NEXIM Monday April11 Presentation 2

8/7/2019 NEXIM Monday April11 Presentation 2

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Managing Change in NEXIM Bank

Resource Efficiency and

Corporate Responsibility

2011/4/15 Chinedu Moghalu_CCD_NEXIM


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Introduction, What is Change

Why is Change Necessary

Wisecracks on Change

Characteristics of Change

Reactions to Change

Identifying Change Styles

Change Model

Managing Your Role

Change Within NEXIM



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What is Change To You?



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What is Change To You?


Please Write a One Sentence

Definition of Change


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What is Change?

Change is something thatpresses us out of our comfortzone.

It is destiny-filtered, heartgrown, faith built.

Change is inequitable;

Not a respecter of persons.



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Why Change Happens?

Change happens because humans want toimprove their condition, and apply ingenuityand good problem-solving to create orderout of disorder; and Progress out of Chaos,Complexity, and CriticalityHowever,

"Your success in life isn't based on your ability to simply change. It is based onyour ability to change faster than your competition, customers and business."

Mark Sanborn



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But is Change Necessary?Change is necessary in life to keep us

Moving

Growing

InterestedImagine life without change. It would bestatic...boring...dull.



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Some Wisecracks on Change?"In times of rapid change, experience

could be your worst enemy." J. Paul Getty

"If you want to make enemies, try to

change something. - Woodrow T. Wilson



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in NEXIMChange is Necessary in NEXIM Because We Are

Moving Towards 2015

to become the leading Export Development Bankin Africa

Growing the MASS Sectors of Nigerian

Economy

Interestedin becoming a First Class Institutionpromoting a diversified export base through theprovision of Finance, Risk Bearing and AdvisoryServices in line with Government Trade Policy



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Characteristics of Change?

- Change is continuous

- Everyone will be on board if you communicate

expectations

- Change will fail without (infra) structure

- Change requires cold-hearted decisions

*But, above all, Change often



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Starts out Crudely, but ends up Beautifully!



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Reactions to Change

Denial Confusion Loss

AngerPeople fear the uncertainties of change. The slightest

suggestion that things wont stay the same can causepanicbut the real problem isnt the changeits peoplesreaction to that change.

-Dr. Alan Zimmerman



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Reactions to Change Adaptive?


The winner's edge is not in a gifted birth, a highIQ, or in talent. The winner's edge is all in theattitude, not aptitude. Attitude is the criterion forsuccess."


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Reactions to Change Tug of War?



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Reactions to Change Obstinacy?


Surprising as it may sound, some resist changejust because they feel they can.


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Arm Wrestling?eactions to Change Arm Wrestling?

"People don't resist change. They resist beingchanged!" PeterSenge



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Identifying Change Styles

What Do They Look Like?

Denial:The individual withdrawsfrom normal conversationsIt appears theyve quit butshow up to perform task

Confusion:Need expectations frequentlyexplainedRequire ongoing informationDont see the options available

Scurry around in circlesLoss

Lacks anchor or identity

Take it personally

Dont feel valued

Anger

Overt-like yelling, slamming

drawers, stomping off

Covert-sarcasm, back stabbing,

sabotage



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Change Models: ADKAR

Awareness: Leadersmust know whatchanges are neededand why.

Desire: Through motivation, all staffmust have a strong passion or liking(expressed in commitment) for thework they are doing for change to be

deep-seated. It's very hard to stop anIGNITED worker.

Knowledge:Organization mustknow what changes

can be made and how?

Ability: An organization willing tochange must have abilities andcompetencies to plan and implement it.

Reinforcement:All concerned people must be reinforced to sustain this and

adopt new behaviours.


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Managing Your Role


Help othersrecognize the

positive value ofchange

Listen toindividualfears

Communicate

and educate

Find meaningfultasks that are

similar but offernew skills

Offer

problemsolving

sessions

Create a plan


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Change Within NEXIM

Success Formula:

1. Define Objective

2. Train People and Give Tools3. Communicate Expectations at All Levels

(WIIFM)

4. Reward Success



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Our Core Values for Change


C - POCI

Customer First

Passion

Oneteam

Commitment

Integrity


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Define Objective:

1.Define the need from the organizationsperspective as well as the individuals

2.Describe the desired outcome as a result of

the change and timeline3.Establish measurement systems around the

desired changes and report the resultsfrequently

4.Active management support



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Train People and Give Tools:

1. Identify impacted groups up front

2. Determine all necessary skills neededand provide training and mentoring

3. Coordinate efforts with strategy

4. Pilot application if possible

5. Okay to fail in the beginning



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Communicate Expectations



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Reward Success



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Consolidated Steps



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Personal Strategy Planner GHCS Model

GIVENS:IVENS: The majorthings I need toACCEPT as givensnowHELP: The best things Ican do to help myself

now areCHECK: The mainthings I need to stopdoing now areSUPPORT: The supportthat I need is.



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ONE TEAM

When Team NEXIM outgrows individual performance

and learns team confidence, excellence becomes areality. Teamwork is the fuel that allows common

people to attain uncommon results.



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Why Must We Embrace Change?

It is not the strongest species thatsurvive, nor the most intelligent, butthe ones who are most responsive to

change

2011/4/15

NEXIM NEEDS NOT JUST TO SURVIVEBUTTHRIVE!


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What Must I do to be Changed?

IF YOU DESIRE A CHANGE, YOU MUST BE THAT CHANGEBEFORE THAT CHANGE CAN TAKE PLACE


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Thank you!

2011/4/15Chinedu Moghalu_CCD_NEXIM

NEXIM Monday April11 Presentation 2

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