Leading People Through Change - EJTN · Leading People Through Change. Let’s talk about change...
Transcript of Leading People Through Change - EJTN · Leading People Through Change. Let’s talk about change...
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Rik Simms
Judicial College,
London, UK
Leading People
Through Change
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Let’s talk about change
• Change needs to occur at different levels.
• Change is a choice or is imposed.
• No-one embraces imposed change.
• It is very unlikely that you are managing change.
• The more you try to control change the less you will be able to.
• You are more likely to be involved in facilitating transition or………
• Damage limitation
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Change……For the remainder of this presentation you must write all notes with your opposite hand.
Laptops, iPads and other digital devices cannot be used.
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• There is THE change you want to achieve
• There is the PLAN for achieving THE change (process)
• There may even be a PEOPLE PLAN to deliver the PLAN to
achieve THE change.
• 70-80% of change efforts fail
PEOPLE are the key to successful change –
but they can be the hardest thing to lead through
change.
Let’s talk more about change
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The limbic brain
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The change is……….
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SO?
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Why people fear change
• Loss of control & stability
• Fear of failure
• Unknown / confusion
• Exhaustion
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Endings Exploration New Beginnings
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The meaning of
communication…
.……..is the response you get!
There are no failures in
communication, only responses.
If you are not getting the response you
expected…….
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There is no uniform mass
– only individuals
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CHAOS?
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Time to Make Sense of the
Change
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Communicate with the Emotions
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INFORMATION
SUPPORT
INVOLVEMENT
VISION
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Structure your messages
S
C
A
R
F
David Rock, 2008 – based on the five key "domains"
that influence our behaviour in social situations
including our Fight or Flight amygdala responses
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Structure your messages
S
C
A
R
F
Status
Certainty
Autonomy
Relatedness
Fairness
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Structure your messages
S
C
A
R
F
Status: a sense of personal worth
• Will I be compared to someone
else?
• Could this have a negative
effect on my status?
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Structure your messages
S
C
A
R
F
Certainty:A sense of what the future holds
• How much do I know about
what is going on and when?
• How are decisions made?
• Where can I find out more?
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Structure your messages
S
C
A
R
F
Autonomy:A sense of control over life• Can I control any elements of
this change?
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Structure your messages
S
C
A
R
F
Relatedness:A sense of safety with others
• Who can I trust?
• Who else feels like I do?
• Who can I talk to?
• Is the leader genuine?
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Structure your messages
S
C
A
R
F Fairness:A sense of fairness
• Am I being treated fairly?
• Do I have a choice?
• Is someone on my side?
• Who can I trust?
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It’s all about people•Consider their emotional needs
• Tailor your messages to their transition stage
•Clarify, Communicate, Collaborate & Listen
•Communicate, Communicate and Communicate again – but get it right.
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Think beyond the change plan
Focus on readiness for
change rather than
reactive resistance to
change
ACT – DO – REVIEW and
DO IT AGAIN & AGAIN
Change and transition
have not finished when
the project finishes –
SURVIVOR SYNDROME
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Questions
•As a person responsible for leading others through change: what do people need from you, when will they need it and how will you provide it?