1. Taking Charge of Change
Creating a change vision and Developing Change Leadership

2. Why Take Charge of Change?
Sustained change
More
benefit
Faster
Surer
Better
Taking Charge of Change means…..
….. through using a systematic approach which engages an organisation and its people to deliver sustained change. 2
Source: Skylark

3. Why Bother with Change Leadership?
Three primary reasons for applying change leadership;
Increase the probability of project success
Manage employee resistance to change
Build change competency in the organisation

4. A Change Management Model
A three-pronged approach that defines the factors critical to successful change - beyond the right technical solution.
Create change vision
SHAPING THE FUTURE
Develop
change
leadership
Technical
Solution
Configure
change programme
Build commitment
DELIVERING THE BENEFITS
Manage
change
programme
REALIGNING BEHAVIOURS
Sustain change
Source: Skylark

5. A Change Management Model - six critical factors for change success
We are focusing upon the two factors:
Create change vision
Develop change leadership
SHAPING THE FUTURE
Create change vision
Develop
change
leadership
DELIVERING THE BENEFITS
REALIGNING BEHAVIOURS
Technical
Solution
Configure
change
Build commitment
programme
Manage
change
programme
Sustain change
Source: Skylark

6. Create a Change Vision Creating a compelling change story
Making vision operational
Change vision provides direction and motivation for change
Change vision must be applied flexibly
There is a distinct difference between a business vision and a change vision which can win employee commitment
Business vision = how the business competes
Change vision = compelling need & operational vision for the change
To translate the business vision into a vision for change means answering two questions ……
What is the convincing story that can energise people to change?
What is the full scope of the change required – what’s really in it for me?
Source: Skylark

7. What makes a change vision compelling?
CONTENT
The right big idea, focus on values
CONVICTION
Passion, emotional energy
…with people …with the organisation’s past and present
CONNECTION
Source: Skylark

8. Successful change leaders invest in developing their own compelling stories
MY CHANGE VISION
What is the compelling need for change (Link to the organisations past and present)
What is the exciting big idea for change?
What values are important? What current values must change?
What will it mean to people? How will the lives of those I must convince change?
What will it mean to me? What am I putting personally at stake for this change?
This is the key input to the commitment building process.
Source: Skylark

9. Operational Vision What else must change?
The Burke-Litwin model defines the factors that drive organisational performance.
External Environment
Leadership
Management Practice
Team Climate
Motivation
Performance
Mission and Strategy
Structure
Skills/Job Match
Culture
Systems
Individual Needs & Values
Feedback
Source: Burke-Litwin model

10. A Change Management Model - develop change leadership
Create change vision
Develop
change
leadership
Technical
Solution
Configure
change
Build commitment
programme
Manage
change
programme
Sustain change
Source: Skylark

11. Develop Change Leadership
Building leadership resolve
Learning and applying best
leadership practice
Change leadership is the most powerful change lever
There are two critical components to change leadership:
Leadership resolve: building personal and leadership team resolve for change
Leadership best practice: applying best practice to cascade resolve
Building resolve means recognising that leaders have a legitimate personal stake in change and:
Recognising the personal price and benefit of change
Dealing with personal agenda
Leadership best practice defines behaviour that drives successful change
Leadership must be cascaded to build commitment
Change leadership skills can be developed – and nearly always have to be
Source: Skylark

12. Change Leadership is the most powerful change lever you have
93% stated: high calibre change leadership was a prerequisite of successful change
37% stated: lack of it significantly impacted programme success
Only 24% stated: it was in place before the programme started
Change benefits
Leadership Quality
Effective change leadership means demonstrating personal resolve and support for change throughout its entire lifecycle
Source: Skylark

13. Change leaders often excuse change failure
I do have a day job you know
Our ambition is too high
Engaging people was harder than we thought
The project was clearly under resourced
I am surrounded by incompetents
I was always privately doubtful that it would work
Life/the world moved and/or conspired against us
Any change is better than none
I did my bit
Change leadership is the single biggest change lever
Poor change leadership almost guarantees failure
Most change leaders require development to become effective change leaders
Source: Skylark

14. Resolve needs to be shared amongst the leadership team
Recognising that everyone will start in a different place
Legitimising personal agendas to help bring them into the open
Providing a clear but fixed period for discussion
Checking for ‘Oscar’ winning performances of support
Allowing team members to withdraw with honour where appropriate
Replacing consistent saboteurs if alternatives have not worked
Not proceeding without a critical mass of support but don’t expect to take everyone with you
Source: Skylark

15. Johari’s Window - a useful workshop tool
There are two key ideas behind the tool:
you can build trust with others by disclosing information about yourself
with the help of feedback from others, you can learn about yourself and come to terms with personal issues.
Johari’s Window helps people see the value of openness in teams.

