6. Widespread change anticipated* http://www.wordle.net/ Internal Engagement better results through your people *RSA pre- seminar survey â May 2010
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10. Different kinds of change need different types of communication Communication Participation in decision-making Communication reduces uncertainty; control leads to a greater sense of employee well-being Types of change Strategic Organisational-level changes e.g. external factors, change in government, change in direction, viability of the company Structural Inner workings of the company: eg change in structure, merging of work units, change of reporting lines, relocation Job-related Change in role, ways of working, responsibilities, use of technology
15. Leaders can âseedâ effective conversations during difficult change â Leaders tend to talk about macro economy and political stuff when people just need to know how does this affect meâ Sit in on team meetings Help field questions Feedback to Board â The news may not be good but at least I get a view about what we are going to do about itâ â Gets filtered to focus on our issuesâ â It gives us a chance to explore the difficult issuesâ
16. Sometimes leaders can say what the company officially cannotâŚ. Corporate Affairs ⌠and external media messages can help internally: â Cadbury lays into Kraft as fight heats upâ The Daily Mail â Thereâs no way I want to see Cadburyâs sold off to KraftâŚâ
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19. Managers Source: Institute for Employment Studies The top behaviours of engaging managers The top behaviours of disengaging managers Communicates, makes clear whatâs expected Lacks empathy/interest in people Listens, values and involves team Fails to listen and communicate Supportive, backs team/you up Self-centred Target-focused Doesnât motivate or inspire Clear strategic vision Blames others, doesnât take responsibility Shows active interest in others Aggressive Good leadership skills Lacks awareness Respected Doesnât deliver
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22. Helping managers to share ideas â example from workshop Using quotes from Who moved my Cheese? and put them up on posters on the wall. Maidstone What some managers are doing to help people in the Neutral Zone Holding âCommunal ventsâ one afternoon a week (but not on a Friday) St. Austell Creating a one-page personal moves planner so that people can plan what they take, what they leave and what they want from the future Getting staff to write up on flip charts whatâs worrying them. Then dividing the concerns into two â those we canât control and those we can. Then creating action plans for those they can control
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29. Metrics generated provide local data... All Results 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% I get feedback on how our work 'makes a difference' I would recommend my area as a good place to work My ideas and suggestions about how we work are valued I have sufficient access to learning required to do my job I feel like going the extra mile for my team I have had the opportunity to learn new skills in the last six months I am involved in decisions that affect how our team works I have the right information to do my job I have received recognition for good work in the last three months I am regularly invited to identify and solve work based problems My manager talks to me about how my work fits into our overall goals My work challenges me I feel I do a worthwhile job My manager values me I am clear what I am accountable for I am clear about the quality of work that is expected of me % Agree
30. What do participants think? â Iâve loved being involved in this work because I felt listened toâ â In the first session my example of feeling engaged was five years ago; in the second session it was this workâ â At first I was very sceptical, but I think now we can really use this stuffâ â Needs leading from bottom up so it does not feel like it is being done to you and led by a corporate spokesperson.â â Cynics turned in the process and became powerful advocates for change.â â I can see how this is going to make a differenceâ
34. Tracking - keeping it simple Share price rose 8-fold during the change programme and Chief Executive hailed as âthe turn-around kingâ by The Financial Times Year 1 2 3 4 I know the overall direction that the company is taking 28% agree 39% 49% 61% I understand how my job contributes to company goals 68% 77% 81% 82% Overall, communication to employees is good 37% 48% 55% 58%
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37. The change in four months was striking... % agree Before After % change I understand the business strategy 54 82 +28 I feel that the business has an exciting future 43 68 +25 I understand our customersâ expectations 79 92 +13 I see how me and my team fit in the bigger picture 64 79 +15 I see how we need to change the way we work 64 81 +17
38. The business case Engaging people at all levels Successful change Unsuccessful change 59% 37% Source: McKinsey, June 2006; 1,536 global executives Costs of disengagement $300 billion in lost productivity Source: Gallup 2010 Total returns to shareholders 47% higher amongst effective communicators Source: Towers Watson 2010
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40. Contact Us Michael Pounsford Couravel Limited Riverside House River Lawn Road Tonbridge Kent, TN9 1EP T +44 (0) 1732 78 3525 M +44 (0) 7860 196 343 F +44 (0) 0732 363 636 E [email_address] W www.couravel.com
Editor's Notes
Tell AZ leadership story, using the change curve
Institute for Employment Studies: 7 organisations inc HMRC, Sainsburyâs, London Borough of Merton, Centrica Identified 25 âengagingâ managers with high engagement scores. Interviewed them, their manager and their teams. Focused on engaging behaviours, which can be learned, rather than personality. Span of control from 4-5000 employees. These mgrs also good at the difficult stuff.
There is lots of research on resilience and although definitions vary slightly all agree that is a real strength to people in work and home life. Note on the previous slide, we suggested the manager should pair resilient and non-resilient people together. Typically People tend to divide into 2 types: type D tend to see change as a Danger and type O tend to see change as an Opportunity . Personal resilience can be increased and managers should think about how they can increase their own resilience and that of team members. It might be helpful to get managers to think about their view of life/or individual team membersâ view of life: How do you (and members of your team) view change? Potential danger and something preferably to be avoided or a natural part of life and, possibly, an opportunity? How do you view life? A series of steps or a set of constantly shifting variables? Change initially makes most of us feel uncomfortable. How do you react to those feelings? Try to avoid them or accept that this is an uncomfortable but natural part of adjusting to change? How good are you at compartmentalising your feelings of anger or frustration? Do you spend time getting anxious about issues that you cannot control or do you focus on what you can control? How good are you at asking for help ?
Some of these might be tough for employees who donât know what their future is. HMRC has created a useful handout (Moving checklist) that helps people to think about their working life to date and what they want to achieve in future. HR&Learning might be able to come and run such a workshop or perhaps the manager could ask similar questions of the team. This will help people address 4: not seeing themselves as victims but using the changes as a good opportunity to reflect on work and what they want to get out of it. Refer to Options assessment â help people plan their future
Event Name Here 12/02/2007 Project Name: HMRC v1.8 We asked focus groups to think about what makes them happy at work, the sorts of things that motivate them to put in more effort We then ran our own âengagement surveyâ made up of 16 questions Focus groups were then left to develop action plans for their areas Results were similar in each area â (next slide)
Event Name Here 12/02/2007 Project Name: HMRC v1.8
Event Name Here 12/02/2007 Project Name: HMRC v1.8
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