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Community of Practice Webinar - What makes a good (or great) change manager?

  1. Change Community of Practice Webinars What makes a good or great change manager? Presented by Catherine Smithson April 2017
  2. Introducing Being Human •  Founded in 1993 •  Our mission: develop change-capable people and organisations so they achieve the benefits of change •  Prosci Primary Affiliate Australia and New Zealand since 2006 2
  3. Agenda •  Recap on the role of the Change Manager •  Qualifications vs experience - what matters most? •  Snapshot of Prosci Best Practices research •  Top 5 tips from our consulting team •  Q&A 3
  4. Where to find today’s slides and recording 4 Being Human Company Linkedin Profile Follow us! Being Human Pty Ltd page Like us! Slides and recording available. Follow us! Search for Being Human Pty Ltd. Recorded version. Follow us!
  5. What’s in a name? 5 Change Manager Organisational Change Manager Change Analyst Project and Change Manager Senior Manager, Change Readiness and Adoption Organisational Change Lead Change Management Specialist/Co-ordinator Manager, Strategic Change Change Agent Change Communications and Change Integration Analyst
  6. Recap - role of the Change Manager •  Plays key role in ensuring change initiatives meet objectives and deliver on time and on budget by optimising employee adoption and usage. •  Responsible for creating and implementing change management strategies and plans •  Works through many others in the organisation to succeed. •  Acts as a coach for senior leaders and Sponsors •  Support and coaching people leaders •  Partner with project teams to integrate change management activities into project plans For a Job Description: management-job-description 6 © Prosci Inc All rights reserved
  7. © 2016 Prosci Inc. All rights reserved. Executives and senior managers Executives and senior managers – fulfilling the role of sponsors of change Employee-facing Middle managers and supervisors – fulfilling the role of coach for their direct reports Middle managers and supervisors Enabling Change management resource/team Change management resource or team – applying a structured approach and enabling others Project team Project team – integrating the “people side” of change Project support functions Support functions – providing expertise Key Roles in Change Management 7
  8. Influencing and coaching skills are key •  Influencing for change •  Identifying and involving the right people at the right time! •  Everyone in the organisation has a role in change •  Change Managers need to know who, when and how to leverage involvement before, during and after change is implemented. •  Coaching for Change •  Understanding the roles in change and how to coach each group •  Coaching managers – high return on investment •  Managers have a key role in leading change with their teams •  Plus they are employees’ preferred senders •  Managers are employees first and managers second: they need to be on board with the change first before they are coached in leading their teams successfully through transition state. 9
  9. Dinner debating topics 1.  Should Change Managers be the “face and voice” of the change? 2.  Should Change Managers be involved in decisions about the need for change/what changes are required? 3.  Who owns benefit realisation? 4.  Do Project Managers make good (or great) Change Managers? 5.  Other hot topics? 10
  10. Qualifications vs experience – what matters most ? •  Qualifications - university, professional certifications are valuable •  But hands on experience on change projects is critical •  Industry specific experience also essential •  Complex sectors e.g. financial services •  Unique cultures e.g. Higher education, public sector •  Diverse backgrounds of practitioners is a plus – but also has traps! •  L&D specialists see training as the key change enabler •  Comms specialists see “comms” as the one true way •  Certified practitioners can be methodology purists •  If your only tool is a hammer, every problem is a nail! 12
  11. Best Practices Snapshot 14 Top 5 attributes of a great change practitioner (p65) 1.  Change Management competency 2.  Interpersonal skills 3.  Communications skills 4.  Business acumen 5.  Flexibility Projects supported p68 •  2 – 4 projects: 63% •  1 project: 17% •  More than 5 projects: 20% Permanent position p65 1.  Africa: 69% 2.  Australia and NZ: 67% 3.  USA: 54% 4.  Study population average: 53% 2016 Best Practices in Change Management Report. 1120 participants in 56 countries. Prosci copyright 2015.
