Consult, Create, Transform The Rough Guide To… Leading Through Change March 2013
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Consult Create Transform
The Rough Guide Tohellip
Leading Through Change
March 2013
The Rough Guide tohellip Leading through Change 2
About This Guide
What is it
What is it not
A self-help guide on how to lead people
through a change
A presentation prepared for delivery to
an audience
Who is it for
Anybody who manages People
Consult Create Transform
When Leading Through
Change Firsthellip
The Rough Guide tohellip Leading through Change 4 copy Angus Clyne
Consult Create Transform
So What Is Change
The Rough Guide tohellip Leading through Change 6
The Rough Guide tohellip Leading through Change 7
Dictionary
An act or process through which
something becomes different
Business
An event that occurs when a
decision is taken by a company to
alter process people or structure
in part or whole in response to
internal or external stimuli
Change
Defined
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 2
About This Guide
What is it
What is it not
A self-help guide on how to lead people
through a change
A presentation prepared for delivery to
an audience
Who is it for
Anybody who manages People
Consult Create Transform
When Leading Through
Change Firsthellip
The Rough Guide tohellip Leading through Change 4 copy Angus Clyne
Consult Create Transform
So What Is Change
The Rough Guide tohellip Leading through Change 6
The Rough Guide tohellip Leading through Change 7
Dictionary
An act or process through which
something becomes different
Business
An event that occurs when a
decision is taken by a company to
alter process people or structure
in part or whole in response to
internal or external stimuli
Change
Defined
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
When Leading Through
Change Firsthellip
The Rough Guide tohellip Leading through Change 4 copy Angus Clyne
Consult Create Transform
So What Is Change
The Rough Guide tohellip Leading through Change 6
The Rough Guide tohellip Leading through Change 7
Dictionary
An act or process through which
something becomes different
Business
An event that occurs when a
decision is taken by a company to
alter process people or structure
in part or whole in response to
internal or external stimuli
Change
Defined
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 4 copy Angus Clyne
Consult Create Transform
So What Is Change
The Rough Guide tohellip Leading through Change 6
The Rough Guide tohellip Leading through Change 7
Dictionary
An act or process through which
something becomes different
Business
An event that occurs when a
decision is taken by a company to
alter process people or structure
in part or whole in response to
internal or external stimuli
Change
Defined
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
So What Is Change
The Rough Guide tohellip Leading through Change 6
The Rough Guide tohellip Leading through Change 7
Dictionary
An act or process through which
something becomes different
Business
An event that occurs when a
decision is taken by a company to
alter process people or structure
in part or whole in response to
internal or external stimuli
Change
Defined
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 6
The Rough Guide tohellip Leading through Change 7
Dictionary
An act or process through which
something becomes different
Business
An event that occurs when a
decision is taken by a company to
alter process people or structure
in part or whole in response to
internal or external stimuli
Change
Defined
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 7
Dictionary
An act or process through which
something becomes different
Business
An event that occurs when a
decision is taken by a company to
alter process people or structure
in part or whole in response to
internal or external stimuli
Change
Defined
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
But Why Change
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 9
It Happens Due Tohellip
Or
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
10 The Rough Guide tohellip Leading through Change
Caused By Core Factors
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 11
Creating These Types Of Change
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 12
That
Are
Often
Imposed
Unless you are a member of the Executive
Team or have an Executive Team that
believes in truly collaborative consultation
prior to implementing change it is likely that
the majority of the major changes that take
place will feel like they are being imposed
upon you and your team
Note
Even then you probably report to a CEO or Board that wants you to implement change
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 13
And
This means that even though you may not be
running the imposed change there will be a need
for your team(s) to be guided and lead in such a
way that their morale is maintained productivity
continues and they feel that there is someone who
has their interests at heart
Need
Leadership
Which
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
How Do People React
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 15
