1. Leading your team through change
Workshop 1

2. Objectives: Understand the line manager’s role in managing change
Consider the skills needed to lead and manage change successfully
Adopt strategies for coping with change and building personal resilience
Recognise a range of emotional responses to change in self and others

3. Managing change and transition
Change is a process and can be planned
Transition:
Managing yourself and others through change
Letting go of the past and taking up new behaviours or ways of thinking

4. Major change every X years
Experience of change
Ongoing minor change
Major change every X years

5. Kotter’s 8 stage model for managing change effectively
Rationale
Team
Vision
and consult
Communicate
Empower
Create quick wins
Don’t let up
Make it stick
Implement and sustain
Engage and enable
Create climate for change

6. Line manager’s role, responsibilities and skills

7. Your role is key because ….
You are close to the action
Your team trust you
You understand the work

8. You need to ….. Communicate Be an advocate Coach Liaise
Manage resistance
Follow through

9. Communicating with your team: What will they want?
To question your plans and reasons behind change
Their concerns to be listened to by management
Reassurance about how change will affect them personally
Clear direction and leadership
Sense that you empathise with their position; no sense of ‘us’ and ‘them’
Honesty – truth is best even if it is bad news
Promise of regular updates
Chance to be consulted

10. ‘People will help support what they co-create.’
Marvin Weisbord, Productive Workplaces

11. Are you prepared for change?
Your contribution depends on a combination of your:
Change readiness
Personal resilience
“level of preparedness to make change”
“ability to bounce back from difficulties”
Confidence
Resourcefulness
Drive
Optimism
Emotional and intellectual engagement
Tolerance for ambiguity
Knowing what to do and how to do it
Perform under pressure
Commitment to the wider goals
Emotional and physical health
Rod Warner and Associates 2013

12. Are you prepared for change?
Your contribution depends on a combination of your:
Change readiness
Personal resilience
“level of preparedness to make change”
“ability to bounce back from difficulties”
Confidence in dealing with change
Resourcefulness
Emotional engagement
Optimism
Intellectual engagement
Tolerance for ambiguity
Knowing what to do and how to do it
Perform under pressure
Commitment to the wider goals
Emotional and physical health

13. Building personal resilience
7 characteristics of resilient people:
Realistic optimists
Emotionally aware
Empathetic
Risk takers
Effective problem solvers
Confident
Tolerate ambiguity

14. Resilience is the ability to recover quickly from setbacks and adversity
Free I-Resilience Report:

15. Strategies for coping with change
Take charge - of your own response and of your own role in the change
Talk! – to a range of people
Maintain a realistic outlook
Keep good lines of regular communication – avoid rumours
Use and develop coping skills
Exercise
Relaxation – body and mind
Do other things
Seek support if you need it

16. A manager’s insight
Kirsty Allen, Principal Assistant Registrary, discusses her experience of leading change, including:
Key skills to lead change
Communicating change
What if you don’t agree with the change
Preparing your team
Managing resistance
Personal emotions
Maintaining energy and resilience
Embedding the new norm
Top tips

17. How people react to change: the change curve
INTEGRATION
DENIAL
FRUSTRATION
FEAR
ANGER
COMMITMENT
SHOCK
EXPERIMENT
ACCEPTANCE
DEPRESSION 1 2 3 4

18. Key areas of the change curve – what you can do
2. FRUSTRATION
ANGER
DEPRESSION
3. ACCEPTANCE
EXPERIMENT
4.COMMITMENT
1. SHOCK
DENIAL
INTEGRATION
Offer opportunities to explore what change means for individual/team
Provide training & development
Build in contingency time
Celebrate success
Review and monitor
Plan and prepare
Consider potential concerns/objections
Develop strategies to pre-empt or address early
Communicate regularly and often
Provide info & opportunity for support 1 2 3 4

20. What type are you? And others?
HIGH
Co-operator
“It’s inevitable”
Champion
“How can I spread the word?”
Cynic
“Not another change initiative”
Saboteur
“Not whilst I’m around”
Fence-sitter
“Wait and see”
Support
LOW
PASSIVE
ACTIVE
Reaction to change

21. Spread of reactions Fence-sitter Co-operator Cynic Champion Saboteur
Number of people
Will never change
Only change when no other option
Wait to see what happens
Get included from the start
Lead the change .
Actively resist change
Actively welcome change
Go with the flow

22. Spread of reactions: Preparation for session 2.
Will never change
Only change when no other option
Wait to see what happens
Get included from the start
Lead the change
Actively resist change
Actively welcome change
Go with the flow

23. What will you… Start to do more of? Stop doing (or do less of)?
Continue to do?
Think it, ink it, do it, review it