Top 20+ change management mistake to avoid

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Top 20+ change management mistake to avoid

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Top 20+ change management mistake to avoid

Mistake - #1 - Starting too late:

Mistake - #1 - Starting too late Pressure to act quickly undermines values and culture Leaders take drastic steps quickly with no time to explore alternatives Values about participation, involvement, or concern for people disappear Cynicism grows 19 November 2013 www.torbenrick.eu 2

Mistake - #2 - No winning strategy:

Mistake - #2 - No winning strategy The best change program in the world won’t do any good if your organisation doesn’t have a strategy for getting where it wants to go 19 November 2013 www.torbenrick.eu 3

Mistake - #3 - Fanfare:

Mistake - #3 - F anfare All too often organizations announce big changes and new programs with big events and fanfare, but then very little actually happens The initial energy and enthusiasm fades, specific changes are never identified let alone implemented, results aren’t realized, managers don’t adjust, or maybe something even better comes along leading to a new “launch” with new fanfare 19 November 2013 www.torbenrick.eu 4

Mistake - #4 - Employees hear it from the media first:

Mistake - #4 - E mployees hear it from the media first Journalists dig for information, and items can run in the media before employees hear about them Middle managers look dumb and uninformed Employees feel insulted and left out 19 November 2013 www.torbenrick.eu 5

Mistake - #5 - Failure to make a compelling and urgent case for change:

Mistake - #5 - Failure to make a compelling and urgent case for change Failure to create a strong sense of urgency causes a change movement to lose momentum before it gets a chance to start Establishing a true sense of urgency without creating an emergency is the first objective achieved to overcome the routine of daily business 19 November 2013 www.torbenrick.eu 6

Mistake - #6 - Only focusing on the rational elements:

Mistake - #6 - Only focusing on the rational  elements Organizational change will be extremely difficult in most cases if managers rely only on making a case to the rational, analytical, problem-solving side of the brain Instead, they must also make an emotional case for change and align the rational and emotional elements of the appeal Before you can get buy-in, people need to feel the problem 19 November 2013 www.torbenrick.eu 7

Mistake - #7 - Not dealing proactively with resistance:

Mistake - #7 - Not dealing proactively with resistance Managing resistance to change is challenging and it’s not possible to be aware of all sources of resistance to change Expecting that there will be resistance to change and being prepared to manage it is a proactive step It’s far better to anticipate objections than to spend your time putting out fires, and knowing how to overcome resistance to change is a vital part of any change management plan 19 November 2013 www.torbenrick.eu 8

Mistake - #7 - Not dealing proactively with resistance:

Mistake - #7 - Not dealing proactively with resistance 19 November 2013 www.torbenrick.eu 9

Mistake - #8 - everyone’s reaction will be even remotely like yours:

Mistake - #8 - everyone’s reaction will be even remotely like yours One of the biggest mistakes you can make in initiating major company changes is to expect that everyone’s reaction will be even remotely like yours. Regardless of the catalyst for the change, it will be your employees who determine whether it successfully achieves its desired outcome . Organizations don’t change . People do – or they don’t. 19 November 2013 www.torbenrick.eu 10

Mistake - #9 - Lack of communication:

Mistake - #9 - Lack of communication Change management communications need to be targeted to each segment of the workforce, and delivered in a two-way fashion that allows people to make sense of the change subjectively 19 November 2013 www.torbenrick.eu 11

Mistake - #10 - Not enough leadership:

Mistake - #10 - Not enough leadership To many leaders focus too much on management and too little on leadership 19 November 2013 www.torbenrick.eu 12

Mistake - #11 - Ignoring current corporate culture:

Mistake - # 11 - Ignoring current corporate culture All change in organisations is challenging, but perhaps the most daunting is changing culture When people in an organization realize and recognize that their current organisational culture needs to transform to support the organisation’s success and progress, change can occur. 19 November 2013 www.torbenrick.eu 13

Mistake - #11 - Ignoring current corporate culture:

Mistake - # 11 - Ignoring current corporate culture Do not under-estimate the status quo culture What are the values of the current culture and will they need to change to ensure success ? Culture eats strategy for breakfast, lunch and dinner 19 November 2013 www.torbenrick.eu 14

Mistake - #12- Failure to understand and shape the informal organization:

Mistake - # 12- Failure to understand and shape the informal organization Organizations usually have networks and coalitions of people that are not visible on the formal organization chart. These networks and coalitions help shape opinion They can either accelerate or retard change. Ignoring or circumventing these groups can result in actual resistance 19 November 2013 www.torbenrick.eu 15

Mistake - #13 - Not involving the employees:

Mistake - # 13 - Not involving the employees Leaders must actively involve the people most affected by the change in its implementation This will help ensure employees at all levels of the organization embrace the proposed changes 19 November 2013 www.torbenrick.eu 16

Mistake - #14 - Over-reliance on structure and systems to change behavior:

Mistake - # 14 - Over-reliance on structure and systems to change behavior Structural and systems changes help create a new context and orientation. And they have the surface appeal of being visible and fast But people do not become different just because you put them in a new context Structures and systems, by themselves, don’t change people’s behavior or give them new skills 19 November 2013 www.torbenrick.eu 17

Mistake - #15 - Failure to distinguish between decision-driven and behavior dependent change:

Mistake - # 15 - Failure to distinguish between decision-driven and behavior dependent change Getting people to change their behavior requires a different mindset and a different set of leadership skills than making decisions about strategy 19 November 2013 www.torbenrick.eu 18

Mistake - #16 - Lack of skills and resources:

Mistake - # 16 - Lack of skills and resources Change does not happen through goals and exhortation alone. Like any business operation, It also calls for the right skills and resources Organizations often simply fail to commit the necessary time, people, and resources to making change work Paradoxically, successful behavior change often demands the very skills the change Is trying to create 19 November 2013 www.torbenrick.eu 19

Mistake - #17 - Focusing only on the long term:

Mistake - # 17 - Focusing only on the long term Large-scale organizational change is a long process Break down your vision into smaller short-term goals, and communicate short-term successes at each opportunity 19 November 2013 www.torbenrick.eu 20

Mistake - #18 - Failing to plan small successive successes:

Mistake - # 18 - Failing to plan small successive successes An important part of sticking to the vision is to create opportunities to achieve smaller goals along the way These small successes will not only work directly toward achieving the desired change, but will create positive feelings of accomplishment and the drive to pursue the next goal 19 November 2013 www.torbenrick.eu 21

Mistake - #19 - Using the wrong indicators to measure progress:

Mistake - # 19 - Using the wrong indicators to measure progress When a major change effort gets under way, executives often are scared off by the symptoms of their success Don’t panic if you see problems vis-à-vis morale, job stress, loyalty, the trust level or job satisfaction It could be proof that you’re doing precisely the right things 19 November 2013 www.torbenrick.eu 22

Mistake - #20 - Assuming that change is complete once initial goals are achieved:

Mistake - #20 - Assuming that change is complete once initial goals are achieved If you declare victory too soon, the focus will be taken away from your efforts, and all traces of your hard work could soon disappear Successful companies consistently re-evaluate their change efforts to determine where other areas can be improved, such as employee development and retention, new projects and new systems and structures 19 November 2013 www.torbenrick.eu 23

Mistake - #21 - Excessively open-ended process:

Mistake - # 21 - Excessively open-ended process Achieving fundamental change in an organization is at least a 2 to 3 year process But organizations often run out of energy or lose focus after 9 to 15 months 19 November 2013 www.torbenrick.eu 24

Good luck:

Good luck © Torben Rick http://www.torbenrick.eu Blog http://www.torbenrick.eu/blog /

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