and leaders are going through the change process too – acknowledge impact

15. A model for change – Hall’s hierarchy- lessons Key lessons from this model If your communication is based on a different level to those on the ‘receiving end’ they WON’T BE ABLE TO HEAR YOUR MESSAGES You can use this model to plan your communication strategy to maximise staff coming along the journey with you

16. A model for change – Hall’s hierarchy – the model Concerns Based Adoptions Model (CBAM) 6 levels (plus level 0) Analyses the types of questions or concerns that people raise at each level and uses this to identify which stage they are at. Helps identify the type of information and engagement required at each level

17. A model for change – Hall’s hierarchy – the model 0 Awareness 1 Information 2 Personal 3 Management of change at work 4 Consequences or impace 5 Collaboration 6 Refocusing

18. CBAM – Stage 0- Awareness Awareness stage – ie lack of awareness of the change Questions or concerns include What change? I’m not worried about it? Pre- change stage Leaders must provide direction, outline that there is a change, be definite

19. CBAM – Stage 1- Information A need to have information about the change Questions or concerns include Who said? When is it happening? Why is it happening? Can I find out more about it? References? Pre- change stage Leaders must provide information especially the critical urgency for the change, rationale

20. CBAM – Stage 2- Personal Personal reactions to change – instinctive Questions or concerns include What does it mean for me? Will I get more money? Will I lose my job? Will I have to move? Will I still be able to commute? What will happen if I can’t do it? Pre- change stage Leaders must provide space and responses to very real personal concerns – often this is stage where people are most stuck. Acknowledgment of feelings/ reactions essential However, leaders must also articulate the need to get past the personal stage eg allow time for exploration but then ask people to move on

21. CBAM – Stage 3- Management of work Personal reactions to change, but now in context of implications for the role or work Questions or concerns include How will I manage this change? Will I have the skills I need? What about my current work load? How will I manage the current work load as well as new expectations? Beginning to engage with the change Leaders must acknowledge hard work in the past, and expectations for the future Assurance about support, retraining, skills – honest Leaders should also provide opportunities to listen to ideas and suggestions from the ground

22. CBAM – Stage 4- Consequences or impact Beginning to think beyond the personal and about others eg peers, colleagues, customers, suppliers and other stakeholders Questions or concerns include How will this affect XXX? What about the impact on YYY? Actively involved in the change Leaders must demonstrate willingness to consider impacts on others – and to listen if any gaps in planning are highlighted at this stage Leaders should also provide opportunities to listen to ideas and suggestions from the ground

23. CBAM – Stage 5- Collaboration Consideration of how to facilitate the change process Questions or concerns include How can I show others what I am doing so we can share? How can we work with XXX to make this work for us all? Actively involved in the change – proponents and engaged Leaders must demonstrate willingness to harness the energy and enthusiasm expressed here – and to enable staff to contribute ideas and assist others to come along with the change

24. CBAM – Stage 6- Refocusing This is where cycles of change are welcomed Questions or concerns include I’ve got some ideas about something that will work even better Actively involved in the change – proponents and engaged Those at this stage are well placed to contribute to continuous improvement and to new strategic directions – leaders need to harness and thank them for their contributions