PPMA 2013 Annual Seminar - Paul Hills & Gary Browning - Managing Change Successfully

Paul Hills & Gary Browning (Chief Executive)

YOU

Your chosen quote – why

does it resonate

with

What does

good

look like

Your leaders need have good change management skills

To manage change successfully your leaders need to be good at it! There are three key skills areas

Creating the vision and change plan

Managing the project /programme

Managing oneself

throughout the change

Supporting and influencing others throughout the change

Managing information and communication throughout the change

Interpreting and articulating a clear vision and building commitment to achieve it

The leading change

competencies

To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help

change skills and tools

Change Plan & PM

People, Emotions, Teams

Communication and Vision

Kotter ‘checklist’

Change Curve

Vision Communication (4Ps)

To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get really expert at them – they do not become habits.

Porter’s Five Forces

Newentrants

Substitutes

BuyersSuppliers Rivalry

To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get really expert at them – they do not become habits. In addition they often do not act consistently and collectively

21

22

Elephant

23

Elephant

24

25

Elephant

26

John Kotter, Harvard Business Review, 1995:

Not establishing a great enough sense of urgency

Not creating a powerful enough guiding coalition

Lacking a vision

Under-communicating the vision

Not removing obstacles to the new vision

Not systematically planning for and creating short-term wins

Declaring victory too soon

Not anchoring changes in the corporation’s culture

1. Not much/not very wellRating

1. Not much/not very well

Rating2. Sometimes, sporadic



3. Quite a lot – it’s

becoming a habit




becoming a habit

4. Consistently, fully,

expert – it’s a habit

GuiltAnxiety

Relief

Selfishness

Anger

Joy

Shock

2. Shock, Immobilisation and Loss

3. Searching and Denial

5. Depression, Self- Doubt and Inertia

7. Testing Options

4. Anger

Low

High

Selfesteem

1. Relief

6. Acceptance

9. Integration and Renewal

1

2

4 3

5

8

7

6

9

Time

8. Searching for meaning and self-awareness




becoming a habit



Transition Communication – The Four ‘P’s

urpose – why we have to do this

icture – what it will look like and feel like when we reach our goal (the vision)

lan – Step-by-step how we will get there (in broad terms – and where we are on the

journey)

art – What you can (and need to) do to help us move forward

“If you want to build a ship do not gather men together and assign tasks. Instead teach them the longing for the wide endless sea.”

- Saint Exupery’s Little Prince

Elephant




becoming a habit



To manage change successfully your leaders need to be good at it! There are three key skills areas There are some simple tools that can help Most leaders do not do these things well and never get really expert at them – they do not become habits. In addition they often do not act consistently and collectively We don’t spend enough time getting the basics right. We overcomplicate things and make it worse - and HR often collude in this

Less is more –

keep it simple –

focus

Build real skills

Lead by example

from the top

Apply consistently