Ché Broekman

8/3/2019 Ché Broekman

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Leading your organisation

successfully through incremental andradical changes

? 1. Apply your personal competencies

to positively affect change

? 2. Walking the change journey with

senior management and employees

? 3. Overcoming barriers, coping withchaos and maintaining momentum for

change



My orientation

? Mostly standing on IT implementation

experience

? but ideas apply to most change settings

? Knowledge drawn from a variety of sources

over many years

? This presentation mostly about mindset andattitude



What is going on in CM?

? ‘Mysterious’ and young science is coming

into its own

? Lots of activity, discussion, blogs, network

meetings

? Lots of misunderstandings as to what CM is

? High demand for a defined, consistent,

reliable process/methodology



1. Apply your personal

competencies to positively affect

change

? What sort of change manager do you want to

be?? The discipline is still forming and allowing for

individual approaches

? Great opportunity to choose work which best suits

your skills and personality



Determine your skills and

preferences

? What are you best at?

? What do you enjoy/find easy?

? Where do you find your inspiration?

? Build your personal work vision

? help drive your choice of methodology and relatedskills development





Main competencies

? Communicator/people person

? Systems-thinker

? Project manager

? Technical and/or business knowledge? Personal qualities? Flexibility

? Resilience

? Patience? Sensitivity

? Fast learner



Whatever your approach…

? Instil confidence, support and participation

? Work with people to encourage synergy

? Stay focused on delivering the initiative’s

benefits? Ideally quickly, seeking high levels of acceptance

and utilisation

? Keep this focus and you will find your way



The main variables

? For most change initiatives you will need:

? Vision and business case

? Committed and well positioned Sponsorship

? Engagement and communications strategies

? Detail of the new order and what’s changing

? Training and/or education processes

?

Sustainability measures? A method and/or plan for how you will work



2. Walking the change journey

with senior management and

employees

? Management involvement is critical

? It’s a business initiative, not an ‘installation’

? Engage/start your relationship with

management early, before engaging staff

? Show positive expectation of their support

and involvement

? Your sponsor may have to apply some

influence



Management ‘kick off’ meeting

? Introduce the project and start therelationship

? What they will want to know

? Vision and business case? Who is behind it and likelihood of success

? Main outcomes, changes and impacts

? How the project will work with the area

? Staff learning and supports

? Likely time and participation demands



Engagement tools

? Stakeholder analysis – Power vs. Interest strategies

? LP/LI - Monitor

? LP/HI - Keep informed

? HP/LI - Keep satisfied

? HP/HI - Manage closely

? Engagement monitor spreadsheet

? By unit/area

? Contact details

?

Diary of engagements – phone, email, meetings? Key needs

? Issues and risks

? Action items



Staff information session

? Have management/supervisor introduce you

? Explain the project and start the relationship

? What they will want to know

? Why the initiative is needed/how it will be better

? What will change – how the work will get done

? How they will learn/training information

? Support and feedback options

? Timing for key project events and changes

? Seek to instil confidence and preparedness



Employee needs

? Change is an individual process

? People move at their own particular pace andprocess

? Their needs are both practical and emotional

? “Resistance is everything”? Expect it - normal human behaviour

? Predict and prepare

? Offer self determination wherever possible? Involvement and participation key

? Manager>supervisor>employee buy inhierarchy



Treat people seriously

? Allow those experiencing change to complain

? Important psychological process

? Listen to what they have to say

?

Often contains essential information for how to smooth outthe change process

? Take issues back for resolution

? Be responsive

? Keep them informed

? Respond to questions? Help remove barriers rather than impose requirements



Provide information

? Communicate as much as possible

? Written word not that affective anymore ?

? Ensure everyone knows the what, why,

when, how? What’s changing

? Why it’s needed

? Dates/times of stages and key events

? How they will learn, be supported, continue tomeet work requirements



Org levels and information

types

Senior level

Mid level

Lower levels

? Strategic and long term

? Strategic shorter termand unit goals

? Operational andindividual goals





Tips and strategies

?

Apply a methodology? Regularly plan and review

? Keep eye on the objectives

? Manage risks and issues

? Use your sponsor/board? Don’t try to do it alone, change is everyone’s

responsibility? Project team

?

Board? Management

? Staff





Tips and strategies

? People support what they create? Achieve involvement wherever possible

? Conversation is the way human beings havealways thought?

Accept the messiness of the approach? Technology can disengage

? Accept that some failures will be inevitable? Constant success is not how life works

?

Focusing on the negative gets peopledepressed and disengaged

? Focus on what is working as much as possible



Ché Broekman

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