A Lot Like The Video Coming Nexthellip
Caution Some language may offend Check your volume levels
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
16 The Rough Guide tohellip Leading through Change
Please Explainhellip
Everyone goes through the cycle of Denial to
Acceptance and we all experience change
differently
Our reactions are based on
Personal tolerance for change
The number of changes presently going on in
a personrsquos life
How critical the person perceives the change
to be and
How much change has happened over the
past 12 ndash 24 months
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 17
DR EC Is Better For Business Change
Time
Mora
le amp
Com
pete
nce Denial
Resistance
Exploration
Commitment
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 18
Roman Change
We trained hard but it seemed that every time we were beginning to form up into teams we would be
reorganized I was to learn later in life that we tend to meet any new
situation by reorganizing and a wonderful method it can be for creating the illusion of progress while
producing confusion inefficiency and demoralization
False but Fun Find out more at httpwwwdtcumnedu~reedsjpetroniushtml
Gaius Petronius Arbiter
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 19
We Donrsquot Like Change So Wehellip
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
And We Resist Becausehellip
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change
21
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Habit makes pathways in your brain
Acetocholine helps cement them in
place and Dopamine gives you a happy
pill as a reward1
Try changing the habit andhellip
Wersquore not happy
Note
1 httpbitlyRkWZI6
Blame Your Brain
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 23
We Fear Change In Four Key Areas
Relationships
Control Security Status
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 24
Mr Maslow Can
Explain
Esteem
LoveBelonging
Safety
Self-Actualisation Control
Status
Relationships
Security
Physiological
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 25
And The Result Of Resistance Ishellip
40
Fearful amp
Distrustful
15
Hopeful amp
Energised
30
Uncertain but
Open
15
Angry
Employee Reactions
to Major Change
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
Well What Can I Do
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 27
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 28
Understand Resilience
ldquoThe ability to recover from or adjust easily to changerdquo
Resilient People
View problems and challenges as opportunities
Learn from their mistakesfailures
Succeed despite their hardships
Seek out new and challenging experiences
Donrsquot let anxiety and doubts overwhelm them
Have a sense of humour and realistic optimism
under stress
Donrsquot feel shame or depression in the face of
failure
Transform helplessness into power
Move from being a victim to being a survivor
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 29
Recognise that Emotions Matter
Resilience is less about Who we are and more about How
we thinkand Choose our Reactions
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
30 The Rough Guide tohellip Leading through Change
Then To Become Resilient
Say what you mean
Do what you say
Donrsquot speak ill of others
Ask questions
Communicate with others as clearly
as you can
Donrsquot rush to judge others
Accept othersrsquo criticism or praise
Do the best that you can
Accept that your best will change
depending upon the circumstances
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 31
DANGER
HIDDEN
OPPORTUNITY
Explore The Opportunity In Crisis
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 32
And Take Control
Stay Flexible
Increase your Knowledge of the Change
Be open to every Opportunity
Be Positive
Use your Support Network
Take Care of Yourself
Accept your Emotional Response
Plan and Be Organised
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
OK Irsquove Got That
Now What About Leadership
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 34
Always
Remember
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
35 The Rough Guide tohellip Leading through Change
Then Learn How Tohellip
Verbal Tips
Encourage discussions
Ask open ended questions
Paraphrase in response
Thank the person for participating
andor talking with you
Non-Verbal Tips
Relaxed open body language
Maintain eye contact but not too much
Be aware of personal space
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 36
Communicate Effectively
Treat your team as adults not teenagers
Be open honest and transparent
Actively listen
Consider your use of language
Be visible Donrsquot hide in your office
Use appropriate media
Consider frequency of message
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 37
Resistance
Continuous communication
Active listening
Stay positive
Identify amp highlight
opportunities
Celebrate successes
Delegate responsibility
Call out behaviours
Maintain
communications
Focus on actions
Look forward
Build on their
excitement
Get them involved
Use positive staff
Respond Appropriately
Set clear objectives
Reinforce the
reasons for change
