Half day open training event on effectively managing change held in Toronto, Canada

1. Change-it’s good for you!
by Toronto Training and HR
June 2014

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-9 Phases of change
10-11 Topics for change
12-13 Different schools of thought
14-16 Are we complacent?
17-18 Urgency-true or false?
19-20 Overcoming barriers caused by culture
21-23 Changing a culture
24-25 Issues in the change management process
26-27 Change agents
28-29 Middle managers in the front line of change
30-31 Training for change
32-34 Focus on the people side of change
35-36 Building communication confidence
37-38 Factors influencing individual response to change
39-40 Levels of engagement
41-42 Appreciative Inquiry
43-45 Climbing the career ladder
46-47 Must haves of an effective change management program
49-50 Before, during and after the change process
50-51 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions • Change
• Successful change
• Transition
Page 6

7. Page 7
Phases of change

8. Phases of
change 1 of 2
• Current phase
• Action phase
• New phase
Page 8

9. Phases of
change 2 of 2
HELPING PEOPLE MOVE
THROUGH THE PHASES
• Create a clear view
• Move quickly
• Communicate continuously
• Recognize early
achievements
Page 9

10. Page 10
Topics for change

11. Topics for
change
• Benefits management
• Stakeholders and
communication
• Risk management
• Soft skills
• Business change manager
Page 11

12. Page 12
Different schools of
thought

13. Different
schools of
thought
• Behavioural approach
• Cognitive approach
• Psychodynamic approach
• Humanistic psychological
approach
Page 13

14. Page 14
Are we complacent?

15. Are we
complacent?
1 of 2
YES, IF…
• discussions focus inward and
not on markets, emerging
technology, or competitors
• candour is lacking in
confronting bureaucracy and
politics that slow things down
• people regularly blame
others for problems instead
of taking responsibility
• past failures are discussed
not to learn, but to stall new
initiatives

16. Are we
complacent?
2 of 2
YES, IF…(CONT.)
• assignments around critical
issues are rarely completed
on time or with quality
• cynical jokes undermine
important discussions
• meetings on key issues end
with no decisions about what
must happen now
• passive aggression exists
around big issues
• people say, "we must act
now”, but then don’t act

17. Page 17
Urgency-true or false?

18. Urgency-true
or false?
• What is false urgency?
• You have a culture of false
urgency if…
• What is true urgency?
• You have a culture of true
urgency if…
• Guarantees
Page 18

19. Page 19
Overcoming barriers
caused by culture

20. Overcoming
barriers
caused by
culture
• Understand readiness for
change
• Focus on leadership
• WII-FM
• Imparting transformation
skills to all employees
• Right metrics drive the
right behaviour
Page 20

21. Page 21
Changing a culture

22. Changing a
culture 1 of 2
• Communicate then
communicate again
• Clarify the story for
yourself; the
organization is moving
from what to what
exactly
• Consider a new job
title; think logo, tagline
and headline
Page 22

23. Changing a
culture 2 of 2
• In your communication,
clarify that this is a
break from the past and
what the future will look
and feel like
• Live the new cultural
values and norms
impeccably
Page 23

24. Page 24
Issues in the change
management process

25. Issues in the
change
management
process
• Organizational issues
• Individual or group
resistance to change
Page 25

26. Page 26
Change agents

27. Change
agents
• What makes a change
agent
• Predictors of success
• What change agents are
not
• Tactics employed by
change agents to create
cultures ripe for change
Page 27

28. Page 28
Middle managers in the
front line of change

29. Middle
managers in
the front line
of change
• How do middle managers
contribute?
• Properties and in practice
• Key capabilities which
carry a premium in the
current context
Page 29

30. Page 30
Training for change

31. Training for
change
• Timeliness
• Need and application
• Commitment
• Key training topics
• Characterizing available
capacity for change
Page 31

32. Page 32
Focus on the people side
of change

33. Focus on the
people side of
change 1 of 2
• Don’t judge individuals by
their initial reaction
• Realize that much of what
you say immediately after
making the announcement
may not be heard
• Ask your people how they
feel about the change
Page 33

34. Focus on the
people side of
change 2 of 2
• Allow your key managers
to have time to process
and accept change
themselves, before they
meet with their team
members
• Identify and bring key
opinion leaders onboard
first
Page 34

35. Page 35
Building communication
confidence

36. Building
communication
confidence
• Context
• Personalization
• Practice
• Productivity tools
• Availability
• The extra mile
• Support and
encouragement
• Evaluation strategy
• Partnership
Page 36

37. Page 37
Factors influencing
individual response to
change

38. Factors
influencing
individual
response to
change
• Nature of the change
• Consequences of the
change
• Organizational history
• Type of individual
• Individual’s history
• Additional questions to
ask
Page 38

39. Page 39
Levels of engagement

40. Levels of
engagement
• Real commitment
• Supportive enrolment
• Genuine compliance
• Formal compliance
• Grudging compliance
• Non-compliance
• Apathy
Page 40

41. Page 41
Appreciative inquiry

42. Appreciative
inquiry
• What is it?
• What does it cover?
• The volunteer model
Page 42

43. Page 43
Climbing the career ladder

44. Climbing the
career ladder
1 of 2
• Add value to your position
• Let others know what you
want to do
• Ask others for support
• Develop a strategy for
success
• Learn new skills
• Make yourself indispensable
• Don’t underestimate the
competition
• Keep on networking
Page 44

45. Climbing the
career ladder
2 of 2
• Enhance your personal
image
• Embrace change
Page 45

46. Page 46
Must-haves of an effective
change management
program

47. Must-haves of
a change
management
program
• Gain support with the
right pitch
• Manage the risks
• Prioritize
• Set the pace
• Pre-empt change fatigue
• Choose the right people
• Keep leaders visible
• Measure success
Page 47

48. Page 48
Before, during and after
the change process

49. Before,
during and
after the
change
process
• Questions to ask
• Managing oneself
• Achieving successful
cultural change
Page 49

50. Page 50
Conclusion, summary and
questions

51. Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions