Peter F. Gallagher's Blog, page 2
March 13, 2022
Employee Change Adoption - Aligning Processes, Systems and Leadership
Organisational alignment of the employees, its processes and systems, directed by the leadership are critical for change adoption
Employee change adoption is fundamental to successful organisational change. It is about facilitating and enabling the smooth transition of the organisation and employees from the current state ‘a’ to the future improved state ‘B’. Without full employee adoption of the new technology or new way of working, the organisation is unlikely to improve operating performance, achieve the targeted benefits or return on investment (ROI). The organisation’s investment will be lost, as will customers who expect continually improving products and services.
Organisational alignment is critical and can be defined as the extent to which employees, processes and systems are coordinated and focused on a common vision. The leadership team and every employee can then effectively pursue the organisation’s strategic objectives. Alignment is the key to any successful organisation during normal day-to-day operations. It is also extremely important when implementing change, especially when there is a focus on either employee change adoption or behaviour change.
Organisational change alignment starts with a compelling change vision that inspires employees and gives them purpose. It is supported by the organisation’s strategy, values and beliefs. The development of this vision relies on effective and proactive change leadership and as the change vision is articulated by the leaders, then organisational change implementation can commence. Successful change requires the alignment of employees, processes and systems, directed by the leadership (EPSL) and supported by the change team. The key elements that need to be aligned are:
Ø Employees: Individuals hired by an employer to perform a specific role that adds value to the organisation.
Ø Processes: A system of activities by which a business creates a specific result for its customers. These are the foundation of how the organisation operates.
Ø Systems: A set of interconnected devices that provide outputs. They execute and control the internal processes and procedures that deliver the organisation’s products or services.
Ø Leadership: Individuals leading the organisation who are collectively responsible for strategy execution and its inherent change programmes.
These four elements will be needed to transition the organisation from the current ‘a’ state at the start of the change through to the future ‘B’ state. Change implementation will be successful when the employees adopt the change and when the organisation can sustain and close the change programme. Some of the practical benefits of achieving organisation change alignment are:
Ø Increased speed of change implementation.
Ø Improved employee engagement and higher adoption rates.
Ø More effective use of organisational resources.
Ø Increased leadership credibility and respect.
Ø Increased customer satisfaction through higher quality products and services.
"An organisation is built on the three pillars of employees, processes and systems. Change adoption requires leadership focus on all three"
This blog is based on: Change Management Adoption – Leadership of Change® Volume 5 https://www.peterfgallagher.com/vol-5...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Adoption: Leadership of Change® Volume 5
Employee change adoption is fundamental to successful organisational change. It is about facilitating and enabling the smooth transition of the organisation and employees from the current state ‘a’ to the future improved state ‘B’. Without full employee adoption of the new technology or new way of working, the organisation is unlikely to improve operating performance, achieve the targeted benefits or return on investment (ROI). The organisation’s investment will be lost, as will customers who expect continually improving products and services.
Organisational alignment is critical and can be defined as the extent to which employees, processes and systems are coordinated and focused on a common vision. The leadership team and every employee can then effectively pursue the organisation’s strategic objectives. Alignment is the key to any successful organisation during normal day-to-day operations. It is also extremely important when implementing change, especially when there is a focus on either employee change adoption or behaviour change.
Organisational change alignment starts with a compelling change vision that inspires employees and gives them purpose. It is supported by the organisation’s strategy, values and beliefs. The development of this vision relies on effective and proactive change leadership and as the change vision is articulated by the leaders, then organisational change implementation can commence. Successful change requires the alignment of employees, processes and systems, directed by the leadership (EPSL) and supported by the change team. The key elements that need to be aligned are:
Ø Employees: Individuals hired by an employer to perform a specific role that adds value to the organisation.
Ø Processes: A system of activities by which a business creates a specific result for its customers. These are the foundation of how the organisation operates.
Ø Systems: A set of interconnected devices that provide outputs. They execute and control the internal processes and procedures that deliver the organisation’s products or services.
Ø Leadership: Individuals leading the organisation who are collectively responsible for strategy execution and its inherent change programmes.
These four elements will be needed to transition the organisation from the current ‘a’ state at the start of the change through to the future ‘B’ state. Change implementation will be successful when the employees adopt the change and when the organisation can sustain and close the change programme. Some of the practical benefits of achieving organisation change alignment are:
Ø Increased speed of change implementation.
Ø Improved employee engagement and higher adoption rates.
Ø More effective use of organisational resources.
Ø Increased leadership credibility and respect.
Ø Increased customer satisfaction through higher quality products and services.
"An organisation is built on the three pillars of employees, processes and systems. Change adoption requires leadership focus on all three"
This blog is based on: Change Management Adoption – Leadership of Change® Volume 5 https://www.peterfgallagher.com/vol-5...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Adoption: Leadership of Change® Volume 5
March 7, 2022
Change Management Gamification Pentalogy Offering Coming in 2022
Leadership - Adoption - Behaviour - Sponsorship - Leadership Teams
During 2022 we will start to roll out our full pentalogy of change management gamification offerings to both clients and the public. We use gamification to support learning of the Leadership of Change® skills and knowledge so your leadership teams and employees can learn, test and prepare for your organisational change. Change management gamification is an interactive and dynamic way for employees to learn change management skills and knowledge using game characteristics. Using gamification to learn change management is much more effective than learning from static PowerPoint slides. Change management knowledge is information acquired through sensory input, such as reading, watching, listening, etc. Change management skills refers to the ability to apply change management knowledge during change implementation. The pentalogy offerings are:
Change Management Gamification Leadership - Volume A
Focus: Change Leadership - learning ten key steps that support organisational change implementation, structured on the a2B Change Management Framework (a2BCMF®).
Change Management Gamification Adoption - Volume B
Focus: Employee Change Adoption - learning the five critical tasks (Awareness, Understanding, Involvement, Learning, and Motivation) that all change professionals should follow to support their organisation's change management implementation with a focus on employee adoption, structured on the AUILM® Employee Change Adoption Model.
Change Management Gamification Behaviour - Volume C
Focus: Employee Behaviour Change - learning the five critical tasks (Recognise, Redesign, Resolve, Replicate and Reinforce) that all change professionals should follow to support their organisation's change management implementation with a focus on employee behaviour change, structured on the a2B5R® Employee Behaviour Change Model.
Change Management Gamification Sponsorship - Volume D
Focus: Change Sponsorship - learning the three critical sponsorship responsibilities to successfully implement change; Say - communicating the change, Support - providing resources and Sustain - embedding the change, structured on the a2B3S® Change Sponsorship Model.
Change Management Gamification Leadership Teams - Volume E
Focus: Change Leadership Teams - learning the three critical leadership responsibilities to successfully implement organisation change as a leadership team: Articulate the vision, Model the new way and Intervene to ensure sustainable change, structured on the AMI® Change Leadership Model.
Change Waits for No Leader
More on Change Management Gamification: https://www.peterfgallagher.com/chang...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
During 2022 we will start to roll out our full pentalogy of change management gamification offerings to both clients and the public. We use gamification to support learning of the Leadership of Change® skills and knowledge so your leadership teams and employees can learn, test and prepare for your organisational change. Change management gamification is an interactive and dynamic way for employees to learn change management skills and knowledge using game characteristics. Using gamification to learn change management is much more effective than learning from static PowerPoint slides. Change management knowledge is information acquired through sensory input, such as reading, watching, listening, etc. Change management skills refers to the ability to apply change management knowledge during change implementation. The pentalogy offerings are:
Change Management Gamification Leadership - Volume A
Focus: Change Leadership - learning ten key steps that support organisational change implementation, structured on the a2B Change Management Framework (a2BCMF®).
Change Management Gamification Adoption - Volume B
Focus: Employee Change Adoption - learning the five critical tasks (Awareness, Understanding, Involvement, Learning, and Motivation) that all change professionals should follow to support their organisation's change management implementation with a focus on employee adoption, structured on the AUILM® Employee Change Adoption Model.
Change Management Gamification Behaviour - Volume C
Focus: Employee Behaviour Change - learning the five critical tasks (Recognise, Redesign, Resolve, Replicate and Reinforce) that all change professionals should follow to support their organisation's change management implementation with a focus on employee behaviour change, structured on the a2B5R® Employee Behaviour Change Model.
Change Management Gamification Sponsorship - Volume D
Focus: Change Sponsorship - learning the three critical sponsorship responsibilities to successfully implement change; Say - communicating the change, Support - providing resources and Sustain - embedding the change, structured on the a2B3S® Change Sponsorship Model.
Change Management Gamification Leadership Teams - Volume E
Focus: Change Leadership Teams - learning the three critical leadership responsibilities to successfully implement organisation change as a leadership team: Articulate the vision, Model the new way and Intervene to ensure sustainable change, structured on the AMI® Change Leadership Model.
Change Waits for No Leader
More on Change Management Gamification: https://www.peterfgallagher.com/chang...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
February 28, 2022
Change Leadership: Traits to Model the New Way
"Modelling the new way is the one key task leaders of change do not need props for, nor should they delegate this to others"
Mahatma Gandhi said, “Be the change that you wish to see in the world.” This is also very true in organisational change. Leaders need to model the new way, especially the new skills and behaviours. Just as a model can inspire us to dress or look a certain way, a leader of change can inspire their employees to imitate their good behaviour. The leaders of the organisation have to be someone the employees look up to and want to emulate during change implementation. Employees will listen to what leaders say and do. They will always be looking for alignment or gaps. If there is alignment, employees will gravitate towards the leader and copy their behaviour.
Modelling the new way is one of the key tasks leaders of change do not need props for, nor can they delegate this task to others. There are three key traits required for modelling the new way:
Change Leadership Capability
Lead with Integrity
Benevolence
Change Leadership Capability: The skills required for leading day-to-day operations are very different to leading change. Organisations invest huge amounts of capital on a change, transformation or improvement initiative and then ask their leaders to lead the implementation without providing any change capability. Change Leadership Capability includes:
Change Leadership Alignment: The change leadership alignment process is fundamental for leaders to model the new way. This process creates the leader’s change vision, aligns them on their strategic objectives and develops a high performing team, as well as change skills and knowledge.
Change Knowledge: Change management knowledge is information acquired through sensory input, such as reading, watching, listening, etc.
Change Skills: Change management skills refers to the ability to apply change management knowledge during change implementation. It is best to practice the application of any newfound skills, and change management is no different.
Lead with Integrity: One of the most important characteristics of any leader is integrity. This becomes even more critical when leading change. As a leader of change, you are leading the organisation and its employees on a change journey. The Leadership of Change® requires integrity and honesty, and the leader should have both morals and credibility. Leading with integrity includes:
Honesty:Leader honesty is one of the key pillars of positive employee relationships and successful change. Organisational change often means making changes that can be described as unpleasant, at the very least.
Moral Leadership: There is much research to indicate that organisational leaders who value morality outperform their unethical peers. While most employees believe moral leadership delivers better business results and more successful change, few believe that leaders demonstrate these qualities consistently.
Credibility: Credibility is about trust, respect and being believable, and this is especially important for leaders of change. Credibility is evident when the employees believe what their leaders say and do.
Benevolence: Benevolent leaders are committed to making their organisation better and this trait complements change leadership. They are approachable and accessible but are neither wimps nor pushovers. Benevolent leaders are servant leaders, they put the needs of their employees first. Benevolence includes:
Empathy: Empathy is the ability to share an employee’s feelings or experiences by imagining what it would be like to be in that employee’s shoes. The change leader’s ability to sense an employee’s emotions about their new workload, new skills and behaviours and how the change is impacting them personally will make a big difference in how the employee embraces the change.
Humility:Humility is the quality of recognising that you do not have all the solutions, you are not perfect. Socrates argued that humility is the greatest of all virtues.
Respectful Leadership: Respect is about showing admiration for an employee, appreciation for their role and contribution within the organisation. No matter what role an employee does within an organisation, they all want respect for what they do.
This is an extract from: https://www.peterfgallagher.com/vol-4...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Leadership: Leadership of Change® Volume 4
Mahatma Gandhi said, “Be the change that you wish to see in the world.” This is also very true in organisational change. Leaders need to model the new way, especially the new skills and behaviours. Just as a model can inspire us to dress or look a certain way, a leader of change can inspire their employees to imitate their good behaviour. The leaders of the organisation have to be someone the employees look up to and want to emulate during change implementation. Employees will listen to what leaders say and do. They will always be looking for alignment or gaps. If there is alignment, employees will gravitate towards the leader and copy their behaviour.
Modelling the new way is one of the key tasks leaders of change do not need props for, nor can they delegate this task to others. There are three key traits required for modelling the new way:
Change Leadership Capability
Lead with Integrity
Benevolence
Change Leadership Capability: The skills required for leading day-to-day operations are very different to leading change. Organisations invest huge amounts of capital on a change, transformation or improvement initiative and then ask their leaders to lead the implementation without providing any change capability. Change Leadership Capability includes:
Change Leadership Alignment: The change leadership alignment process is fundamental for leaders to model the new way. This process creates the leader’s change vision, aligns them on their strategic objectives and develops a high performing team, as well as change skills and knowledge.
Change Knowledge: Change management knowledge is information acquired through sensory input, such as reading, watching, listening, etc.
Change Skills: Change management skills refers to the ability to apply change management knowledge during change implementation. It is best to practice the application of any newfound skills, and change management is no different.
Lead with Integrity: One of the most important characteristics of any leader is integrity. This becomes even more critical when leading change. As a leader of change, you are leading the organisation and its employees on a change journey. The Leadership of Change® requires integrity and honesty, and the leader should have both morals and credibility. Leading with integrity includes:
Honesty:Leader honesty is one of the key pillars of positive employee relationships and successful change. Organisational change often means making changes that can be described as unpleasant, at the very least.
Moral Leadership: There is much research to indicate that organisational leaders who value morality outperform their unethical peers. While most employees believe moral leadership delivers better business results and more successful change, few believe that leaders demonstrate these qualities consistently.
Credibility: Credibility is about trust, respect and being believable, and this is especially important for leaders of change. Credibility is evident when the employees believe what their leaders say and do.
Benevolence: Benevolent leaders are committed to making their organisation better and this trait complements change leadership. They are approachable and accessible but are neither wimps nor pushovers. Benevolent leaders are servant leaders, they put the needs of their employees first. Benevolence includes:
Empathy: Empathy is the ability to share an employee’s feelings or experiences by imagining what it would be like to be in that employee’s shoes. The change leader’s ability to sense an employee’s emotions about their new workload, new skills and behaviours and how the change is impacting them personally will make a big difference in how the employee embraces the change.
Humility:Humility is the quality of recognising that you do not have all the solutions, you are not perfect. Socrates argued that humility is the greatest of all virtues.
Respectful Leadership: Respect is about showing admiration for an employee, appreciation for their role and contribution within the organisation. No matter what role an employee does within an organisation, they all want respect for what they do.
This is an extract from: https://www.peterfgallagher.com/vol-4...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Leadership: Leadership of Change® Volume 4
February 21, 2022
'Resignation vs Re-emergence' ACMP East Coast Australia Webinar
Peter F Gallagher was speaking on this round table discussion supporting the ACMP East Coast Australia Chapter:
“ACMP East Coast Australia Webinar - Wednesday 16th Feb 2022 - 'Resignation vs Re-emergence' Round Table Discussion”
Want to Know More: https://acmpea.org.au/acmp-invite-16feb/
We have collaborated with Peter F Gallagher previously and are pleased to have him join us again presenting at out "Resignation vs Re-emergence" event on the 16 February. Please view more details here about this exciting round table discussion.
