1. www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

2. What is Change Leadership? Successful Change Leadership is about getting individuals and groups to do things differently, to change the way they behave and to implement the changes associated with new systems and processes. Any transformation programme will create significant organisational and individual change challenges. Staff will quickly realize that their roles and responsibilities are going to change significantly, and that job shifts may result. It is vital for leaders to understand the human dynamics of change and to act upon it. This task is particularly challenging as people respond both on a rational and emotional basis.

3. There are 4 main forms of resistance to change C C ognitive I I deological P P sychological P P ower Driven

4. people truly believe, based on their own information and experience, that the diagnosis and action plan are wrong C C ognitive people believe that the proposed change violates fundamental values that have made the organisation what it is I I deological people are reticent to try new things which may be less successful than the previous ones; they see the costs of changing greater than the benefits; they have a low level of tolerance for the uncertainty P P sychological people perceive that the proposed change will lead to a loss of power, autonomy and self-control … to reduced status and autonomy P P ower Driven Managing these is at the heart of stakeholder management

5. The Transition Curve Based upon the work of Elizabeth Kubler-Ross ‘On Death and Dying’ New York: Macmillan, 1969 Reactions to organisational change can often reflect grief reactions Being an effective change manager means understanding our own and others’ reactions to change Individuals start the process at different times, often experience different shaped curves and take different amounts of time in transition Handling change effectively means responding in different ways at different stages By what they do and how they do it a leader affects the shape and length of the curve for each person

6. The Transition Curve 1. Immobilisation Shock – Dissonance between high expectations and reality 2. Denial Temporary retreat False competence 3. Incompetence Awareness of necessity for change Frustration How to deal with change 4. Acceptance of reality Letting go of past ‘comfortable’ attitudes and behaviours. 7. Integration Incorporate meanings into new behaviours 6. Search for meaning Internalisation Seeking understanding Why things are different 5. Testing New behaviours, new approaches Start to deal with new reality Energy + anger and frustration. TIME CAPACITY 1 2 3 4 5 6 7

7. Numbness & Denial Depression & Acceptance Inform individuals of change Ensure they understand it will happen Explain what to expect Give them time to take it in Arrange a planning session Acknowledge feelings Listen, encourage to talk Support Typical Reaction Management Action Shock Feeling overwhelmed Mismatch between expectations and reality Withdrawal Minimisation of change Building up defences Activity without achievement Self doubt, anger, blame Depression, frustration Fear, uncertainty powerlessness & hopelessness Beginning of letting go of the past Sense of ‘I will survive this’ What next? Transition – Reactions and Actions

8. Testing & Searching for Meaning Integration Uncertainty, confusion and excitement New behaviours High energy – some frustration Organise into categories Shift towards understanding Palpable sense of new future Finding an easy fit (more testing) Lead planning sessions Set short term objectives Focus on priorities Provide training Establish vision Set long term goals Team building Typical Reaction Management Action People start working together Cooperation & collaboration Positive attitudes Understanding is internalised New behaviours become natural Positive frame of mind – shaping the future Transition – Reactions and Actions

9. The Pyramid of Resistance Cultural Alignment Performance Management Alignment Shared vision and business case for change Skill Development Programme Role Models Effective communication Involvement / Engagement Leadership activity & visibility

10. The Commitment Curve Setting the scene I know something is changing I know what it is I know the implications for me I’ll look at doing it the new way I’ll do it the new way This is the way we do things This is the way I do things Achieving acceptance Achieving commitment An important thing to remember is that not everyone needs to get to the top level of commitment immediately! Different stages of change that people go through for sustainable transformation

11. Change Exercise How might you apply one of the following models to your Project Transition curve Pyramid of resistance Commitment curve What actions will you consider taking in the light of this analysis?

12. MBTI - Responses to Change IS “If it ain’t broke, don’t fix it” “What’s the budget?” “We’ve tried it before and it didn’t work very well” “Let’s not throw the baby out with the bathwater!” ES “Is this going to work?” “I’ll need to see the plan” “Who’s in charge?” “Well, if we’re going to do it, let’s get on with it!” EN “Let’s give it a try” “We need to move with the times” “It could be really interesting if we did it differently” “Anyway, I’m fed up with doing it this way!” IN “Let’s think this through sensibly” “How does this relate to the other initiatives?” “What’s really important about what we’re trying to do?” “Let’s keep the big picture in mind!”

13. MBTI - Responses to Change Combinations of Energy and External Orientations: Dealing with Change IJDecisive Introverts When changes are proposed, they examine them against their internal perceptions (data or big pictures). If the changes “fit”, they move quickly to implement them. If the changes don’t fit, they dig in their heels and become unmoveable opponents. IPAdaptable Introverts When changes are proposed, they are curious and seek information. Then they assess the information with their internal judgement (values or logical principles). Their information-seeking appears adaptable, but they move ahead only in their own time – after they have decided.

14. MBTI - Responses to Change Combinations of Energy and External Orientations: Dealing with Change EPAdaptable Extraverts When changes are proposed, they consult their networks, talk to people, find out what everyone thinks. If the changes allow room for their creativity and action, they gather resources and try to energise everyone to implement their changes. EJDecisive Extraverts When changes are proposed, they apply their judgement (logic or values) out loud by questioning. Then, if their questions are answered, they move quickly to plan, organise, and implement the change.

15. Communicating Difficult Messages Know your audience: Know your message: their level of understanding their misconceptions/pre-conceptions their power and influence their possible responses – how will you react? the overall message the main points the need for supporting information what you want people to do as a result Anticipate difficulties: What might be problematic for people (team & individuals)? How would you feel in their position? What difficult questions might be asked? What difficult arguments might be used? What might people do? (e.g. shout, walk out, withdraw..) What is your worst nightmare – how would you handle this? … visualise & plan for what might happen …

16. Exercise - Presenting your business case Prepare a 10 minute presentation of the strategic business case (stage 1) for your service improvement project –No PowerPoint but decide what props you need –Decide who you want to present to –Decide if you want to try out a different style –Think about the different MBTI preferences in the room and make sure you get to them –Include return on investment and risk (use the business case handouts) You will be presenting to a FLP group after 9am who will offer you feedback on content, their buy in to your case and your presentation style