Leading Organisational Change

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A presentation on Leading Organisational Change with advice on 11 Rules that will keep your plan on track. www.johnpc.co.uk

Text of Leading Organisational Change

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11 Rules of Organisational ChangeJohn Cunningham of johnpc ltdwww.johnpc.co.uk

1Best Practice & My Own Experience

(c) Force for Change: Kotter JP 19902Rule #1 If you can avoid it, dont do it

If youre planning a major organisational change within your business, my first piece of advice to you is dont do it

.Dont do it unless youre absolutely sure that you have investigated all other alternatives. Dont do it unless youre completely sure that it will add sustainable value to your business. Dont do it if its an attempt to cost cut to a short-term target. Dont do it unless you are prepared and capable of executing the changes effectively and efficiently3Rule #2 Dont change for changes sake

Whilst change is the lifeblood of any business, major organisational change causes anxiety and stress to those affected, often results in a disruption to business as usual and a reduction in service to your customers. Washington Irving once said There is a certain relief in change, even though it be from bad to worse; as I have found in traveling in a stagecoach, it is often a comfort to shift ones position and be bruised in a new place.corporate bruises from one place to another, thats another reason not to do it4Rule #3 Be sure of the impact

So before you embark on your organisational change journey make sure the result wont be a shift in your corporate bruises from one place to another, thats another reason not to do it.5Rule #4 Check again before you start

However, if you are absolutely convinced its the right thing to do, there are some key points that will increase your chances of emerging bruise free from any organisational change programme.6Rule #5 If you are sure, tick thesePlanningGovernanceCommunicationLeadershipCompassionShoes

Tick (sorry about the picture, but it is a tick) every box before you implement the change plan7Rule #6 Planning

Know where you want to get to and when you want to get there before you commence any activity. Planning the detailed steps of the change journey (how, who, where, what, when, why) is the cornerstone to a successful organisational change programme. If you are faced with the choice of delaying the start to spend more time on the plan versus commencing without a detailed plan, go for the former every time.8Rule #7 Governance

Make sure you start off on the right foot by forming a Programme Office. Populate this team with people with the appropriate skills to design the governance and processes that will support the change programme. Involve people from the full spectrum of your business, so the impact that change in one area might have on another can be fully understood. Ensure that all change activity which is people affecting is within the remit of this group. Give them the authority to deal with issues and challenges as they arise and task them with the responsibility of ensuring the plan is executed successfully.9Rule #8 Communication

No matter how clearly you think you have communicated everything, there will be lots of questions. Produce an FAQ before the programme is announced. Be consistent in answers on big-ticket items such as why are we doing this. Set up an email address that people can forward questions to and if you have health care support lines brief your healthcare provider on the change activity. Above all else, communicate frequently, consistently and succinctly throughout the whole period of the programme.10Rule #9 Leadership

If the change programme is your idea, then it is your responsibility. Announcing it and then leaving others to make it happen wont improve the chances of a successful implementation. Maintain a high level of visibility amongst the people affected. Provide clarity and leadership to the Programme Office and manage issues and obstacles as they arise in a decisive and proactive manner. Listen to the advice of others, take ownership of the difficult stuff and be the driving force behind the execution of the plan.11Rule #10 Compassion

The people affected by an organisational change programme will have their own fears, doubts, hopes and aspirations about how the changes might affect them. That will be (and should be), their number one priority. Never lose sight of the fact that your decision to initiate change can potentially have a massive affect on someones life12Rule #11 Put yourself in their shoes

So be honest in your communication, have belief in the fact that the changes you are making are the right thing to do. Treat everyone with the respect you would expect for yourself if you were in his or her situation, because one day you might be!13