Managing Successful Change Part 1: Preparing your team for change

Experience of change

Objectives: Part 1 Recognise and manage your own response to an announcement of change Identify risks and benefits of change for your team Communicate change so as to get your team ready for it Deal with a range of emotional responses to news of change

Part 2: Implementing the change Manage a team successfully through the implementation of change Use techniques for overcoming resistance and building resilience Be able to handle sensitive discussions with individuals struggling with change Understand how to adapt your management style to lead your team through change

What if… You are told that Madingley Hall and gardens are going to be sold. ICE is going to move to new purpose built accommodation south of Cambridge. What is your reaction to this news?

Build your personal resilience o Identify and use personal strengths o Develop positive feelings, reframe adversity o Aim for a realistically optimistic attitude o Be open minded, persistent and flexible with problem solving o Seek support and support others

Kotter’s 8 stage model for managing change effectively Create climate for change Engage and enable Implement and sustain

Create climate for change

Ensure a clear rationale Risks and benefits Forcefield analysis

Engage and enable

Communicating with your team: What will they want? To question your plans and reasons behind change Their concerns to be listened to by management Reassurance about how change will affect them personally Clear direction and leadership Sense that you empathise with their position; no sense of ‘us’ and ‘them’ Honesty – truth is best even if it is bad news Promise of regular updates Chance to be consulted

‘People will help support what they co-create.’ Marvin Weisbord, Productive Workplaces

Reactions to change Actively resist change Actively welcome change Go with the flow Will never change Only change when no other option Wait to see what happens Get included from the start Lead the change

Dev Excited by the prospect of change. Been feeling in a rut Ready for a new challenge.

Polly Pretty vocal Number of objections and concerns. Dismissive of Senior Management

Gina Didn’t say much. ‘I don’t know. We’ll just have to wait and see what happens, won’t we?’

Chas Lot of head-shaking and sighing Tendency to be negative ‘Just another pointless change.’

Reactions to change Fence-sitter “Wait and See” Champion “How can I spread the word?” Saboteur “Not whilst I’m around” Cynic “Not another change initiative” Reaction to change ActivePassive Support High Low Co-operator “It’s inevitable”

ReactionBehaviourTactic Change is inevitable Puts up with it but does not get involved May be in favour but distracted by other commitments Give them a role Don’t take their support for granted Recognise and reward them Don’t disappoint them Ask open questions Lots of interaction Ask opinions and use their expertise “I’ll wait and see/ Whatever” May be indifferent or waiting to be convinced Easily swayed Not bothered Take time to understand why they’re undecided Describe the benefits of the change for them Show them clear targets and a ‘roadmap’ Find ways for them to get involved/ participate actively Buddy them with a champion Get them to understand the consequences of inaction Co-operator Fence-sitter Dealing with reactions

ReactionBehaviourTactic “Not another change initiative” May be a natural cynic May be waiting for a role May have seen it all before Often has an ally Can be cynical due to past bad experiences Take time to understand why they are cynical Engage them and tackle their objections Show them changes are working, make sacrifices if necessary Invite them to participate, get them involved in things they care about Find ways to engage and inspire Make clear what will be different this time “Not whilst I’m around” May sabotage passively (not making decisions, slowing down plans) or actively (striking) Can be overt or covert Show you understand their perspective but you think differently Try to resolve their concerns Persuade that change is in their interests Isolate ‘hardliners’ if they block progress Use 1:1 coaching Use champions to help win them over Cynic Saboteur Dealing with reactions (cont’d)

ReactionBehaviourTactic “How can I spread the word?” Enthusiastic support Does the job for you Enthuses others Can-do High energy Keep them inspired Use them to win over resisters Recognise and reward them Don’t disappoint them Give them time to reflect Engage them and their plans Champion Dealing with reactions (cont’d)

At the end of Session 1 what will you… change? continue to do? 22

Part 2: Implementing the change Manage a team successfully through the implementation of change Use techniques for overcoming resistance and building resilience Be able to handle sensitive discussions with individuals struggling with change Understand how to adapt your management style to lead your team through change