1. Leading your team through change
9.30
Welcome
Introductions – introduce self
Them to introduce selves – name/job/title/how many they line manage
Like many organisation, the University is going through a period of significant change, driven by financial, technological and restructure reasons (among others).
Such change will be ongoing over the next years both within individual institutions and Divisions and across the wider University.
Change certainly won’t go away and in some ways in terms of the pressure to change is likely to get more intense.
So it can be helpful to take some time out away from the workplace to reflect on how you personally approach change and how you lead and support your teams through change.
Leonie Isaacson

2. Objectives: Understand the line manager’s role in managing change
Understand strategies for coping with change and building personal resilience in self and others
Develop techniques for handling reactions to change and overcome resistance
Manage individual and team performance through change
Develop plans for consolidating change and building teams

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
Change is routine in today's workplace. And, no matter what you do, you probably can't – or shouldn't – try to stop it
Many changes that happen at work are out of your control and influence, sometimes it feels like change at work is something that is ‘done’ to us and we can’t affect, but what you can influence is how you react and respond to the changes.
Cover Sphere of Influence/Sphere of Concern
The focus of these workshops is about managing yourself and your teams through change. ‘Taking up new behaviours’ – will soon become the norm.
These workshops are about supporting your teams through any change.

4. Major change every X years
Experience of change
Ongoing minor change
Major change every X years
9.40 – 9.50
As we’ve said change is normal - Organisations these days are in a more or less constant state of change and you will all have a lot of experience of change.
So to get you in the zone/thinking about change …
Activity in pairs – handout page 2 think of a major change you have experienced and discuss:
What happened/what was the change? What drove the change?
What challenges did you face?
What was positive about the change?
Feedback: Challenges
Positives e.g. improved relationships
So that’s got us thinking about some major changes but what about minor changes such as a new team member or a new procedure.
Ask: what minor changes are you dealing with – Flipchart responses.
Important not to neglect the minor changes when dealing with a major change, but also important to recognise all the good things that you do day in and day out managing small changes that you will help you to deal effectively with the big change programmes.
At the heart of any change in an organisation, are the people making it happen. People may respond to these changes very differently.
Ask: What factors which may influence an individual’s response to any change may be:
How it personally effects them
To what extent they were involved in the decision
How they may have to adapt to the change
Personality traits and perceptions
What other factors can you think of?

5. Kotter’s 8 stage model for managing change effectively
Rationale
Team
Vision
Communicate
and consult
Empower
Create quick wins
Don’t let up
Make it stick
Implement and sustain
Engage and enable
9.50 – 9.55
So as I’ve said these sessions aren’t about are the mechanics and processes associated with change.
But there are lots of models that set out a planned approach to planning and implementing change and they can be very useful, a lot have a cross over with project management processes.
But I do want to cover one change model – Kotter’s 8 stage model – gives a structured approach to managing your team through change – focussed on the team rather than the process.
Cover model briefly (refer to handouts page 2 – 5)
Developed by John P.Kotter, Harvard Business School professor, in 1995 in his book ‘Leading change’ this model is helpful for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people’s response and approach to change.
Steps 1 – 3: Create climate for change: all about preparing so that all those involved are ready for change – this is one of the key factors for implementing successful change initiatives. Important to take time at this stage and be very clear about the rationale driving the change and creating a vision that your team can buy in to.
Steps 4 – 6: Engage and enable
Perhaps more important than any other step! Communication is key, keep doing it all the way through the process of change.
Communicate promptly and stop the rumour mill! This is about genuine dialogue and genuine communication.
Get buy-in by communicating clearly but also listening to people’s concerns, showing you take them seriously and addressing them. It needs to be a 2 way process.
Give people the information they want and need, as far as you can
When there is uncertainty, explain why it is necessary, what action is being taken and when it will be resolved. Explain that if you can’t answer all their questions immediately you will find out and come back to them.
Seek feedback and constructive criticism.
Break major changes down into bitesize chunks so that people can see results at an early stage and celebrate successes.
Step 7 & 8: Implement and sustain
Many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
Each success provides an opportunity to build on what went right and identify what you can improve.
Finally, to make any change stick, it should become woven into the culture of your team/organization.
It's vital that everyone continues to support the change. This includes existing and new staff.
So as you can see the emphasis of this model is very much an emphasis on supporting and involving the team and this is what we are going to focus on.
Refer to handout page 2 - 5
Create climate for change