16. Good leadership practice is required - to cascade resolve and build commitment throughout the organisation
Good change leaders….
Tell a compelling change story that can motivate people to change
Make future vision clear, inspiring and shared
Ensure key colleagues are committed and actively supportive
Demonstrate high personal energy and resolve
Make the priority of this change clear and ensure that it is sufficiently resourced
Model the commitment required of others
Have sufficient understanding of how to manage change
Are committed to learning and developing their own change skills

17. Change Maps and Roles Generic Change Map Initiating
A Change Maps show the key players involved in building commitment.
Generic Change Map
Initiating
Sponsor/
Change
Leader
Q3: Who legitimises
that change?
Q2: Who legitimises
that change?
Is this person a ‘Target’ too?
Sustaining
Sponsor/
Change
Leader
‘Target’
Q4: Who can influence the Change Leader ‘targets’?
Advocate
Change
Agent
Q5: Who has a ‘contact’ with the change target and can help to achieve the change?
Q1: Who has to change?
‘Target’
Source: Skylark

18. Building Commitment Compliance Commitment Reaction Action Testing
‘I have to do it this new way’
Commitment
‘I want to do it this new way’
Reaction
‘I will react to this change – if I must’
Action
‘I will act to achieve this change’
Testing
‘I must absorb this change’
Testing
‘I will put myself at stake for this change’
Negative Perception
‘I feel threatened by this change’
Positive Perception
‘I see the opportunity in this change’
Engagement
‘I see the implications for me/us’
Understanding
‘I know why and what will change’
Each stage requires energy
At each stage there is a price for;
continuing staying
for dropping out
Awareness
‘I am being told about something’
Source: Skylark

19. The Kubler-Ross Change curve
- negative change curve
Source: Kubler-Ross

20. The Kubler-Ross Change curve
- negative change curve
2. Denial of the change and finding ways to prove that it isn’t happening. Sticking your head in the sand and reassuring yourself that it isn’t really happening.
‘I’ve always done it this way-these new ideas will blow over.’
7. At this stage, you will be integrating the change into your Life it becomes part of your norm. ’The new me’.
1. Shock and surprise in response to the event or change.
‘I can’t believe it’
6. Deciding what works and what doesn’t work. Accepting the change and beginning to feel more optimistic and enthusiastic.
‘This isn’t so bad after all - it actually seems to be working.’
3. On the way down, and experiencing anger and frustration. Often a tendency
to blame everyone else and
lash out at them. Still no acceptance of the change.
‘Why pick on me?’
5. Stage 4 is so depressing that most of us start to pull ourselves out of it. This is where you will start to try out new things.
‘I think I’ll have a go at this - after all, anything’s better than Stage 4’.
4. Hitting rock-bottom and experiencing depression and apathy. Everything seems pointless and there is no point in doing anything. Lack of self-confidence.
‘I’m ready to give up.’
Source: Kubler-Ross

21. The Emotional Cycle of Change - positive change curve
Uninformed Optimism
Completion
MOOD
Time
Informed Optimism
Informed Pessimism
Negative

22. The Emotional Cycle of Change - positive change curve
Uninformed Optimism
Completion
‘I settled in well and am enjoying my new career’
‘I made the decision to
change, yippee!!’
‘What should I do?’
MOOD
Time
‘So much to figure out, did
not know it was this hard’
‘Never realised I would like this type of work’
Informed Optimism
‘Maybe my old job wasn’t that bad’
‘What is this all good for?’
‘Oh there’s a good idea, I did not think I was good at that’
‘I’ll never achieve that’
‘I want to give up’
Informed Pessimism
Negative

23. A Change Management Model
Create change vision
Develop
change
leadership
Technical
Solution
Configure
change
Build commitment
programme
Manage
change
programme
Sustain change
Source: Skylark

24. Homework: - two survey’s to complete
We would like you each to complete two surveys:
Change Leadership Self Assessment – this tool is designed to help you self-assess how strong a change leader you are.
Change History Assessment - this tool is designed to help clarify why previous change programmes have succeeded or failed.