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Open training course for a mixture of public and private sector delegates in London.
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Effectively managing change in 2010
by Fluid
January 2010
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Contents3-4 Introduction to Fluid5-12 Public sector13-14 Why transformations fail15-16 Exercise A17-19 Create a more innovative culture20-22 Avoiding common mistakes23-24 Seven key shifts25-26 Five phases of change27-28 Seven rules of change29-30 Resistance to change31-32 Exercise B33-34 Handling change35-36 Lessons from change masters37-38 Tensions of leading change39-43 Case studies44-45 Conclusion and questions
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Introduction
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Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
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Public sector
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Public sector 1 of 7
• CHALLENGES• High or increased workload• Budget constraints• Resourcing constraints• Dealing with bureaucracy• Motivating staff• Government initiatives and legislation
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Public sector 2 of 7
• WHY ARE YOU STILL HERE?• Interesting or varied work• Suits my experience and expertise• To make a difference• Opportunities for professional
development and structured career• Job security• Non-financial benefits
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Public sector 3 of 7
• LIKELY BUDGET CUTS• Headcount reductions for permanent staff• Streamlining processes• Staff development and training• Cutting services• Staff salaries
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Public sector 4 of 7
• IMPACT OF BUDGET CUTS• Headcount reductions for permanent staff• Streamlining processes• Staff development and training• Cutting services• Staff salaries
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Public sector 5 of 7
• IMPACT OF BUDGET CUTS• Higher workload• Lower morale• Stress• Reduced quality of service for customers• Job insecurity
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Public sector 6 of 7
• IMPACT OF BUDGET CUTS ON STAFFING ISSUES
• Demotivated staff• Lack of job security• Talent retention• Making redundancies and headcount
reductions• Opportunity to manage out poor
performers
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Public sector 7 of 7
• IS SENIOR MANAGEMENT EQUIPPED TO DEAL WITH BUDGET CUTS?
• ?
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Why transformations fail?
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Why transformations fail?• Establish a sense of urgency• Form a powerful guiding coalition• Create a vision• Communicate the vision• Empower others to act on the vision• Plan to create short-term wins• Consolidate improvements and sustain the
momentum for change • Bed in the new approaches
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Exercise A
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Exercise A
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Create a more innovative culture
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Create a more innovative culture (1 of 2)
• Understand the new role of leadership
• Search for untapped talent in your team
• Encourage creative abrasion, but swat ferocious fireflies
• Deal with other, more insidious trust busters
• Make sure quieter fireflies have a chance to glow
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Create a more innovative culture (2 of 2)
• Don’t let team leaders keep too tight a lid on the jar
• Make meetings fun, exciting and inviting
• Shine the light of accountability on your team
• From time to time, escape the office for a creative excursion
• Make innovation everyone’s job
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Avoiding common mistakes
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Avoiding common mistakes (1 of 2)• Relevance and meaning; not linking change to
your market and strategy to create clarity for stakeholders
• Change governance; unclear leadership roles, structure, decision-making, interface with operations
• Strategic discipline for change; not providing standard disciplines for leading change
• Misdiagnosing scope; in magnitude and in the impact to culture, mindset and behaviour requirements
• Align initiative and integration; running the change through multiple separate or competing initiatives and ensuring the integration of plans, resources and pace
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Avoiding common mistakes (2 of 2)
• Capacity; not creating adequate capacity for change
• Culture; not adequately addressing the culture as a major force directly influencing success
• Leadership modelling; leaders not willing to change mindset or behaviour to model what they are asking of others
• Human dynamics; not adequately or proactively attending to the emotional side of change
• Engagement and communication; not engaging and communicating with all stakeholders
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Seven key shifts
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Seven key shifts• Shifting from a focus on problems to focus on
opportunities• Shifting focus from the short term to the long
term• Shifting from focus on circumstances to one
on purpose• Shifting from a focus on control to one on
agility• Shifting from a focus on self to service• Shifting from expertise focus to listening
focus• Shifting from a focus on doubt to one on trust
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Five phases of change
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Five phases of change• Stagnation• Preparation• Implementation• Determination• Fruition
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Seven rules of change
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Seven rules of change• You might not have a disease that
behavioural change can cure• Pick the right thing to change• Don’t delude yourself about what you
really must change• Don’t hide from the truth you need to hear• There is no ideal behaviour• If you can measure it you can achieve it• Monetise the result to create a solution
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Resistance to change
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Resistance to change• Boost awareness• Return to purpose• Change the change• Build participation and engagement• Complete the past
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Exercise B
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Exercise B
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Handling change
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Handling change• Recognise that life is change• Understand the change• Identify the spaces that the change
creates• Find a mentor• Relax your mind, open your heart, be
spontaneous, find joy• Keep centred and grounded• Count your blessings
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Lessons from change masters
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Lessons from change masters• Real insights, real actions
• Solid benefits, solid methods• Better skills, better change• Right investment, right impact
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Tensions of leading change
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Tensions of leading change• Catalyse change, cope with transition• Show a sense of urgency,
demonstrate realistic patience• Be tough, be empathetic• Show optimism, be realistic and open• Be self-reliant, trust others • Capitalise on strengths, go against
the grain
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Case study 1
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Case study 1
• Team training• Hard barriers to change and soft barriers
to change• Balance short term with long term• Create a common vocabulary of change• Action plan for instituting change in the
business• Attributes of an innovative organisation
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Case study 2
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Case study 2 (1 of 2)
• Adding value• Articulating a mission• Building Process Reengineering• Commitment, enrolment and compliance• Content, context and process model• Five Whys• Force field analysis• Ladder of inference
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Case study 2 (2 of 2)
• Organisational learning and the learning organisation
• PEST• Readiness and capability• Seven S model• Stakeholder analysis• SWOT analysis• Total Quality Management
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Conclusion & Questions
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Conclusion
• Summary• Questions