6. Line manager’s role, responsibilities and skills
9.55 – 10.20
You are close to the action
Your team trust you
You understand the work
Activity: So we’ve looked briefly at Kotter’s model for managing change and now we’re going to look in a bit more detail at what your role as a line manager is within that process in terms of leading and supporting your team through the change.
In pairs or groups of 3 to 4 discuss what your role and responsibilities are (handout page 6) and what skills you need as a line manager to support your team through change
Visualise on flipchart roles/responsibilities/skills – perfect change leadership manager
Feedback
Get: Articulate clear vision
Respond to individuals
Trust
Involve
Know your team
Coach
Listen
Be around – understand impact on individuals, team & work
Advocate
Follow through
Compromise/balance/trade-offs
Ask :

7. You need to …. Communicate Empathise Be an advocate Coach Liaise
Manage resistance
Follow through
Summarise:
Line manager role is a key one during change. 3 main reasons:
You are close to the action, you are in the best position to understand how change is affecting staff both emotionally and how they perform their role. Hence crucial for you to feed back to SMT and to project team – act as a liaison
Your relationship with staff is likely to have a direct impact on how well they adapt to the change. Level of trust between you and staff enables them to go through the process of change more positively and with less stress.
Successful execution of change requires people who understand the real work and interactions of the organisation – that’s you! So important role from a practical point of view.
Summarise: Cover slide
Communicate: Manage uncertainty - explain reasons for change, action being taken, when it will be resolved. Keep staff informed where possible, staff look to line manager for info on how change is going to affect them. Seek clarity: help to shape the change and work out implications of various ideas. Communication key to success.
Advocate: if you support change, chances are your staff will too. Opposite also true. As a line manager it is your responsibility to be a change champion. (Q what do you do if you don’t support the change?). Think about impact of your message.
Coach: help staff through own personal transitions. Deal with those struggling with change, understand that people react to change in different ways.
Liaise: interact with SMT and project team, taking direction and providing feedback
Manage resistance: best intervention to mitigate resistance usually comes from immediate supervisor.
Follow through: plan and organise, track progress of individuals and team, recognise and deal with blockages, be flexible.
We’ll look at some of these in more detail during the workshops, particularly coaching/supporting team members struggling with change and dealing with resistance.
Question – what is the employee's responsibilities?
E.g. engage, support ,review, question, input
Respond to reasonable requests

8. Communicating with your team: What will they want?
To understand why, question your plans and reasons behind change
Their concerns to be listened to by management
Reassurance & clarification how the 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 or if don’t know
Promise of regular updates
Chance to be consulted
– 10.25
One of the key skills needed at every stage of a change is effective communication – refer back to stage 4 Kotter – Communicate & Consult – probably most important stage
Consider staff’s needs and likely reaction; this will have an impact on how you communicate change.
Cover slide briefly - a summary
Importance of team and 1 to 1 communication
Ask group: From your experience, is there anything else that teams want in relation to communication?
Importance of total impact of your message: Albert Mehrabian
7% words 38% voice 55% body language
Must be congruence between the three otherwise people won’t believe you.

9. ‘People will help support what they co-create.’
Marvin Weisbord, Productive Workplaces
Quote shows importance of engaging with staff from the earliest stage (Kotter stages 4 – 6 engage & enable) ; making them feel they have some control and influence. Maybe they can’t change the outcome but they can have an input to the process. The starting point of involving them is communicating the change clearly, positively and effectively.
Because communication is so important going to do an exercise now around team communication.
Activity: Split group in half – give each group one of the scenarios on page 6
Prepare team meeting in groups – 11.00
On page 6 of handouts 2 scenarios Use template in handouts page 7 to complete with key information. Rationale & Vision – refer back to stage 1 & 3 of Kotter
In groups use the table to prepare for a team meeting to communicate one of the following changes. (10 minutes)
Decide who is going to communicate to the other group - communicate the change to the other group then swap (15 minutes).
When listening to the communication think about your emotions and reactions to the change.
Evaluate how it went. (5 minutes) – importance of planning communication and getting support from colleagues.
Break – 11.10

