How to Create Change with a Reluctant Manager. How to Empower Yourself as a Staff Person, desirous to effect change. The role of customer service. The role of research and data collection to help staff make the case for change.

1. How to Create Leadership Change:
DMs, Leaders and You
11 am Dec 6th, 2012
Whitehorse, YT
Canada 1045
Chris Hylton
800 449-5866 chris@hylton.ca
CG Hylton Inc 1

2. The only person who likes and
welcomes change is a wet baby.
The rest of us have to adapt and
accept the only thing that is constant
in life -- change.
CG Hylton Inc 2

3. Agenda
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 You work in a large government organization
with many layers of management
 You see good reason to change many things,
but no one listens
 How can You make the case to your DM or
Leadership to bring about change?
CG Hylton Inc

4. The ideal organization
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 DM’s and Leaders should
 Understand innovation process.
 Be tolerant of criticism
 Open to new ideas
 Maintain the pressure to succeed
 Break down barriers to change
 Staff should
 Idea generators
 Information gatekeepers
 Product champions
 Project managers
 Innovation leaders
 Focus on customer satisfaction Inc
CG Hylton

5. Two types of change: Top
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Down
 In line with Strategic Plan, Mission and
Vision initiated with the goals of service to
customer
 Driven by the organization’s top
leadership
 Success depends on support of middle-
level and lower-level staff
CG Hylton Inc

6. Bottom-up change
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The initiatives for change can come
from all levels of the organization,
not just top management
Crucial for organizational innovation
Made possible by
Employee empowerment
Employee involvement
Employee participation
CG Hylton Inc

7. What about unplanned change?
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Response to unanticipated
events
Good leaders act on
opportunities for reactive change
Good staff can see opportunity to
act on new situations
CG Hylton Inc

8. External reasons for change
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 Changing landscape
 Competition and market trends
 Local economic conditions
 New laws and regulations
 Technological developments
 Downsizing, offloading,
privatizing
 Staff are in ideal situation to
CG Hylton Inc

9. Internal forces for change
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 Arise when change in one part of
the system creates the need for
change in another part of the
system
 May be in response to one or
more external forces
 Staff is on the ground and can
see this better than the DM
CG Hylton Inc

10. Freeze thaw cycle
Frozen
 Services are stable if not ideal, change is not
possible
Unfreezing
 Prepared for change and reasons for change
are developed
Changing
 Something new reorients the system, and
change implemented
Refreezing or gelling
 Stabilizing change and creating conditions for
CG Hylton Inc 10
ongoing success

11. You can be a Change Leader
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A change agent who takes
leadership responsibility for
changing the existing
system.
Forward-looking
Action oriented
Finds and fertilizes new
CG Hylton Inc

12. Role of Staff Leader
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 Rational persuasion strategy
 Change through persuasion backed by special
knowledge, empirical data, and rational argument.
 You see the data daily, you are on the ground, you
deal with the customers
 Relies on customer service satisfaction model
 Relies on belief that reason guides people’s decisions
and actions
 Common sense
CG Hylton Inc

13. Shared Change Strategy
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 Engages people in a collaborative process of
identifying values, assumptions, and goals from
which support for change will naturally emerge
 Time consuming but likely to yield high
commitment because you are building
 Involves others in examining factors related to the
issue at hand
 Builds a change team, others within the
organization, others perhaps outside the
organization
 Relies on group power and strong interpersonal
skills in team situations CG Hylton Inc

14. Resistance to Change
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 Fear of unknown
 Disrupted habits
 Loss of confidence
 Loss of control, specialized
knowledge
 Extra work
 Loss of face, of purpose
CG Hylton Inc

15. Resistance to change
 DM, Other Staff, Customers
 People experiencing change often go
through a series of steps, similar to the
steps of Kubler-Ross of yesterday
 Some will never get past denial.
 Denying the credibility of the messenger
 Denying the content of the message
 Denying the relevance of the message
 Denying own ability to do anything about it

16. Methods for dealing with
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resistance to change
 Service gap analysis
 Support of customers
 Lots of data
 Lots of support in other
departments
CG Hylton Inc

17. Data is King
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Research the issue
 Systematically collecting data on an the issue
 Feeding it back to organization or dept for
action
 Evaluating results by collecting more data and
repeating as necessary
 Can be initiated when staff member senses a
service gap
CG Hylton Inc

18. How to collect data
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 Customer satisfaction surveys
 Focus groups using structured questions
 On line surveys
 Community group meetings
 If you are in a healthcare organization, rely on
the researchers within your organization to
assist you
 If not reach out to those familiar with research
techniques
CG Hylton Inc

19. Change Research Steps
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 Problem identification
 Data gathering
 Research
 Data analysis and feedback
 Action planning
 Action implementation
 Evaluation and follow-up
CG Hylton Inc

20. Team building
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 Survey feedback
 Inter-group team building
 Service delivery redesign
 Customer service focus
CG Hylton Inc

22.  Thank you!
 CG Hylton Inc would like to thank
you for the opportunity to meet with
you today
 Questions?
 chris@hylton.ca
 800 449-5866