2. Introductions Graham Bowditch, OD Manager
Clare Bowers, Internal Communications
Manager

3. Colleagues should be able to access their reports

4. Actions
40% believe that action will be taken on problems identified in the survey (-6 vs the Public Sector benchmark norm).
28% disagree that action will be taken. What are the barriers to action planning?

5. Updates from Attendees
How well have things gone so far?
Have your actions been implemented as planned?
Have you had any issues with ensuring your actions are implemented effectively?
Are you losing, maintaining or increasing momentum?
Why do you think this is?

6. INVOLVE EMPLOYEES THROUGHOUT
4 simple steps to success
Look through your team’s feedback
Identify some key areas for focus
EXPLORE
Explore the root causes
Build your vision for success
Encourage creative ideas
CREATE
Create a plan for quick wins and long term goals
Empower and enable team members to make the change
PLAN
Review progress and communicate regularly
Adapt your plan but retain your vision for success
ENERGISE
STEP 1.
STEP 2.
STEP 3.
STEP 4.
Remove transition
INVOLVE EMPLOYEES THROUGHOUT

7. ENERGISE STEP 4. Enabling change to happen: 01. reinforcing the change
02. communicate, communicate, communicate
03. reach out and find support
04. Don’t be afraid to adapt

8. Kotter’s 8 Step Change Model
Establish a Sense of Urgency
Create the Guiding Coalition
Develop a Vision and Strategy
Communicate the Change Vision
Empower Employees for Broad-Based Action
Generate Short-Term Wins
Consolidate Gains and Produce More Change
Anchor New Approaches in the Culture
Plan
Energise

9. Communication Tips (Clare Bowers)1. 2. 3. 4. 5.
Ask team members to talk through action plans
Talk through action plans one by one – asking for feedback on progress made
Agree on what progress has been made against each action
Agree on future activity required, with timelines and owners for ensuring completion
Update action plans, share with teams ( /printed/verbal update) and review on monthly basis as part of TeamTalk

10. Communicate Improvements
02. communicate, communicate, communicate
Do the
Survey
Communicate Results
Communicate Actions
Take
Action
Communicate Improvements
01.
02.
04.
05.
06.
Agree
Actions
03.
‘It is impossible to over-communicate in the context of change’
/ Kotter /
Ensure you establish communications channels and forums where your plan for action will be discussed. We recommend a monthly update on progress, and a quarterly review and reflection on whether the plan for action needs to be adapted.
Even if you feel there hasn’t been any progress on the plan, continue to provide an update to ensure employees feel this is still front of mind.
Communicate why you are NOT taking action

11. Empower Employees 1. 2. 3. 4. 5.
I.e. host a session in which all colleagues in team are welcome to share progress, identify changes and work with resisters
Encourage employees to share improvements
Adjust barriers which hinder colleagues making change (behaviours, etc)
Communicate with employees and identify advocates and resisters
Ensure colleagues are part of the change process
Reference:

12. Generate Short Term Wins1. 2. 3. 4. 5.
Congratulate employees on what’s been done thus far and provide recognition for it.
Communicate successes, (i.e. any updates or metrics) which are relevant and pragmatic.
Ensure wins are unambiguous (i.e. don’t way ‘were making progress’ without substantiating it.
Explain how wins relate to survey results.
I.e. ‘Congratulations team, we’ve now had 10 full team talks in which all colleagues attended, and our pulse survey indicates we’re communicating better ‘

13. Consolidate Changes and Continue with Change (Adapt!)

14. 04. don’t be afraid to adapt
ORGANISATIONAL CHANGE IS NOW A PART OF EVERYDAY LIFE.
Whilst it’s important to set goals and objectives, research shows that if managers are too rigid on sticking to these goals throughout change, this can lead to problems.
Keeping your vision for success in mind, don’t be afraid to veer off track from your plan of action and adapt as you go along. Ideally, discuss this with your team so they can give you feedback on what is and is not working.
Can anyone think of exampsetles of adapting their plans?
Set milestones

15. Keep it simple for leaders/managers
10% CREATE new plans
As a rule of thumb, effort required for an organisation to drive the required change follows a 70/20/10 principle:
70% continuation of current practices
20% adaptation or refinement of current practices
10% creating new initiatives
There’s no need to re-invent the wheel!
20% ADAPT current plans
70% CONTINUE with current plans
Note: Discussion – what kind of plans could this include? E.g. Business plans, January – March business planning
Aligns with learning model

16. Example Facilitated Workshop, Modifying Existing Actions
Problems
Existing Plans
Modification
Hosting Monthly Feedback Meetings
Diversifying Meeting Updates
Communication isn’t improving
Host Roadshow
Feedback Session
Have columns appear one at a time.

17. Facilitated Session Management Increased Disparity
New sessions
Management Not hosting team talk
Always mobile
Poor Communication Scores
No access to computers
Appear one at a time
Technological Access

18. Anchor in Team/Department/Organisational Culture1. 2. 3. 4.
Ensure Actions are embedded in processes (I.e. Team Talk. Team Meeting Items)
Ensure ongoing reward and recognition is occurring in response to desired actions and behaviours
Review metrics and resisters regularly
Ensure you have a coalition of people to support you in these actions
Reference:

19. How can I tell this is all successful?
Monitor Scepticism
Identify barriers (in some cases, colleagues who are sceptical)
Identify your resisters and advocates, and work with both to ensure success.
Identify metrics (you could do a pulse survey in your own team!)
Regular Communication
Next Your Voice- Spring 2018

20. In Summary Communicate, Communicate, Communicate Empower Colleagues
Generate short term wins
Consolidate change and Adapt
Ensure action planning is embedded in culture and constantly monitor.