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Shift Leaders Change Management

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Tony Denton

on 1 July 2016

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Transcript of Shift Leaders Change Management

CHANGE
OBJECTIVES:
Understand how people and organisations go through the change process – self, teams and organisations
Implement sustaining tools and processes that assure the change becomes imbedded in how the organisation operates
Understand a change management plan designed to build Awareness, Desire, Knowledge, Ability and Reinforcement.
Understand why change can fail
Identify key stakeholders and understand the role of the sponsor, assess what is needed for each of them to make the change successful
Understand how our own behaviour can influence the change process
Understand the people factors associated with change and how to achieve success
Personal Change Experiences
Change Management Overview
How to Lead Employees Through Change

Molson Coors Change Management Phases
Phase 1 – Preparing for Change
Phase 2 – Managing Change
Phase 3 – Reinforcing Change
Agenda
Change????
Internal drivers
of change
Staff additions
& changes
New facilities
Strategic adjustments
New equipment
Cash flow variations
Ownership & management changes
Growth
2 out of 3 corporate change projects fail.
50 - 75% of mergers/acquisitions fail to achieve expectations.
None of us are exempt from the challenges of change.
The Alarming Truth
WHY?
"Even if you are on the right track, you'll get run over if you are just standing still."
- Will Rogers
“When you’re through changing, you’re through.”
- Bruce Barton
Change Management - How do you feel about it?
Tasks for leaders of Change
Direction
Motivation
Enlistment
States of Change
Lead through the phases of Transition - both task and people
Effective Behaviour in Counteracting Resistance
Defining your Role – Practical Discussion
How to lead others through change
Tasks for Leaders of change
Be future – focused
Be aware of how changes external/internal to the organisation will effect it
Be aware of risks and opportunities
Be in touch with the needs, wants, views and feelings of employees
Develop a vision which is ‘authentic and do –able’ – paint the picture
Develop clear, realistic strategies for achieving the vision
Establishing Direction
Model the desired attitude and behaviour

Encourage and reward changed behaviour and attitudes

Energise others to overcome barriers and resistance to change
Motivating and Inspiring Others
Cooperation
States of Change & Resistance
If you have done everything you can so that your employees can go through the transition, but its still not working, then.........

Try to understand if they are impacted differently
If after discussion, coaching, support, development they are still not adopting the change, consider consequences and discuss

ADOPTING A CHANGE IS NOT AN INDIVIDUAL DECISION, IT IS AN ORGANISATIONAL DECISION
Phases of Change
Reinforcing change includes the analysis of results of the change management activities and implementation of corrective action.

Cultural Awareness – following up with people to ensure they are living the change
Corrective action plans – documenting and following through any gaps or non – compliance of the change
Lessons learned – conduct an “even better if” exercise and document as reference material for constructing your next change activity
What specifically is the change?
Who will the CM team be?
Who will be impacted?
Who sponsors it
Why is this important?
What will the sponsor do
Enlistment
Matters
People are more likely to commit if they:
Help make the decisions
Are involved in discussion - pre, during, and post
Are involved in forming and executing the process
Benefits of Enlisting Stakeholders
Benefit from their perspective and expertise
Anticipate challenges created by the decision
Proactively address objections
Build trust and demonstrate respect
Facilitate early adoption and ownership
How-To
Formal teams - decisions and advisory
Identify who has something to gain or lose
Address their legitimate concerns
Making It Happen
Identify Stakeholders
Assess Impact
Clarify Stages
Scope
Identify Decision Makers
Identify Change Sponsors
Plan Communication and Training
Plan
Communicate with transparency
Train
Listen
Defuse Resistance
Implement
Adapt as needed
Continue communication
Expect to be wrong
Reward/reinforce
cooperative behavior
Sustain & Reward
Phase 1 - Preparing
Phase 2 - Managing Change
Phase 3 - Reinforcement
Create a burning platform
“The brain is always trying to automate things and to create habits, which it imbues with feelings of pleasure. Holding to the tried and true gives us a feeling of security, safety, and competence while at the same time reducing our fear of the future and of failure,”
Gerhard Roth, "Personality, Decision, and Behavior"
Baggage
Habits
Emotions
Environment
The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.

Albert Einstein
You must be the change you wish to see in the world.
Mahatma Gandhi
Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.
Barack Obama
To improve is to change; to be perfect is to change often.
Winston Churchill
He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery.
Harold Wilson
Change before you have to.

Jack Welch
“Here's to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They're not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can't do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.”
― Apple Inc.
What can make change go wrong?
RESISTANCE
Managers play a key role in building desire with employees. They are the centre point for those critical conversations about a change. They remove barriers and manage resistance.

Effective managers demonstrate commitment to the change through their own behaviour. Their actions provide a visible role model that can build strong support for the change.
PRACTICAL GROUP DISCUSSION

Have past changes been adopted easily? What are the reasons for this?
Are the employees going through other changes?
How can I best communicate up and coming changes?
How can we improve the future change implementation based on learning and mistakes from the past?
What are the concerns of our employees right now?
How will you intro the change
How will you manage the change
What will your change plan need to include?
Reverse Brainstorm!
What can we do to totally mess up a change programme?
Minimum outputs from Phase 1 are...
Sized the change
Stakeholders mapped
Change strategy considered
Sponsor and responsibilities identified
Change team identified
How will you introduce insights to your teams
Group Exercise – See, feel, behave!
Activity 1
What has been the biggest most recent change you’ve experienced as an adult?
Planned?
Unplanned?
What was your first personal reaction?
Did your reaction change after time?

On reflection is there anything you would have done differently if you were faced with similar change in the future?

Activity 2
Discuss a recent example of change that you consider was successful – list the reasons why this led to being a good experience.
Discuss a recent example of change that you considered was unsuccessful – list the reasons why this led to being a poor experience


After you've done a thing the same way for two years, look it over carefully. After five years, look at it with suspicion. And after ten years, throw it away and start all over. ~ Alfred Edward Perlman
Full transcript