10. 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
So lets start with change readiness:
If you manage a team, there are certain steps you can take to help them become
change-ready.
Encourage participation within your unit and develop more participative approaches to everyday business.
Push decision making down to the lowest levels possible. Allowing others to make informed decisions, rather than imposing your own, increases the group's perception of their own effectiveness - and yours.
Share information freely. Information is the lifeblood of any organisation. During times of change, getting and disseminating information is critical to operating effectively, flexibly, and quickly.
Make communication a two-way process - talk but also listen, especially to people who are resistant to change.
Get into the trenches with frontline employees to better understand the day-to-day issues that they face. MBWA
Give people practice in collaborative work between functions by tackling problems and assigning projects through cross-functional teams.
Help people see why the change is necessary.
We've talked about a lot of these this morning. So the other part of being prepared for change is being personally resilient
Cover slide

11. Building personal resilience
7 characteristics of resilient people:
Realistic optimists
Emotionally aware
Empathetic
Risk takers
Effective problem solvers
Confident
Tolerate ambiguity
Resilience - the ability to recover quickly from setbacks and adversity
So resilience is the ability to recover quickly from setbacks and adversity. People with a resilient disposition maintain better levels of well-being. One of the key aspects of being resilient is accepting that change always creates opportunities as well as problems.
It was thought that people were born with resilient attributes but in fact anyone can improve their resilience with personal development.
So now going to spend some time thinking about your personal resilience.
Cover slide – 7 characteristic of resilient people (based on research done in 1980s at the John Hopkins University School of Medicine – working with Navy Seals)
Activity: Individually read in your handouts (page 8) about these characteristics and think about which, if any, you need to develop and how you could develop them. Complete activity on Handout page 9 – opportunity for self reflection, not an exact science
Then in your pairs discuss areas where you would like to be more resilient and how you might do that.
Ask: Any thoughts on how you could build your resilience?
By enhancing your personal resilience, it can lead to outcomes:
Understand how to remain task focussed at work during periods of stress
Increased adaptability and confidence when experience tough times
Ability to prevent stress negatively affecting work, colleagues and family
Experience more hope, optimism and positivity
Understand how to turn adversity into a growth experience – use it to develop new ways of working and living
Practical – stop multi-tasking (reduce stress, improve work done)
Lots of different models of resilience – this is another one that you might want to look at.
It’s a free online resilience report – you have to sign up to the website but then completing the questionnaire is free and you get a detailed report about your resilience based around four key components –
Confidence (feelings of competence and effectiveness)
Purposefulness (having a clear sense of purpose and values)
Adaptability (flexibility and adapting to changing situations)
Social Support (building good relationships).
When you get your report you can then log back into their Resilience portal to find out more about each area.
Free I-Resilience Report:

12. 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
11.25
Leading a team through change is exhausting so you need to look after yourself, so as well as building your personal resilience here are some other coping mechanisms.
Take charge – feel in control, find out information, write down ideas, prioritise what you will do, take time to consider and prepare
Talk – recognise positive/negative feelings – these are normal and to be expected – find one or two people you can talk to – take reassurance, don’t become isolated with your concerns – don’t limit conversations to others who are enraged or despairing - seek out others with a sense of hope and good ideas for managing the situation
Realistic – avoid unrealistic expectations – will lead to unnecessary worry and suffering! Sometimes no ready solutions, some solutions can be solved quite quickly, other will require time and analysis before meaningful steps can be taken – uncertainty can be part of change. Be aware of your own self-talk
Communication – avoid rumour based discussions, don’t share unsubstantiated information – be specific – acknowledge what you know, and what you don’t. Communicate even if no new information!
Coping skills – look after yourself, notice changes in sleep, eating, mood etc.

