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The Great Change
Debate05Mar15
Output from the post lunch
exercise on behaviours that help
organisations embrace change
The Challenge
Each group was asked to identify the behaviours that each
individual can display in order to help organisations
embrace change.
Behaviour was defined as:
• The WORDS you say
• HOW you say them
• FACIAL expressions
• BODY LANGUAGE
Engage/involve early
2-way dialogue – regularly
Acknowledge uncertainty
Communicate even when you don’t have the decisions
– Explain the journey
Balanced overview of benefits/ disbenefits
– And clarity re were they site
– Sell them as challenges
– Make them sound positive
Bring all shareholders in early
Normalise change – recognise that it’s always happening (eg continuous improvement) just that some changes are bigger than others
Make them part of the solution – choices/ solutions
Coach and facilitate decision making vs telling
Acknowledge that it will be uncomfortable
Perception
No Blame Culture
Balance money and emotions
Describe opportunities
Open arms
Confidence
Engagement
– Walk around
– Approachability
Transparency
Dialogue – listen
Do learn do
Respect
Honesty
Loyalty
Creativity
Trusting
Active listening
Purpose clear
Role modelling
Local champions
Smile
Information activities
– Groups
– Team
– Organisation
Humility
Honouring the past – learn fro it
Self awareness and presentation, use of appropriate language
Active listening to people affected by change
Transparency of objectives
Authentic dialogue
Openness to challenge
Consistency of behaviour
Prepare people for change
Authenticity
WIIFM (self-interest)
Open and inclusive environment
Listening
Engagement
Demonstrate how people will be
heard
Try to remove the fear of failure
Change network – ambassadors
Pilots and learning – sharing
successes and benefits
Involvement and contribution
from the beginning
Strong vision/purpose
Recognising needs for support
and training
Relevance – tailored
communication and
engagement
– Pitching to the audience
Feedback (2-way)
Visibility – top level living the
change
Clear roles and responsibilities
Lifecycle change
Allow and encourage innovation
Empathy
Myth busting
“This change destroys what we’re going to do”
– Community
– Refocus discussion
New world paradigm – future stability and growth
“I don’t want to be here”
– Positive exit
“People are disposable”
– Genuine engagement
“We can’t stop doing this”
– Better ways
“They don’t understand more cost saving”
– Explain decision thinking
– Bigger picture
“Job loss”
– Job opportunity
“More work”
– Gain more knowledge
“I like what I do now”
– Brave New World
– Better decision (or at least ok)
“Change weary”
“My views are never listened to”
– Involve others in design
– Communal working on change
“It’s a done deal”
Positive language
Case studies of good examples
Value-add , improve outcomes
– Opportunity, safeguarding
Inclusive engagement
Safe environment for debate
Leadership
– Body language
– Leading by example
Driving right culture and
behaviours
– Aligning performance
management framework
(reward and recognition)
Understanding change
environment ie audience
Clear, understood, shared vision
Honest, credible leadership
– Example and questions
Change capability and capacity
Understand wider stakeholders
ie customers; suppliers
Enabling innovation across the
operational model ie system
processes, organisation
Effective planning
WHAT
Take time to explain – as far as
you can
Recognise and acknowledge
the influence/limits
Change is normal/healthy part
of life
Encourage involvement in the
change
Paint the picture – inspiring
Genuine/authentic –
winners/losers
Carefully crafted communication
– Your role and how you can
get involved
WIFM – Management
Make opportunities visible
OK to be open in raising
concerns/complaints
HOW
F2F where possible – put a face
to the change
All ideas are heard and valued
An inclusive culture
Demonstrate understanding of positives and negatives of the idea
Open and honest
Regular communications
Understanding of individual impact
Hope based communications
– Why are we doing it
Active sponsorship
– Walk the walk and talk the
talk (educate them)
Recognise failure – its ok to fail
but learn from it
Encourage two way
communication
Demonstration learning . . . “we
have learned from . . .”
Involve/understand those
affected and keep going
– What’s in it from them
– Timelines
– Consistent
Uncover ‘unease’ early
Acknowledge negative/hesitant
comments
– Respond to
Involve in ‘the how’
– Business advocates
– Incorporate into culture
– Put the right people on
projects
– Recognise and reward
– Set objectives
Link to personal and group values
Openness and transparency
Safety and trust
Responsiveness
Co-ordination
Role models
Engagement and consistency
Leading by example
Genuine enthusiasm
Evidence WIIFM
Enable co-ownership
Embrace resistance
Be open, listen, EI stuff
Honesty – be fallible
Be accessible – engaged/actively
Be human – be present
Use quick wins to show change is working – and can happen
Inclusive language – jargon free
Address fears - concerns
Objectivity
‘Taking ownership’ and self assurance eg of quality
Tell the truth and explain
Collaborating
Sharing own points of view
Being a ‘critical friend’
Be inclusive
Listening
– Cope with emotions
Understand the impact
– Show humility
Talking about a clear/aligned vision and objectives
– Let others define the way
– See people taking different routes to same end goal
– Variations of management styles/behaviour
Time helps and timing
People awareness
– Emotional responses
– Their values
Be passionate about change
Demonstrate belief
– Believe – honest/open
– Active delivery – energy/body language
– Smile to enforce positive
Listen to what is being said
Engage audience – judge impact of message
Use comparisons, similes, stories, pictures
Be real – acknowledge what is bad
Celebrate passing of ‘old’ problems – history
Be confident – have integrity
Apply real context – their agenda/alignment
Use their language - reflective
Leadership (build trust, remove fear)
– Active communication of plan
Open, authentic, consistency
Clarity of vision
– Active listening/observation
– Change own behaviour
Invest in the change capability
– Time, money
– Demonstration of engagement
Be flexible/adaptable
Align change to incentives
Bespoke messenging, tailored/facilitated 2 way communication – to
help provide positives
Awareness of cultural differences
Timely – time and frequency – communications
Use of change agents/champions
Open and honest communications
Acknowledge history –
– what is done well and keePing
– What is done badly, how going to do better
‘Moving towards’ language
Active listening
– Understand their position
Put yourself in someone else’s position
Tone of voice – how will it be heard?
– Condescending or calming?
Be careful with words and language – now ‘hard sell’
Environment – flexible
Ask people “what do you think?”
Watch – how are people reacting?
– Saying yes but face/eyes saying no
What words resonate with people?
– Respect
Elaborate options and repeat