Be visible
Involve staff in
discussions about
the change
Focus on short term
goals
Acknowledge
emotions
Celebrate Success
Ask them to share
what they think of
the change
Denial Exploration Commitment
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
38 The Rough Guide tohellip Leading through Change
Set The Example
Do what you say you are going to do
Maintain a sense of urgency
Stay flexible
Focus on short range objectives
Celebrate success
Be proactive and positive
Get resistance out in the open
Actively communicate
Protect quality and customer service
Support higher management
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change
39
And Decide Manager Or Leader
Deal with the Status Quo
Work in the System
React
Control risks
Enforce organisational rules
Seek and then follow direction
Control people by pushing them in the
right direction
Coordinate effort
Provide instructions
Hear their staff talking
Deal with Change
Work on the system
Are proactive
Seek Opportunities
Challenge organisation rules
Provide a vision to believe in
Motivate people to achieve the right
goals
Inspire amp energise achievement
Coach and empower staff to act
Actively listen to their staff
MANAGERS LEADERS
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
Finally If You Have
To Lead A Changehellip
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 41
Never Forget Rulehellip
Never forget the Individual
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 42
Andhellip
Never forget Rule One
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 43
Stick To Your Principles
Never forget the Individual
Never forget the Survivors
Avoid Dislocation of Expectation
Define the Need
Stay Flexible Engage at all
Levels
Expect and welcome
Resistance
Communicate communicate
and communicate
Follow up with Reinforcements
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
44 The Rough Guide tohellip Leading through Change
Understand The Fine Print
1 Never forget the Individual
Never lose sight of the fact that you are making
changes that impact individuals
Always consider how you would feel if you were the
employee being impacted
2 Never forget the Survivors
Uncertainty is one of the key reducers of productivity
during change
Always consider how you would feel if you were a
colleague of the employee being impacted
3 Avoid Dislocation of Expectation
Be extremely careful when setting expectations
If you say you are going to do something do it
No off- the-record comments
4 Define the Need
Be able to clearly articulate reasons for and benefits
of the change
There will be questions and you must be prepared to
answer them
5 Stay Flexible
ldquoStuffrdquo happens be prepared for it
6 Engage at all Levels
Managers and supervisors play a crucial role in
successful change
Provide for coaching and mentoring of managers and
supervisors during the change
7 Expect and welcome Resistance
Be proactive identify what resistance may look like
and build support early
Accept that you will also have to react and plan
accordingly
8 Communicate communicate and
communicate
Rumour loves a vacuum
You cannot over-communicate
Greatest value lies in face to face
9 Follow up with Reinforcements
Implement and communicate specific performance
measures with associated reward and recognition
mechanisms beyond the life of the project
Plan for reward costs in the project plan
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change
45
Follow
Define
Propose
Consult
Confirm
Follow
Up
Action
Articulate Requirements
Create Proposal
Deliver Proposal
Message to wider population
Talk to impacted employees
Be prepared to adjust the proposal
Confirm with employees any changes made
Confirm the timeline for the changes
In line with project plan
Reinforce with
measures amp rewards
The
Flow
And
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
Want To Learn More
About Change
Management
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 47
Then Check Out My New E-Book
Note
Shameless Plug
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
The Rough Guide tohellip Leading through Change 48
About Me
Jim Lefever Director HR amp Change Management at HR2BE
httpaulinkedincominjimlefever
Jimlefeverhr2becomau
hr2becomau
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
49 The Rough Guide tohellip Leading through Change
We work with Small and Medium Businesses
to put in place effective and pragmatic
Human Resource and Change strategies
and actions that will save you money
minimise your risk and increase
productivity
Our fully qualified and experienced team
can be engaged to deliver a basic policy or
single project such as a new performance
management system through to acting as
your outsourced HR partner on a retained
basis We can help you by drafting
employment contracts Human Resource
processes HR training or to put in place a
full Human Resource program of works
Core Solutions
Change Management
HR Audit
HR On Demand
HR Foundations
HR Projects
HR Strategy
Contact us to find out more
JimLefeverhr2becomau
httpwwwhr2becomau
About Us
Consult Create Transform
Consult Create Transform
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