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leading and managing change Michael Watts, November 2009 <ul><li>trainer : Alison Lucas, Masterclass Training </li></ul><ul><li>dates : 19 and 26 November 2009 </li></ul><ul><li>venue : Bromley Civic Centre </li></ul>

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<ul><li>The notes in this PowerPoint presentation are MY interpretation of the course provided by Masterclass Training who I acknowledge as the owner of the material used and referred to. </li></ul>

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contents <ul><li>attendees </li></ul><ul><li>my key objectives </li></ul><ul><li>day 1: </li></ul><ul><ul><li>my beliefs about change </li></ul></ul><ul><ul><li>helpful tips: coaching </li></ul></ul><ul><ul><li>stakeholder: </li></ul></ul><ul><ul><ul><li>analysis </li></ul></ul></ul><ul><ul><ul><li>exercise </li></ul></ul></ul><ul><ul><ul><li>mapping </li></ul></ul></ul><ul><ul><ul><li>managing (x3) </li></ul></ul></ul><ul><ul><li>what did I take from the first day? </li></ul></ul><ul><li>day 2: </li></ul><ul><ul><li>resistance: </li></ul></ul><ul><ul><ul><li>reasons </li></ul></ul></ul><ul><ul><ul><li>lewin’s force field model </li></ul></ul></ul><ul><ul><ul><li>methods to tackle </li></ul></ul></ul><ul><ul><li>kotter’s eight steps to change </li></ul></ul><ul><ul><li>managing transitions: </li></ul></ul><ul><ul><ul><li>the curve </li></ul></ul></ul><ul><ul><ul><li>‘ transition triangle’ </li></ul></ul></ul><ul><ul><ul><li>beginnings </li></ul></ul></ul><ul><ul><ul><li>neutral zone </li></ul></ul></ul><ul><ul><ul><li>endings </li></ul></ul></ul><ul><ul><li>relative importance grid </li></ul></ul><ul><li>summary of key points </li></ul><ul><li>my reflections </li></ul><ul><li>so what? </li></ul>

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attendees <ul><li>Andrew Favell </li></ul><ul><li>Carol Bowen </li></ul><ul><li>Christine Gray </li></ul><ul><li>Christopher Curran </li></ul><ul><li>Diane Bex </li></ul><ul><li>Emma Pearce </li></ul><ul><li>Hanna Smith </li></ul><ul><li>Lydia Lewinson </li></ul><ul><li>Mandy Wyatt </li></ul><ul><li>Sarah Lyons </li></ul>

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my key objectives <ul><li>after this course, I want to have a fuller understanding of change, its impact on staff, and how best to manage the ‘change process’, including: </li></ul><ul><ul><li>how best I can support staff within my team and across the Children’s Trust partnership </li></ul></ul><ul><ul><li>how I can ensure there is an environment for motivation </li></ul></ul><ul><ul><li>how to deal with the political and emotional challenges </li></ul></ul>

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day 1

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my beliefs about change <ul><li>change is good and is required for continuous improvement </li></ul><ul><li>however, change can be uncomfortable, scary and ‘foreign’ </li></ul>

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helpful tips: coaching <ul><li>safe space </li></ul><ul><li>honest discussion </li></ul><ul><li>room to ‘vent’ </li></ul><ul><li>identify the fear </li></ul><ul><li>bridging exercises </li></ul><ul><li>ask: “how would you do it?” </li></ul><ul><li>identify and build on strengths </li></ul><ul><li>help them see ‘the way out’ </li></ul><ul><li>individual approach </li></ul>

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stakeholder: analysis <ul><li>need to consider: </li></ul><ul><ul><li>who are the stakeholders? </li></ul></ul><ul><ul><li>what are their needs? </li></ul></ul><ul><ul><li>what will success mean for them? </li></ul></ul><ul><ul><li>what impact will it have on them? </li></ul></ul><ul><ul><li>what are the benefits for them? </li></ul></ul>

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stakeholder: exercise <ul><li>undertake a stakeholder mapping exercise for those affected by the Partnerships and Planning Team restructure </li></ul><ul><li>identify the “needs” and “successes” of 3 stakeholders identified </li></ul>

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stakeholder: mapping Stakeholders Members Team Assistant Director SMT PCT Other partners Children and young people Parents and carers Me!! Other CYP divisions Central Government Other local authorities/ Children’s Trusts

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stakeholder: managing (1) <ul><li>Team priorities met </li></ul><ul><li>Team feeling: </li></ul><ul><ul><li>supported </li></ul></ul><ul><ul><li>empowered </li></ul></ul><ul><li>Made a difference! </li></ul><ul><li>Management challenge </li></ul><ul><li>Support mechanisms </li></ul><ul><li>Training/skills </li></ul><ul><li>Confidence </li></ul><ul><li>Identify ‘mentor’/buddy </li></ul><ul><li>Monitor and have awareness of staff </li></ul><ul><li>Create opportunities for feedback </li></ul><ul><li>Be able to influence </li></ul><ul><li>Feel confident about and have knowledge of where we are going! </li></ul>Me! Success Needs Stakeholder

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stakeholder: managing (2) <ul><li>Motivated </li></ul><ul><li>Shaped decisions </li></ul><ul><li>More skilled </li></ul><ul><li>Increased confidence </li></ul><ul><li>Recognition </li></ul><ul><li>Job satisfaction </li></ul><ul><li>Team spirit </li></ul><ul><li>‘ Feel good’ </li></ul><ul><li>Reassurance </li></ul><ul><li>Feel listened to </li></ul><ul><li>Part of the decision-making </li></ul><ul><li>Fully informed </li></ul><ul><li>Review points to update plans </li></ul><ul><li>Regular assessment </li></ul><ul><li>Frequent team meetings </li></ul><ul><li>Time to listen, talk and offload </li></ul><ul><li>Protected time </li></ul><ul><li>Have strengths and skills acknowledged </li></ul><ul><li>Feel valued </li></ul><ul><li>Feel part of the process and take ownership of vision </li></ul><ul><li>Clear picture (vision) </li></ul>Team Success Needs Stakeholder

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stakeholder: managing (3) <ul><li>Improved outcomes </li></ul><ul><li>Budget met </li></ul><ul><li>Savings made </li></ul><ul><li>Performance indicators met </li></ul><ul><li>Reputation </li></ul><ul><li>Improved morale </li></ul><ul><li>Staff: </li></ul><ul><ul><li>development </li></ul></ul><ul><ul><li>retention </li></ul></ul><ul><li>Performance maintained </li></ul><ul><li>Meet BBB and CYPP </li></ul><ul><li>Budget requirements </li></ul><ul><li>‘ Customer’ needs </li></ul><ul><li>Improve outcomes </li></ul><ul><li>Feedback </li></ul><ul><li>Assurance that everything is working </li></ul><ul><li>Awareness of tasks required to do </li></ul><ul><li>Awareness of what will not be done </li></ul><ul><li>Committed to continuous improvement </li></ul>SMT Success Needs Stakeholder

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what did I take from the first day? <ul><li>the importance of: </li></ul><ul><ul><li>ensuring that I have dealt with my own issues, concerns and needs </li></ul></ul><ul><ul><li>managing the different needs of stakeholders </li></ul></ul><ul><li>reassured that I am not the only one going though this! </li></ul><ul><li>the benefit of using ‘external’ people to bounce ideas off </li></ul>

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day 2

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resistance: reasons <ul><li>people could be resistance due to: </li></ul><ul><ul><li>fear </li></ul></ul><ul><ul><li>the unknown </li></ul></ul><ul><ul><li>poor communication </li></ul></ul><ul><li>use “lewin’s force field model” to help identify: </li></ul><ul><ul><li>reasons for resistance </li></ul></ul><ul><ul><li>ways of tackling them </li></ul></ul>

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resistance: lewin’s force field model now desired future <ul><li>Team of four: </li></ul><ul><li>1 x MG5 </li></ul><ul><li>3 x PO2 </li></ul><ul><li>Consultation on changes </li></ul><ul><li>Retirement of MG5 </li></ul><ul><li>Deletion of MG5 post </li></ul><ul><li>Team of three: </li></ul><ul><li>1 x PO4 </li></ul><ul><li>2 x PO2 </li></ul><ul><li>Reduced expenditure/savings </li></ul><ul><li>Streamlined processes </li></ul><ul><li>More efficient use of resources </li></ul><ul><li>Better skilled staff </li></ul><ul><li>Increased confidence and motivation of staff </li></ul>Included in decision-making Senior Manager buy-in ‘ Will’ to change Increase in responsibility Trust Reluctance to change current practice SMT’s expectations Anxiety Personal circumstances Lack of trust