13. 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
11.30
So what’s it like in reality – here is Kirsty Allen, Head of Registrary’s Office and Principal Assistant Registrary , talking about her experiences of leading and managing change.
What key skills does a manager need to lead change successfully? – communication, integrity, openness
What is the best way to communicate a major change to your team? - Tell them together, staff meeting, , 1 to 1 meetings
How do you communicate a change that you may not agree with? – role is to provide leadership not incite bad feeling, justifiable change,
How do you prepare your team for a major period of change? – start early, support, build trust
Have you ever had to manage a team member who is very resistant to change? – anxiety/uncertainty but not really resistance
What personal emotions have you encountered when implementing change and how have you dealt with them? – absorb anxiety and stresses, frustrating, question/object, allay concerns, acknowledge, build support network
How do you maintain the energy and resilience to see a major change through to it’s conclusion? - milestones, break it up, celebrate success
Once change is complete, how do you make new ways of working become BAU? – say it’s over!
What would be your top tips for a manger leading a team through a period of change? – Communication/openness/patience
As you watch it think about what we’ve covered this morning and see if you can pick up any tips from her.
Ask: key messages that came out of the film for you?

14. Change Curve Early Awareness Commitment Denial and uncertainty
“It is the right thing to do”
“I want to be a part of it”
Organisational Momentum
“What’s this?”
“The Company is taking a big step”
Early
Awareness
Commitment
DENIAL
COMMITMENT
“What does this mean to me?”
“Why change now?”
“Just another initiative”
Denial and uncertainty
Adaptation
“I think I can work with the changes”
Productivity
Baseline
“It won’t work”
“I don’t trust my manager or the company”
Fear and resistance
Testing & acceptance
“Maybe I should try to understand it a bit more”
It’s difficult but it can work”
RESISTANCE
EXPLORATION
11.40 – 11.55
Now lets think about your and your teams emotional reactions to change
Introduce Change Curve
Originally from Elizabeth Kubler-Ross who did research with patients who were told they were terminally ill, and their emotional responses. Research then taken up by others looking at people who were told about an unexpected change.
Ask: Who’s seen it before?
People’s emotional reactions to change can create obstacles at different steps of the process
SHOCK Surprise or shock at the event
DENIAL disbelief, looking for evidence that it isn’t true – really hoping change will go away!
FRUSTRATION recognition that things are different, sometimes angry Anxiety.
DEPRESSION low mood, lacking in energy
EXPERIMENT initial engagement with the new situation, what are the options
DECISION learning how to work in the new situation, feeling more positive
INTEGRATION change integrated , becomes the new norm
While change is about moving to a future state; change management is about supporting individual employees impacted by the change through their own transitions or emotional journeys - from their own current state to their own future state that has been created by the project or initiative.
Change curve can be used to predict how performance, results and morale and is likely to be affected by announcement and implementation of change.
As well as using the curve to recognise their team’s individual states of transition, useful for managers to identify and recognise themselves on the curve as well.
Even if change well planned and you understand what is happening people may still enter Shock or Denial stage.
Shock/Denial
`It’s not broken we don’t need to fix it/ we don’t need this/I don’t see why this has to happen’
Active/Passive fight to retain the status quo
Come up with logical and rational reasons to justify their resistance
Selective listening/responding to requests
Cynicism and turf guarding
Frustration/Resistance/Depression/Anger/Paralysis
`It’s all blowing up/We are all going down with the ship/let’s go back to where we were’
Decline in morale and productivity
Fear of the unknown/failure/rejection/losing control
Confusion/sadness/depression/helplessness/guilt/resentment/illness/negativity
Turf battles and victimisation
Perspective is clouded by emotion so vision of end/future state can be unclear
Acceptance
Have to accept it’s happening
Worst part is over
`Things might work out OK’
Less emotion and negativity
Morale and productivity begin to rise
Understanding of new role/vision begins to clarify
More solution orientated thinking
Sense of achievability
Commitment
Teamwork, morale, productivity high
Team roles and goals clear
Positive mind-set
Self-esteem strengthened by coming through it together
`We did it/It’s much better than before’
Ask: Does anyone recognise going through any of these stages when dealing with a major change? Yourself? Your team?
Remember you will usually be ahead of your team on the change curve as you will have known about the change before them and had time to get your head around it.
People will enter the curve at different stages, move through it at different rates and sometimes slip back.
Ask: What are some of the things you can do as a line manager to support people through the Change Curve. - In groups divide into 4 groups and f/c results
Critical stage for communication. Communicate often, but don't overwhelm people: only able to take in limited amount of info at a time. Make sure people know where to go for more information ; ensure you take time to answer any questions.
Frustration/depression/Anger
Prepare for this stage by carefully considering impacts and objections that people may have.
Make sure you address these early with clear communication and support. Take action to minimize and mitigate problems people will experience. (relates to Step 5 of Kotter) As reaction to change is very personal , often impossible to pre-empt everything, so make sure you listen and watch carefully so you can respond to the unexpected
You are now on the way to making a success of the changes. Individually, as people's acceptance grows, they'll need to test and explore what the change means to them. Give them time to do this.
Lay good foundations for this stage by making sure people are well trained, and are given early opportunities to experience what the changes will bring. This stage is vital for learning and acceptance, and it takes time: Don't expect people to be 100% productive during this time; build in contingency time for people to learn and explore without too much pressure.
This is where the changes start to become second nature, and people embrace the improvements to the way they work.
You'll finally start to see the benefits you worked so hard for. Your team starts to become productive and efficient, and positive effects of change become apparent.
Whilst you are busy counting the benefits, don't forget to celebrate! Everyone deserves to share the success. By celebrating the achievement, you establish a track record of success: Which will make things easier the next time change is needed.. See More information handouts page 10
Paralysis
Withdrawal
“I’ll do just enough to get by ”
“I can’t act because I don’t know what’s going on”
“This is not something that I want to be a part of”
Departure
Time

