ché broekman
TRANSCRIPT
8/3/2019 Ché Broekman
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Leading your organisation
successfully through incremental andradical changes
? 1. Apply your personal competencies
to positively affect change
? 2. Walking the change journey with
senior management and employees
? 3. Overcoming barriers, coping withchaos and maintaining momentum for
change
8/3/2019 Ché Broekman
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My orientation
? Mostly standing on IT implementation
experience
? but ideas apply to most change settings
? Knowledge drawn from a variety of sources
over many years
? This presentation mostly about mindset andattitude
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What is going on in CM?
? ‘Mysterious’ and young science is coming
into its own
? Lots of activity, discussion, blogs, network
meetings
? Lots of misunderstandings as to what CM is
? High demand for a defined, consistent,
reliable process/methodology
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1. Apply your personal
competencies to positively affect
change
? What sort of change manager do you want to
be?? The discipline is still forming and allowing for
individual approaches
? Great opportunity to choose work which best suits
your skills and personality
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Determine your skills and
preferences
? What are you best at?
? What do you enjoy/find easy?
? Where do you find your inspiration?
? Build your personal work vision
? help drive your choice of methodology and relatedskills development
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Main competencies
? Communicator/people person
? Systems-thinker
? Project manager
? Technical and/or business knowledge? Personal qualities? Flexibility
? Resilience
? Patience? Sensitivity
? Fast learner
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Whatever your approach…
? Instil confidence, support and participation
? Work with people to encourage synergy
? Stay focused on delivering the initiative’s
benefits? Ideally quickly, seeking high levels of acceptance
and utilisation
? Keep this focus and you will find your way
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The main variables
? For most change initiatives you will need:
? Vision and business case
? Committed and well positioned Sponsorship
? Engagement and communications strategies
? Detail of the new order and what’s changing
? Training and/or education processes
?
Sustainability measures? A method and/or plan for how you will work
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2. Walking the change journey
with senior management and
employees
? Management involvement is critical
? It’s a business initiative, not an ‘installation’
? Engage/start your relationship with
management early, before engaging staff
? Show positive expectation of their support
and involvement
? Your sponsor may have to apply some
influence
8/3/2019 Ché Broekman
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Management ‘kick off’ meeting
? Introduce the project and start therelationship
? What they will want to know
? Vision and business case? Who is behind it and likelihood of success
? Main outcomes, changes and impacts
? How the project will work with the area
? Staff learning and supports
? Likely time and participation demands
8/3/2019 Ché Broekman
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Engagement tools
? Stakeholder analysis – Power vs. Interest strategies
? LP/LI - Monitor
? LP/HI - Keep informed
? HP/LI - Keep satisfied
? HP/HI - Manage closely
? Engagement monitor spreadsheet
? By unit/area
? Contact details
?
Diary of engagements – phone, email, meetings? Key needs
? Issues and risks
? Action items
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Staff information session
? Have management/supervisor introduce you
? Explain the project and start the relationship
? What they will want to know
? Why the initiative is needed/how it will be better
? What will change – how the work will get done
? How they will learn/training information
? Support and feedback options
? Timing for key project events and changes
? Seek to instil confidence and preparedness
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Employee needs
? Change is an individual process
? People move at their own particular pace andprocess
? Their needs are both practical and emotional
? “Resistance is everything”? Expect it - normal human behaviour
? Predict and prepare
? Offer self determination wherever possible? Involvement and participation key
? Manager>supervisor>employee buy inhierarchy
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Treat people seriously
? Allow those experiencing change to complain
? Important psychological process
? Listen to what they have to say
?
Often contains essential information for how to smooth outthe change process
? Take issues back for resolution
? Be responsive
? Keep them informed
? Respond to questions? Help remove barriers rather than impose requirements
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Provide information
? Communicate as much as possible
? Written word not that affective anymore ?
? Ensure everyone knows the what, why,
when, how? What’s changing
? Why it’s needed
? Dates/times of stages and key events
? How they will learn, be supported, continue tomeet work requirements
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Org levels and information
types
Senior level
Mid level
Lower levels
? Strategic and long term
? Strategic shorter termand unit goals
? Operational andindividual goals
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Tips and strategies
?
Apply a methodology? Regularly plan and review
? Keep eye on the objectives
? Manage risks and issues
? Use your sponsor/board? Don’t try to do it alone, change is everyone’s
responsibility? Project team
?
Board? Management
? Staff
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Tips and strategies
? People support what they create? Achieve involvement wherever possible
? Conversation is the way human beings havealways thought?
Accept the messiness of the approach? Technology can disengage
? Accept that some failures will be inevitable? Constant success is not how life works
?
Focusing on the negative gets peopledepressed and disengaged
? Focus on what is working as much as possible
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