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resistance: methods to tackle <ul><li>key methods to tackle resistance: </li></ul><ul><ul><li>communication </li></ul></ul><ul><ul><li>show the benefit </li></ul></ul><ul><ul><li>identifying the fear </li></ul></ul><ul><ul><li>dealing with misconception </li></ul></ul><ul><ul><li>listening to ideas </li></ul></ul><ul><ul><li>tackle gossip </li></ul></ul><ul><ul><li>allow resistance to ‘come out’ early </li></ul></ul><ul><ul><li>don’t take personally </li></ul></ul><ul><ul><li>involve in decision-making </li></ul></ul><ul><ul><li>don’t be afraid of resistance </li></ul></ul>

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kotter’s eight steps to change increase urgency build the guiding team communicate for buy-in empower action get the vision right don’t let up make change stick create short-term wins

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managing transitions: the curve shock denial anger resignation acceptance looking forward time

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the ‘transition triangle’ time / ownership / involvement beginnings endings neutral zone the ‘planners’ the ‘doers’ t r a n s i t i o n s

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managing transitions: beginnings <ul><li>motivation and enthusiasm to “pull” the team forward </li></ul><ul><li>pitch the message correctly to all individuals </li></ul><ul><li>knowledge of skills, strengths and resources available within the team </li></ul><ul><li>knowledge of who is onside and who is going to resist </li></ul><ul><li>clear communication and good leadership skills </li></ul>t r a n s i t i o n s

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managing transitions: neutral zones t r a n s i t i o n s <ul><li>acknowledge the ‘neutral zone” </li></ul><ul><li>don’t allow time to pass on by without taking some actions </li></ul><ul><li>use time for planning for future brainstorming, training, and to identify gaps and knowledge </li></ul>

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managing transitions: endings t r a n s i t i o n s <ul><li>smooth: </li></ul><ul><ul><li>responsibility to change, through a ‘smooth transition’ </li></ul></ul><ul><li>aspire to efficiency: </li></ul><ul><ul><li>change curve </li></ul></ul><ul><ul><li>effective ‘management’ of the ‘transition triangle’ </li></ul></ul><ul><li>celebrate!: </li></ul><ul><ul><li>praise </li></ul></ul><ul><ul><li>review progress against objectives </li></ul></ul>

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relative importance grid Example: you win £,1000; what can you spend it on? Key: 1 2 most important option least important option 1) Home 2) Shoes 3) Holiday 4) Debt 5) Your loved one 1 2 1 3 1 4 1 5 2 3 2 4 2 5 3 4 3 5 4 5 3 1 4 1 1

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summary of key points <ul><li>“communicate, communicate, communicate” </li></ul><ul><li>need to have a clear vision </li></ul><ul><li>analyse | plan | do | review </li></ul>

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my reflections <ul><li>need to ‘sort myself out’ first </li></ul><ul><li>communication is key! </li></ul><ul><li>need a “vision” </li></ul><ul><li>ensure individuals are involved and able to shape decision making </li></ul><ul><li>ensure individualised approach </li></ul><ul><li>give individuals “venting” time </li></ul><ul><li>need to have a plan!! </li></ul>

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so what? <ul><li>already putting into practice: </li></ul><ul><ul><li>team meetings </li></ul></ul><ul><ul><li>giving up-to-date information </li></ul></ul><ul><ul><ul><li>including the ‘don’t knows’ </li></ul></ul></ul><ul><ul><li>involving team in decision-making </li></ul></ul><ul><ul><li>giving time to consider ideas </li></ul></ul><ul><ul><li>setting clear action plan and priorities for 2010/11 </li></ul></ul><ul><ul><li>identified “quick wins” that were built on the team’s areas of “strengths” </li></ul></ul><ul><ul><li>staying positive </li></ul></ul><ul><ul><li>‘ horizon scanning’ for post-2011 challenges </li></ul></ul><ul><li>need to ensure that my communication is clear, open and allowing engagement </li></ul><ul><ul><li>body language </li></ul></ul><ul><ul><li>verbal </li></ul></ul><ul><ul><li>listening </li></ul></ul><ul><li>“ Walking the walk, as well as talking the talk”! </li></ul>