Leading and Managing Change in Your Business

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Leading and Managing Change


® lmc®Types of ChangeThere are two types of change: strategic

and operational.• Strategic change is concerned with

organisational transformation. – Analysing current state and planning future

state, – Setting policies related to:

• quality, • innovation • People development, • customer needs • technologies • product and process development, • finance and human resource management.


® lmc®Types of ChangeThere are two types of change:

strategic and operational.

• Operational change relates to new systems, procedures – structures or technology which have an

immediate effect on working arrangements within a part of the organisation.

– Their impact on people can be more significant than the broader strategic change and have to be handled just as carefully.


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Why do Organisations need to change?• Survival• Competition• Change is now a constant• Technology• Innovation• Limited resources• Deregulation• Privatisation


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External factors• Economic situation• Raw material shortages• Legislation• Technology• Competition/market forces• Customer behaviour• Educational/expectations• Environmental issues


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Why is change resisted(in the workplace) some reasons

•Feeling threatened•Feeling uncertain or insecure•Not seeing any benefits•Fear of redundancy, short time, etc•Feeling present work is being criticised,•‘Not good enough’•Comfort/satisfaction with the present•Fear of not being able to cope with new demands•Fear that old work teams/relationships will disappear


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Employee's Survival Guide to Change

• Excerpt: "When change is happening to others, it can be interesting -- even something good to talk about. However, when change is happening to you, it can be worrisome and create uncertainty. Sometimes it can cause downright fear about your job or your future”.

• So what does it take to be a survivor in today's rapidly changing corporate environments:– A solid understanding of the change process and your role

in that process.– Answers to Qs that you and your fellow employees have

about change.– A set of tools to help you manage change and navigate to

the outcome you want.


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What is a team,• An ideal team may be defined

as – An energetic group of two or more

people who share and are aware they share a common goal

–Who are committed to achieving that common goal

–Who work well together – And who produce high quality results.“A team is a group of people with

complementary skills committed to achieving the same objectives and abiding by the same

values”


® lmc®Characteristics Evident, when Teams are Operating

Effectively:• Team goals • Participation • Feedback • Team decision making • Leadership • Problem solving, • Conflict is not suppressed • Team member resources • Risk taking and creativity is encouraged


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The Stages of Team Formation Bruce Tuckman

Coming together

In-fightingGetting organised

Maturity


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FormingComing togetherPeople GuardedGetting to know each otherWork as group not a teamLittle shared understanding

StormingPeople open upConfront issuesFeelings expressedFind rapport or conflictStart to take risksQuestion and challenge

NormingAdopt procedures and codes

Setting of rules and guidelinesConsolidation of the team

Systematic working methodsFlexible roles

Shared leadership

PerformingAchieves objectives & Celebrate

Implementing and DoingCloseness and maturityHelp and consideration

People develop and growShared sympathy and

understandingTuckman et al


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Why?• More than 70% of all major

transformation/change efforts fail. • Why? • Because organisations do not take a

consistent, holistic approach to changing themselves, nor do they engage their workforces effectively.

John Kotter


® lmc®Becoming a Positive Change Agent

(change agents) – People who act as catalysts for change…

As Malcom Gladwell describes in his book, “The Tipping Point“, he states:

The success of any kind of social epidemic is heavily dependent on the involvement of people with a

particular and rare set of social gifts.


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Change Agents

• 5 Characteristics of a Change Agent– Clear Vision – Patient yet persistent – Asks tough questions – Knowledgeable and leads by example – Strong relationships built on trust


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“Everyone thinks of changing the world, but

no one thinks of changing himself.”

Leo Tolstoy