15. What can I do to support my team through change?
Communication
Clarity of purpose
Milestones
Recognition
Opportunities
Commitment and involvement
Coaching
This slide covers some of the things you can do as a line manager to support people through the Change Curve.
Shock/Denial
Critical stage for communication. Communicate often, but don't overwhelm people: only able to take in limited amount of info at a time. Make sure people know where to go for more information ; ensure you take time to answer any questions.
Frustration/depression/Anger
Prepare for this stage by carefully considering impacts and objections that people may have.
Make sure you address these early with clear communication and support. Take action to minimize and mitigate problems people will experience. (relates to Step 5 of Kotter) As reaction to change is very personal , often impossible to pre-empt everything, so make sure you listen and watch carefully so you can respond to the unexpected
Acceptance
You are now on the way to making a success of the changes. Individually, as people's acceptance grows, they'll need to test and explore what the change means to them. Give them time to do this.
Lay good foundations for this stage by making sure people are well trained, and are given early opportunities to experience what the changes will bring. This stage is vital for learning and acceptance, and it takes time: Don't expect people to be 100% productive during this time; build in contingency time for people to learn and explore without too much pressure.
Commitment
This is where the changes start to become second nature, and people embrace the improvements to the way they work.
You'll finally start to see the benefits you worked so hard for. Your team starts to become productive and efficient, and positive effects of change become apparent.
Whilst you are busy counting the benefits, don't forget to celebrate! Everyone deserves to share the success. By celebrating the achievement, you establish a track record of success: Which will make things easier the next time change is needed.. See More information handouts page 10

16. 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
11.55
As well as people being at different places on the Change Curve and displaying different emotions , you will also see different ‘types’ emerging .
There is a note of caution with this as it’s not about labelling people but about helping you to understand how team members may behave and what support you can give them.
Shows support from individual low to high and reaction from passive to active
Introduce ‘types’
Saboteur – will try to disrupt the change either passively or actively
Critical
Narrow thinking
Stubbornly unconvinced
Resists change
Cynic – seen it all before/doesn’t think it will work
Overwhelmed
Betrayed by management
Withdrawn
Passive aggression – quietly hostile
Fence-sitter – indifferent/not-bothered
Co-operator – feels change is inevitable, puts up with it but doesn’t want to be involved
Champion – enthusiastic, can-do attitude
Personally growing and developing with the change
Open to learning
Enthusiastic, optimistic and embrace the change
Ask: Can anyone recognise these types in their teams?
Who do you spend your time with?
NB: Sometimes it’s legitimate to behave in these way e.g. if you have experienced perpetually badly managed change. But beware it doesn’t become a habit.
LOW
PASSIVE
ACTIVE
Reaction to change