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  13. Tip 1: Get out from behind your desk •  You have to build relationships and trust with a wide range of people: •  Managers/supervisors •  Project managers and teams •  HR, L&D, OD specialists •  Sponsors, Executives, •  This takes time, effort and lots of conversations. •  These relationships will result in better quality data for your assessments and plans, better quality Change Management Plans, more effective influencing and coaching and more…. •  Get out of HQ – meet people on their turf
  14. Tip 2: Have the frank and fearless conversations •  Be prepared to have courageous (ie tough) conversations. •  Telling senior leaders things that they may not be happy to hear, but need to know. •  If you know there are risks and issues, you should be ready to call them out. •  Make their case for resources and inform the business about the benefits of investing and the risks of underinvesting,. •  Diplomatic - knowing how heavy or light a hand to apply can make the difference to being 'heard’ •  This is how you start to develop the relationship of a trusted advisor. •  Be prepared to say “no” to things you know will take your focus of what you should be doing (or being able to say that “If I do that, what do you want me to not do?”). 17
  15. The trusted advisor - Daryl Conner “The key key function of the change agent is to serve the Sponsor.” 18 Opinion providers Subject Matter Experts Valued sources Influential resources Trusted Advisors influential-can-a-change-agent-be
  16. The trusted advisor – from Daryl Conner •  Isn’t usually quick to materialise…it typically takes some time to unfold. •  It’s possible to have a fast “connection” but developing deep trust is another matter. •  Sometimes, however, it just doesn’t materialize. •  How does a Trusted Advisor act: (top 3) •  Assess and work with whatever predispositions the sponsor shows. (That means stretch, but don’t overly exceed, the capability of the sponsor.) •  Help the sponsor establish goals slightly beyond what he or she currently expects to achieve. •  Understand, diagnose, formulate a prognosis for, and develop actions related to, the sponsor’s challenges. 19 influential-can-a-change-agent-be The Trusted Advisor Series by Darryl Conner
  17. Tip 3: Be pragmatic! •  Being flexible and be willing to let go of perfection! •  Like a 'cross trainer' - flexible and adaptable, depending on what is needed. •  You can be proactive and put together great plans, but you have to be prepared to change them and react if/when the situation changes. •  As 19th century Prussian military leader, Field Marshall Helmuth von Moltke said “No plan survives first contact with the enemy.” •  Learn to adapt to different cultures •  The best CMs can quickly identify the "burning issue” for a group 20
  18. •  Having a thick skin – not taking everything personally, particularly on a hard change where everyone you engage with seems to be lacking in Desire. •  More importantly, don’t let the change kill you! •  Build your resilience - know how to 'power down' when needed and how to fills up your tank. •  Great Change Managers do the best they can, but always know they need to live to fight another day. •  How do you deal with criticism, setbacks and the other challenges of being a change practitioner? 21 Tip 4: Build your resilience
  19. Tip 5: How to move from good to great •  Never stop learning - don’t ever think you know everything! •  Keep learning with: •  Practitioners across all disciplines •  Articles on LinkedIn •  Prosci webinars •  Newsletters e.g. Change Management Review •  CMI events •  Choosing diverse roles, cultures, projects •  Your recommendations? One of the things that I love about CM is that I am always learning – whether it’s other methodologies, from the experiences of other practitioners, new tools (such as apps like Prosci Change Maturity Audit). There is always something to learn to add to your “craft” and make you a better practitioner. Max Knobel, Senior Consultant
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  23. Other useful resources •  Raising Your Game - Workshop with Daryl Conner •  Change Management Institute – Change Manager Competency Framework •  Association of Change Management Professionals – Change Management Standard (practices, processes, tasks and activities used by change practitioners) 27
  24. Where to find today’s slides and recording 28 Being Human Company Linked in Profile – Follow us! Being Human Pty Ltd page - Like us! Search for Being Human Pty Ltd. Recorded version. Follow us! Slides and recording available. Follow us!
  25. More info 29 •  Free Prosci Webinars •  Free Change Community of Practice Webinars Prosci • •