1. Leading Change Lilongwe, May 2012 Dr Alan Davies MB MRCP MD Medical Director, EMEA GE Healthcare alan.g.davies@ge.com

2. Outline of next 45 minutes Thinking beyond the ‘solution’ to a ‘change strategy’ AND what it means for you, AND your teams, peers and colleagues. 2 April 2012

3. Being a Change Leader Session Philosophy April 2012 3 K NOWER I F I DON ’ T HAVE ALL THE ANSWERS, SOMETHING IS WRONG WITH ME L EARNER I F I HAVE A QUESTION OR I DON ’ T KNOW THE ANSWER, I’ LL SAY IT AND LEARN GOAL: Excellent patient care

4. Becoming a Change Leader What has been your approach to CHANGE ? What are the challenges that you encountered when you wanted to implement CHANGE ? What would you do differently towards your goal of excellent patient care? April 2012 4

5. Five key principles  Different people react differently to change  Everyone has fundamental needs that have to be met  Change often involves a loss, and people go through the “change curve"  Expectations need to be managed realistically  Fears have to be dealt with April 2012 5 CHANGE involves an emotional reaction

6. Commitment and Improved performance The Change (or LOSS) Curve April 2012 6 Emotional Intensity Time Denial Resistance Exploration

7. Top Tips for leading change  Give people information – be open and honest not overoptimistic. Meet OPENNESS needs, do not set UNREALISTIC EXPECTATIONS. SAY “I don’t know, but I will know by next date”  Have communication strategy. Don't let the grapevine take over. Meet INDIVIDUAL REACTION to change. SAY “We will meet again tomorrow to discuss this again.” SAY “I will arrange individual meetings with those who wish to have them over the next week.”  Give people choices to make. Be honest about consequences. Meet CONTROL and INCLUSION needs  Give people time, and support their decision making. Help them through LOSS CURVE April 2012 7

8. Top Tips for leading change  Where change involves loss, identify replace the loss. Help assuage potential FEARS.  Give individuals opportunity to express concerns and provide reassurances. Help assuage potential FEARS.  Keep observing good management practice. Make time for informal discussion.  Treat significant change as a project.  Project objectives. Include the five principles April 2012 8

9. Things to think about before leading change April 2012 9  What is the problem with the current situation?  Is there an obvious solution?  How will it differ from the current situation?  How will it be better?  What are the risks?  What might the detractors say?

10. Things to think about before leading change April 2012 10  Which groups will be affected, and how?  What sort of resistance will you meet?  What are the reasons for resistance?  Include emotional, vested interests, fear, concerns  How will you find out about the concerns?  What will you do to meet and overcome concerns?

11. Things to think about before leading change April 2012 11  Who are the opinion influencers?  How are they engaged?  Who do you need to engage and win over?  How will you communicate the plans?  How will you secure an early win?  What support, help, or training is available?  How will you evaluate success? Metrics?

12. Finally, of course, and by no means least ….. Good Change Leaders still Manage! Maintain the disciplines of the organisation April 2012 12

13. Thank you.