17. Spread of reactions Fence-sitter Co-operator Cynic Champion Saboteur
Number of people
12.00
This slide illustrates where our ‘types’ sit on the graph in terms of rough numbers in teams. (normal distribution curve)
This graph shows the spread of reactions you will typically get within a team from those who will actively resist change to those who will help you drive and deliver the change.
Talk through graph - don’t assume everyone is going to be negative and against the change negative; note big group in the middle; importance of spending enough time with change agents i.e. those who welcome change and will help you drive the change; those opposed to the change will demand your time and energy and danger is that you neglect the others
Activity: page 11 of handouts. In your groups discuss what types your team members and/or people around you may be and what you see and hear that makes you think that.
Stress confidentiality and not about labelling people as such more about understanding different behaviours – next workshop we’ll think about how you can support different people
Introduce Case studies 2 & 3 = groups of 2/3
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

18. Spread of reactions: Preparation for this afternoon.
12.15
Preparation for afternoon: Page 22 of handout
Think about a significant change you and your team are facing, using the model above:
Think about your individual team members/people around you and where they may be on the curve.
Think about a team member that you need to have a conversation with about a change that is being proposed or is currently being implemented; prepare how you would approach that conversation. (NB: the team member could be sitting at any point of the curve e.g. the conversation could be about overcoming resistance or harnessing the enthusiasm of a champion.)
Think about how you would try to overcome their resistance and/or help them to develop their personal resilience and/or harness their enthusiasm – depending on the person. Advise that they should be prepared to come and discuss it.
Either allow time to consider this now or ask to consider over lunch and will have 10 mins after lunch to consider prior to starting activity.
We’ll start the next session looking at how you might support these different types.
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

19. Dev Excited by the prospect of change. Been feeling in a rut
Ready for a new challenge
13.00 – 13.10
So now going to step away from real life for a bit and look at some case studies.
Introduce 4 characters to meet - refer to Handouts Page 2.
You have just communicated a change to them & they’ve reacted in different ways Go through slides – ask them which ‘type’ each one is.
Now opportunity to look at them in a bit more detail:
Divide into 2s/3s - get each group/pair a to read and discuss how they would deal with each character (what tactics would they use) – Handouts page 3.
Focus on how you’re going to support them.
When finished get them to think about ‘co-operators’
13:10 – 13:25
Go through slides and ask for feedback on their tactics for dealing with them (see handout)
Dev (champion)
In the team meeting, Dev was excited by the prospect of change. From previous discussions with him, you know he’s been feeling in a rut and is ready for a new challenge.
If manager taps into his enthusiasm, listens to his ideas and questions, he will commit to support them.
However if manager dampens his spirit, doesn’t listen to him, doesn’t give him a role, then he will be disappointed and lose interest

20. Polly Pretty vocal Number of objections and concerns.
Dismissive of Senior Management
Polly (saboteur)
Polly was quite vocal in the meeting. She raised a number of objections and concerns. She was quite dismissive of the ability of Management to make the right decisions.
She is concerned that management just don’t understand what it’s like to do her job. She feel stressed and angry about constant change.
If manager gives her a chance to vent her feelings, she’ll calm down, If the manager tries to shut her up or talk over her she will stay angry or at least sulky.
Ask her about her specific concerns and tackle them – get to the root of her resistance.
Challenge as appropriate – impact on other people

21. Gina
Didn’t say much.
‘I don’t know. We’ll just have to wait and see what happens, won’t we?’
Gina (fence sitter)
Gina didn’t say much in the meeting. On the way out you asked her how she was and her reaction was ‘I don’t know. We’ll just have to wait and see what happens won’t we?’
She feels confused by the proposed change. She can’t understand what it will mean for her.
Swing voter!
If manager listens to her and gives her a clear idea of what to expect – and it sounds like it may benefit her then she will buy in to the change. If the manager s vague and unhelpful, she will stay on the fence.

