Leadership Skills for Change Management

Leadership Skills for Change

Management

CHANGE MANAGEMENT

Management

Leadership

We’re not talking about titles…

b us ines s impr o vement thr ough colla bor a tiv e str a te gies Business Design |

b us ines s impr o vement thr ough colla bor a tiv e str a te gies Business Design |

Regress

Progress

Fragmented

Seamless

What They See…

Surprised

LEADERSHIP PERSPECTIVE

3rd

2nd

1st

lead.

How you lead...Really

©Core Training 2008 b us ines s impr o vement thr ough colla bor a tiv e str a te gies Business Design |

LEADERS HAVE CONVERSATIONS

Conversation

Interactivity

Inclusion

Intentionality

Intimacy

IT ALL BEGINS WITH

ATTITTUDE

Respond

React

CHOICE

OPTIONS

WHEN THE AVERAGE PERSON DOES SOMETHING

GREAT THAT IS THE

PASSION

Realization

of Potential

Planning

Passion

Make your ideas, dreams and visions theirs...make their ideas, dreams and visions yours.

ALL I WANT IS SOMEONE

DEPENDABLE

Dependable

Reliable Predictable

Consistent

Do what's right and be

supportive

Be appreciative and

believe

YOUR PERCEIVED VALUE WILL DRIVE AND INCREASE

YOUR ACTUAL

SELF-WORTH

Potential

Accomplishments

Self-Worth

Recognize your own potential and

show others their potential

BEING CONSCIOUS OF EVERY INDIVIDUAL IN YOUR

ORGANIZATION IS

LOYALTY

Courtesy

Respect

Integrity

Encourage, nurture and

demonstrate first to

yourself then everyone

else

WHEN YOU HAVE

HOPE

IN THE FUTURE YOU HAVE

POWER IN THE PRESENT

Help

Other People Excel

H

elp

O

ther

P

eople

E

xcel

THE RELENTLESS IDENTIFICATION OF POINTS FOR

GRATITUDE IS

OPTIMISM

Optimism

Pessimism

TO MAKE A DECISION AND TO TAKE ACTION IS BEING A

SELF-STARTER

Start

Now

Political

Economic

Social

Technology

BEST PRACTICES MEANS YOU HAVE

CONSISTENCY

IN

YOUR DISCIPLINE

Inconsistent

Consistent

Your reliability, responsibility and

accountability to others

MAKE A DECISION; MAKE THE COMMITMENT THEN

PRACTICE

YOUR LEADERSHIP

MANAGED VS. LEAD CHANGE

Manage

Lead

Back-End

Rework

Enforcement

Compliance

Supervision

Front-Loaded

Education

Communication

Planning

Improvements

Value-Added

Employees

Stakeholders

Suppliers

Customers

Senior Management

and Key Players

LET THE MAGIC BEGIN…

Pick any card from the deck below and commit

that card to memory.

NOW COMES THE IMPORTANT PART…

Concentrate, and repeat the name of your card

three times in your mind. It is important that you

concentrate very carefully and repeat the name of

This card will now be removed from the

deck. Please continue to concentrate on

your card to ensure this trick works

properly.

ANY WELL LEAD CHANGE PROCESS IS

INDISTINGUISHABLE FROM MAGIC

Plan

AS-IS

Do

TO-BE

Check

Measure

Act

Sustain

LEADERS HAVE CONVERSATIONS

Conversation

Interactivity

Inclusion

Intentionality

A3 Model to Lead Change

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Issue

Need:

• Identify the process and potentially

impacted parties.

Requirements:



Identify the process.



Identify stakeholders



Open a dialogue with stakeholders.

Questions:



Have you addressed partnering

with stakeholders?

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Background

Need:

• Establish buy-in from stakeholders in

the assessment of the issue.

Requirements:



Obtain buy-in from stakeholders



Outline benefits and relationship

requirements with stakeholders in

assessing the issue.

Questions:



Will the stakeholders work with

changes to the process?



Do stakeholders agree that change

is required?

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

As-Is

• Involve stakeholders to assess the issue. Regularly communicate with stakeholders on relevant topics. Requirements:

 Assess current situation with stakeholders.

 Establish an Initiative/Project Communication Plan with stakeholders.

 Maintain dialogue with stakeholders and identify any changes in their requirements.

Questions:

 What is the goal of the process?

 Does the process meet the customer’s needs and requirements?

 Have Stakeholders been consulted on effectiveness of Initiative/Project Communication Plan?

 Are there any changes in stakeholders’ business environment(s)?

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Goal

• Reach consensus from stakeholders on initiative goals/objectives.

• Develop a high-level implementation plan for the process change.

Requirements:

 Produce a high-level process change

implementation plan, including milestones and desired outcomes.

 Confirm identify person who can authorize change.

 Confirm benefits, reasons and requirements for change.

Questions:

 Have stakeholders been consulted on effectiveness of communication plan?

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Root

Causes

• Review process to date with Stakeholders to identify issues & their root causes. In addition, identify potential

impedances to the success of implementation and communication plans.

Requirements:

 Confirm commitment from process owners, executive sponsors.

 Confirm schedule of resources for availability.

 Ensure technology being used in communication is available and reliable.

 Review staffing and stakeholder relationship for potential changes in communication.

Questions:

 What is troubling the Stakeholders?

 What could be causing the issues?

 Are there foreseeable changes to the business environment?

A3 Model to Lead Change

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

To-Be

• Propose changes/improvements to current process to Stakeholders, and obtain their buy-in.

• Ensure the implementation and communication plans are being delivered.

Requirements:

 Establish Communication Plan.

 Produce a Process Change Implementation Plan with detail activities and fall-back strategy.

 Allow for flexibility in implementation plan.

 Obtain Stakeholders’ agreement of Process Change Implementation Plan.

 Implement process change.

 Document and communicate any unplanned changes to the process or preferred plans.

 Confirm stakeholders are in compliance with pre-defined plans/requirements.

 Execute notification plan.

Questions:

 Do stakeholders acknowledge proposed changes?

 Has the effectiveness of communication channels been validated?

A3 Model to Lead Change

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Measure

Need:

• After implementation, gather

feedback from Stakeholders, and

describe what has changed from the

perspective of people, process and

technology.

Requirements:

• Conduct a post-implementation

review with stakeholders and

customers.

Questions:



Have you verified the process

change after the implementation?



Have you sought feedback from

affected parties?

A3 Model to Lead Change

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Sustain

Need:

• Ensure record of changes is

published within the department or

organization.

Requirements:



Train staff on new process.



Update and distribute

communication/education plan.

Questions:



How will the knowledge of changes

be made available to others?



Who else in our organization needs

to be informed of the results?



Overtime, are there new

stakeholders to advise?

A3 Model to Lead Change

Issue

Background

As-Is

Goal

Root

Causes

To-Be

Measure

Sustain

Follow-up

Follow-up

Need:

• Document what did/not meet your

expectations.

Requirements:

• Document any

unintended/unexpected

consequences.

Questions:



Did the new process cause

unforeseen benefits?



Did the new process cause

unforeseen problems?