CHANGE MANAGEMENT

Lawrence Muganga

SESSION ONE

Change Management and Setting a performing

mindset that Appreciates Change

CHANGE MANAGEMENT & SETTING A PERFORMING MINDSET

THAT APPRECIATES CHANGE

Session Objective By the end of this session, participants

should be able to:

Have an insight of the Mindset & Attitude required to appreciate change and deliver on their respective assigned mandates

Mind Opener One!

? What do you think you can

change in your Office?

Mind Opener Two!

? How best can you implement

the anticipated Change?

What is Change?

Organizational change: It is the term used to describe the transformation process that an organization goes through in response to a strategic re - orientation, restructure, merger or the development of new goals and objectives for the organization.

The realignment of resources and the redeployment

of capital can bring many challenges during the transformation process and organizational change management seeks to address this by adopting best practice standards to assist with the integration of new organization vision – Change Mgt Skills

What is Change Management?

Moving one or more people and other

resources from where they happen to be to

some other place deemed be appropriate as

a result of re-positioning

Clear committed leadership is

vital to the success of any change

What is Change Management?

• In an organization, change management can happen on various levels:

Change in Goals – for example;

Rwanda should be Service Oriented and an IT hub for the region

Agriculture should be modernized and more technology intensive

Change in Systems and process

Change in Policies

All the carry an element of planning and behavioral changes

Change Management is about managing people as you manage systems, policies and strategies to reach the promised land

Change Mgt cont’d…

Change need to be planned and justified!

Need proper evaluation, planning and implementation framework which is adopted, If not well done organizations can experience a backlash from workers who resist the change;

That's why organizational change management is so important in the day to day operations of organization business;

When internal or external factors from a change in the business landscape or competitive pressures force a change in a organization core objectives, existing business processes get redefined and this can adversely impact workers if not managed appropriately.

The Transition Curve: How Attitudes & Feelings Change

Confid

en

ce

Time

“I’m not sure I know

what’s going on”

“I feel overwhelmed”

“I can handle this”

“We can’t do this. It won’t work. We’re not allowed”

“Actually, things might get better”

“This could be a better way of doing it”

“This way is more effective”

“S/he really made the effort to help us

implement this change”

Key Features of Leading Change

• Explain the basic purpose behind the change

• ‘What was the

problem?’ • Who said so and on

what evidence? • What would have

occurred if no one had acted to solve it?

• What could have

happened to us if that had occurred

Purpose Picture Plan Part

• Paint the picture of how the outcome will look and feel like!

• What is the outcome

going to look, feel and sound like?

• How are people

going to get their work done and interact with each other?

• How will a day be

organised?

• Lay out the plan for achieving the outcome

• Outline steps and

schedules in which people will receive information, training & support they need to make the transition

• People oriented to tell

employees how and when their worlds are going to change

• Start with where

people are & work forward to leave the past behind and emerge with new attitudes, behaviours & identity

• Establish each person’s part in both the plan and the outcome

• Show employees the role & their relationship to others.

• Show employees what part they play in the outcome & the transition process

Key Features of Leading Change

• Making the journey and destination compellingly attractive • Helping people see a future they want to be part of • Helping people find a purpose and meaning for themselves • Requesting commitment

Enrolling

Enabling

Energising

Exemplifying

• Helping people see possibilities for their contribution

• Challenging self-limiting beliefs

• Setting (together) stretching targets

• Building self-esteem, confidence and trust

• Putting into action

• Building and sustaining people’s energy

• Celebrating successes

• Giving recognition

• Expressing optimism

• Demonstrating the behaviours and values that are being

required of others to deliver

Plan from the Perspective of the Recipients of Change

Board

Senior Mgmt Team • Where do we want them to be?

• What initiatives will help them get there?

• Is the ‘load’ of change reasonable & within capabilities?

• What projects do we need to provide the initiatives

Customer Facing Staff

Front-line Managers

Middle Managers

Support Teams

Part Unfreeze Mobilise Realise Reinforce Sustain

Highlighting Potential Barriers to Change Early Enough

• Strategy

• Structure

• Process

• Operating principles

• Culture/behaviour

• Jobs

• People

• Change gets bogged because barriers are not dealt with soon

enough or openly enough to keep the change process moving

• Barriers may exist anywhere and everywhere – even the difficult-

to-see places…

• Leadership

• Management

• Resources

• Systems

• Rewards

• Values/Beliefs

• Capabilities

Consider: How will this

change effort affect…?