22. Chas Lot of head-shaking and sighing Tendency to be negative
‘Just another pointless change.’
Chas (cynic)
Chas did a lot of head-shaking and sighing in the meeting. He has a tendency to be negative anyway and said this was ‘just another pointless change.’
If manager really tries to understand his concerns he will soften his attitude. If the manager just tries to talk him into accepting the change, he will stay negative.
Pick up on co-operator

23. Supporting individuals
Invest time
Build trusting relationships
Listen
Acknowledge emotions
Provide reassurance and support
Be fair and consistent
Communicate clearly – be honest and don’t overpromise
Follow through – be reliable …
13.25 – 13.30
Summary
Speed of transition will depend on individual's self-perception, amount of control they have in the process, other past experiences, and how these all combine to create their anticipation of future events.
As a manager you need to provide support to all team members – go through bullet points on slide – these will all help to overcome resistance.

24. Handling conversations
A department has just moved offices to the outskirts of Cambridge.
A manager meets with a member of staff who is unhappy about the move to see how it’s going…
Bev Weston (Head of Estate Projects, EM) and Jane Rawlings (PPD)
10.15 – 10.25
So we’ve talked a lot about people’s emotional reactions to change, and you’ll all be having these challenging conversations with team members.
So lets see a manager in action – when watching the video look for techniques that the manager uses to manage emotions , build resilience and overcome resistance. Handout page 4 – jot down notes as watching video. Remember it is a role play so has limitations, wasn’t scripted and certainly isn’t perfect so also consider what you might do differently.
Play video
Debrief: What did we see/hear Bev do?
Kept calm
Gave options and kept them open
Nodding, listening
Empathised
Gained agreement
‘expressed concern about being here’
‘Talk though how you’re finding it’
Type?
Probe, be more specific about concerns – (children, travelling)
‘Don’t want you to be stressed’ – separate the issues
Problem solving – look for options
Being open, flexible
Maintaining customer service
Summarising and meet again
Do differently: get her to come up with solutions then more likely to take ownership

25. Your chance to practise
In pairs, use the preparation from this morning
Brief your partner on situation and likely response
5 minutes – have the discussion ‘in role’
5 minutes – discuss and feedback
Reverse and repeat
– 14.00
Activity using case studies: Practise giving feedback. Handout page 4
30 minutes
In pairs, use your preparation done at lunch to practise a conversation with your team member.
Brief your partner to respond ‘in type’.
Have the conversation.
Reflect on what worked well, and what you might do differently.
Reverse roles and repeat.
Ask: What worked well? Anything you might do differently when you do speak to them?

26. Kotter’s 8 stage model for managing change effectively
Rationale
Team
Vision
Communicate
and consult
Empower
Create quick wins
Don’t let up
Make it stick
Implement and
sustain
Engage and enable
14.10 – 14.20
Going back to Kotter's model, you’ve created the climate for change, you’ve engaged and enabled by communicating, overcoming resistance and harnessing your champions, and you’ve kept team and individual performance levels high.
So now we’re going to think about the final two stages - Don’t let up & Make it stick
Kotter argued that many change projects failed because victory is declared too early and not enough emphasis is put on the final stages.
The implementation of change is just the beginning.
To ensure successful change you need to develop processes that constantly review and improve the changes that have happened and make the change part of the culture of the team and the department.
Create climate for
change

27. Managing performance through change
14.00 – 14.10
So we’ve looked at handling different change ‘types’ but what about handling business as usual during change.
Whilst change can often have a positive effect on some team members e.g. your Champions will be energised and motivated, there is a danger with others that there is a dip in performance and productivity, people take their eye off the ball, spend too much time and energy thinking about the change and worrying about things they can’t influence, and ‘business as usual can take a back seat.
Activity in pairs: or as a group Discuss how you can ensure that individual and team performance levels remain high during a period of change? Handout page
Feedback
Get: regular communication – team and 1 to 1
1 to 1 development meetings
SRD meetings
Setting team & individual goals & objectives
Clarity around roles and responsibilities
Priorities – keep workloads reasonable
Limit changes to BAU.
MBWA – know what’s going on
Give feedback – CEDAR
Continuous learning and development – identify what new learning and development opportunities there are for people
Performance management
Celebrate successes
Overall what is needed is strong leadership – as usual!

