8 STEPS AND STAKEHOLDERS MGMT ADAPTED FROM ELECTROLUX TRAINING TO MCPS. Change Management for MCPs.

8 STEPS AND STAKEHOLDERS MGMT ADAPTED FROM ELECTROLUX TRAINING

TO MCPS.

Change Management for MCPs

Why do we do change management?

Because people resist change

Why people resist changes?

Misunderstanding about the need for change/the reason for change is unclear —you can expect resistance especially from those who strongly believe the current way of doing things works well.

Fear of the unknown: People will only take active steps toward the unknown if they genuinely believe – and more importantly, feel– that the risks of standing still are greater than those of moving forward in a new direction.

Lack of competence —Seldom admit. But sometimes, change in organizations necessitates changes in skillsConnected to the old way — If you ask people in an organization to do things in a new way you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught your audience the old way – and that’s not trivial. We as AIESEC have an advantage here

Low trust — When people don’t believe that they can competently manage the change.

Temporary fad — When people belief that the change initiative is a temporary trend

Why people resist change?

Not being consulted — If people are allowed to be part of the change there is less resistance

Poor communication — It’s self evident isn’t it? When it comes to change management there’s no such thing as too much communication.

Changes to routines — When we talk about comfort zones we’re really referring to routines. We love them. They make us secure.

Exhaustion/Saturation — Don’t mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low. They are not change thrivers.

Change in the status quo —if people believe the change favours another group/area/person there may be (unspoken) anger and resentment

Benefits and rewards — When the benefits and rewards for making the change are not seen as adequate for the trouble involved

People reactions to change

Classic psychological reactions to change:

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In change Management: Not everyone is the same!

Who? -> Stakeholders

How? -> Channels & Forms

What? -> Purpose/ Message

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Analyze stakeholders to determine degree of interaction

Differences in stakeholder involvement depends on power of influence and level of interest.

Keep informed (Some legislative matters)

Should be aware (MC Teamdays agenda)

Should be heard

(Agenda Conferences)

Should be involved (Some legislative Matters)

Pow

er

of

infl

uen

ce

Level of interestSmall/Low (1)

High (4)

High (4)

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How to lead change?8 steps by J.P. Kotter

1. Establish a sense of urgency

2. Create the guiding coalition (LCPs, EBs)

3. Develop a vision and strategy

4. Communicate the change vision

5. Empower people for broad-based action (remove obstacles).

6. Generate short-term wins

7. Consolidate gains and produce more change

8. Anchor new approaches in the culture

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1. Establish a sense of urgency

How do you establish a sense of urgency? It’s true but we emphasize communication wise.

Create a feeling of crises Set targets as high as they cannot be reached by conducting

business as usual Stop “happy talk” Widely communicate to people on future opportunities and

rewards related to them

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How do you characterize an effective guiding coalition? How can you create an effective guiding coalition?

2. Create the guiding coalition

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2. Create the guiding coalitionHow can you create an effective guiding coalition?

Find the right, people ( Whom? -> Target Group) Strong power positions, broad expertise, high credibility Leadership and management skills

Create Trust Teambuilding activities Communication activities

Develop a common goal Sensible to the head Appealing to the heart

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3. Develop a vision and strategy: Why and How

Strategy

Vision

Plans/ short-term objectives

Operational things: Budgets, HR

A sensible and appealing picture of the future

A logic for how the vision can be achieved

Specific steps and timetables to implement the strategies

Plans converted into financial projections and goals

A vision and strategy for change

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3. Develop a vision and strategy

How can you create an effective vision?

Make a first draftInvolve a guiding coalition (LCP Summit yaaayyy!!)Do it in a team!Remember:

The process may be messy and timely Make the end product close to the head and the heart

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4. Communicate the change vision

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Who? -> Stakeholders How? -> Channels & FormsWhat? -> Purpose & Message

What do you need to think about when communicating the change vision?

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5. Empower members for a broad-based action

Members want to act, but are boxed in…

Organization

Formal and non-flexible structures

Technology

Myaiesec.net

People

Leaders who discourage actions

Processes

A lack of needed process skills

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5. How can you overcome barriers to broad–based action?

Communicate a sensible vision to your membersProvide training Approach leaders who undercut change

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6. Generate short-term wins

Why create short-term wins?

To assess the viability of the vision and strategy To achieve concrete results To provide evidence that sacrifices are worth it To motivate & reward team members To undercut resistance To keep members & management focused

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Change leads to more change, it reinforces itself until consolidation

Careful with early wins, false sense of victoryOrganizations like AIESEC need a broader coalition & wider stakeholder management.

Leadership from top management is needed

Think outside of the box

7. Consolidate gains and produce more change

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How can you make the change stick?

Make sure people have the right: knowledge attitude behavior

Change needs to be embedded in the culture.

8. Anchor new approaches in the culture cont.

My insights

Teach your guiding coalition people have a guiding coalition of their own (LCP with LCEBs and MCVPs with LCVPs and so on…)

Change management is not about luck!

It’s about careful planning and execution!

As change agents, guess what… we should specialists in change management ;)!

Change management is an exciting and thrilling process!

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How to lead change?8 steps by J.P. Kotter

1. Establish a sense of urgency

2. Create the guiding coalition (LCPs, EBs)

3. Develop a vision and strategy

4. Communicate the change vision

5. Empower people for broad-based action (remove obstacles).

6. Generate short-term wins

7. Consolidate gains and produce more change

8. Anchor new approaches in the culture

Thank you!