Identify Strategies for Closing Critical Gaps during the implementation of Change

Organisational Dimension Gap Strategy

Strategy

Structure

Process

Operating Principles

Culture/Behaviour

People

Leadership

Management

Resources

Systems

Rewards

Guiding Principles for Better Change:

5 C’s of Communication

Be Candid: Always tell the truth (“You will know the Truth and the Truth will set you free.” John 8:32). Employees will probably know when the truth is not told.

Be Contextual: Provide stakeholders with the “big picture” as you explain the relevance of the Change to the company.

Be Constructive: Guard against counterproductive comments that work against team and stakeholder unity.

Be Consistent: Ensure that verbal, written, and nonverbal forms of communication are consistent from message to message, and that your actions support your messages.

Be Continuous: Provide ongoing reinforcement of your commitment to the change initiative.

Coaching Others in Building Employee Commitment

1. Identify individuals or groups whose commitment is necessary to the success of the change effort

2. Create and follow a departmental plan to increase commitment of all players

3. Continually encourage and enable employee involvement

4. Continually communicate the goals of the change process

5. Turn covert resistance to overt resistance and then to commitment

6. WALK THE TALK!

Setting a Performing Mindset

High and Fresh

Performing

Mindset

Seven Elements of a

High Performing

Mindset!

1. Desire

The motivation to

succeed comes from

burning desire to achieve

a purpose. Napoleon Hill

wrote, "Whatever the

mind of man can

conceive and believe, the

mind can achieve.”

Desire Cont’d

A burning desire is the starting

point of all accomplishment. Just

like a small fire cannot give much

heat, a weak desire cannot

produce great results.

2. Commitment

Integrity and wisdom are the two pillars on which to build and keep commitments.

3. Responsibility

People with

character accept

responsibilities.

They make

decisions and

determine their

own destiny in life.

Accepting responsibilities involves taking risks and being accountable which is sometimes uncomfortable!

Most people would rather

slay in their comfort zone

and live passive lives

without accepting

responsibilities. They drill

through life waiting for

things to happen rather

than making them

happen. Doing it Terry's

way.asf

Responsible people don't

think that the world owes them a living.

They work their way Up!

4. Hard Work

Excellence is not something that

you run into by accident. It takes

a lot of preparation and

character.

Everyone likes to win but

how many are willing to

put in the effort and time

to prepare to win? It

takes sacrifice, self-

discipline and a right

mindset.

5. Positive Believing

Positive believing is a lot

more than positive thinking.

It is having a reason to believe

that positive thinking will

work.

Positive believing is an attitude

of confidence that comes with

preparation. Having a positive

attitude without making the

effort is nothing more than

having a wishful dream.

Persistence means commitment

and determination. It is a

commitment to finish

what you start.

6. The Power of

Persistence

When we are exhausted,

quitting, looks good. But

winners endure. Ask a

winning athlete. He

endures pain and finishes

what he started. Lots of

failures have begun well

but have not concluded

anything.

Persistence comes from

purpose. Life without

purpose is drifting.

A person who has no

purpose will never

persevere and will never

be fulfilled.

7. Pride of Performance

Excellence comes when the

performer takes pride in

doing his best.

Pride of performance does not represent ego.

It represents pleasure with humility.

The quality of the work and the worker are

inseparable. Half-hearted effort does not

produce half results; it produces no results.

Every job is a self-portrait of the

person who does it, regardless of

what the job is, whether washing

cars, sweeping the floor or painting a

house. Pride comes from within,

which is what gives the winning edge.

ARRIVING AT THE “PROMISED LAND”

Accomplishing the CHANGE we start requires;

Embrace the on-going reforms within your life!!

Team Work

Self – Sacrifice

Fearless

Endurance (Never Give Up!)

Self – Confidence and

Taking the right decisions when necessary!

“Men and Women of Honour move with Confidence”

Way Forward

THANK YOU FOR YOUR VALUABLE

ATTENTION