28. Consolidating change Ask yourself and your team:
What were the aims at the start?
How well did we achieve them?
What still needs to be achieved?
What have we learnt for next time?
There will be new ways of working to embed, you may be in a new location/building, the team itself may have changed or teams may have been bought together so the whole dynamics may have changed, there will be new processes and procedures in place and things will still be constantly changing and evolving.
So you can’t just sit back and relax! You need to review where you are.
Once you’ve asked yourself these questions (slide) open up the discussion to the team to find out what they think – never assume you know what your team thinks! Keep their involvement going. Balance between learning from the change and moving on to BAU.
Link back to Kirsty Allen clip – she said ‘tell them it’s over’, ‘in her experience people settle into business as usual surprisingly quickly’.
I would argue that’s because she put the work in at this end stage.
Activity in pairs: What can you do to help consolidate and embed change in your team to make it business as usual. Handout page 16 5 mins
Get: Keep setting stretching targets to move change forward and ensure that any revised objectives are clearly communicated. Set goals to keep momentum going.
Foster and encourage determination and persistence
Emphasise need for ongoing change Update procedures
Highlight achievements & talk about progress made at every opportunity
After every success, analyse what went right, and what needs improving and write it down.
Reinforce positive behaviours & recognise & reward people who support change
Include the change ideals and values when hiring new staff
Change will often have a positive effect on individuals so build on their new skills and confidence.
Reinforce and remind
Don’t make tweaks too soon – unless there is a genuine problem.

29. Team changes
14.20
Do you remember in first session we talked about how change is constantly happening – refer back to flipchart of minor changes from the morning – and that there are constant small changes going on.
One thing that is often changing is your team itself.
So let’s think about your team and how the dynamics within the team may have changed. Whatever else is going on there are always changes happening within teams, whether that’s people leaving, new people starting, team amalgamating or a new manager in place.
It’s worth looking at the stages a new team goes through – this can either be a brand new team or an established team that has had changes within it.
For a team to go through these stages it doesn’t need to be a major change for the dynamics to be affected.
Remember that high performing team of yours with Dev, Polly, Gina and Chas?! Well imagine the impact of adding Nina and Bob to the mix!
Break – 10mins

30. Stages of team development
‘Forming’
‘Storming’
‘Norming’
‘Performing’
This model was developed by Bruce Tuckman , Professor of Educational Psychology at Ohio State University, in 1965 who did a lot of research on how groups operate. Old model but has stood test of time.
Ask: Has anyone seen this before?
Understanding this cycle can be helpful as, handled appropriately, the stages that teams go through can be a very healthy process. It will help you as a manage to understand what is going on in your team.
Tuckman’s model explains that as a team develops maturity and ability, relationships establish and the role and leadership style needed by managers will change at each stage.
So we’ll just look at the stages in a bit more detail …
Tuckman

31. Building your team
Develop team-working, cooperation, morale and team-spirit
Provide a collective sense of purpose
Anticipate and resolve group conflict, struggles or disagreements
Develop the collective maturity and capability of the group
Enable, facilitate and ensure effective internal and external group communications
12.10
Summary
Cover slide – overall these are the things you need to do to build your team.

32. Change – Making it happen
At the heart of any change in an organisation, are the people making it happen. People may respond to these changes very differently.
Factors which may influence an individual’s response to any change may be:
How it personally effects them
To what extent they were involved in the decision
How they may have to adapt to the change
Personality traits and perceptions

33. 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
12.00
So today we’ve talked about individuals within a team and teams as a whole when it comes to change, so finally I want to bring it back to you and your leadership through change.
Leadership Questionnaire page 8 of handouts – opportunity for some self reflection.
5 – 10 minutes to complete then discuss in pairs and agree what you are going to do differently
Then individually think about look at pg 20 in your handout to reflect on a change and apply what you have learnt today.
Finally turn to page 21 to identify what are you going to start/stop/continue doing in relation to a change you are dealing with or leading change generally –.

34. The end 12.25 The end? What do you see?
A sunset – the end of change or the end of what was the ‘norm’
For some a sunrise – change carries on, affecting you and others. Opportunities.
Thank and close