About the Webinar:
The pressure to change has been building across organisations well before the impact of the global COVID-19 pandemic. Today we face a world of heightened connectivity, lower transactional costs, unprecedented advances in automation, and an increasing use of artificial intelligence and data analytics to drive performance and decision-making.
Results indicate that business disruption is in fact increasing, automation is undercutting mechanistic thinking, and the barriers to enter markets are evaporating. The workforce has very different career aspirations, expecting and demanding greater learning and career opportunities.
But whilst technology is converging, our organisations and job design remain ‘unconverged’ and 85% of people are still disengaged at work. Covid got people out of the building long enough for many to take stock of what was important to them now and to start ‘re-imagining’ what work needs to look like for them in the future.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Handbook: The Leadership of Change Volume 3
“ACMP East Coast Australia Webinar - Wednesday 16th Feb 2022 - 'Resignation vs Re-emergence' Round Table Discussion”
Want to Know More: https://acmpea.org.au/acmp-invite-16feb/
We have collaborated with Peter F Gallagher previously and are pleased to have him join us again presenting at out "Resignation vs Re-emergence" event on the 16 February. Please view more details here about this exciting round table discussion.
About the Webinar:
The pressure to change has been building across organisations well before the impact of the global COVID-19 pandemic. Today we face a world of heightened connectivity, lower transactional costs, unprecedented advances in automation, and an increasing use of artificial intelligence and data analytics to drive performance and decision-making.
Results indicate that business disruption is in fact increasing, automation is undercutting mechanistic thinking, and the barriers to enter markets are evaporating. The workforce has very different career aspirations, expecting and demanding greater learning and career opportunities.
But whilst technology is converging, our organisations and job design remain ‘unconverged’ and 85% of people are still disengaged at work. Covid got people out of the building long enough for many to take stock of what was important to them now and to start ‘re-imagining’ what work needs to look like for them in the future.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Handbook: The Leadership of Change Volume 3
February 9, 2022
Cascading Change Communication Throughout the Organisation
Effective communication is at the heart of successful business change, creating awareness and understanding about the change. Even in normal day-to-day operations many business problems encompass communication failure, equally communication failure causes business problems. All too often organisational leaders and the change team do not give enough consideration towards the need for communication. Change programmes focus on the human side of change within the business and must incorporate a clear, focused and repetitive approach to communication, which is strongly linked to their engagement with stakeholders. It is important that the communication is proactive and consistent to reinforce the key change messages and vision with a feedback loop.
A multi-level fountain is a great metaphor to show how change should cascade down through the organisation. This concept is equally important when communicating the change. The water flows from the top, soaking each layer of the organisation until it reaches the pool at the bottom and then it is pumped back up to the top as part of a continuous loop. The water is the change business case, vision, expectations, responsibilities and business benefits.
Top Down: The cascade approach should start top down from the CEO and sponsor, be passed to and from the executive team to the department managers and finally to all other employees. Like the water in the fountain, no level should be missed or bypassed.
Between Departments: Horizontal and diagonal communication flow is also important to ensure departments are aware of what each other are doing. Benefits include collaboration, coordination, problem solving and resource sharing.
Feedback Loop: In the fountain, the water must be returned to the top to ensure a continuous flow. Similarly, the organisation needs feedback from the employees in the organisation. The feedback loop should provide insights into what is/is not working and what needs to be adjusted.
No Vacuums: Vacuums will always exist when change is being cascaded. There may be resistance where some employees have other priorities, do not understand the change or do not agree with it. The vacuum should be quickly filled, and any resistance should be addressed.
“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”
Blog Source: https://www.peterfgallagher.com/singl...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Handbook: The Leadership of Change Volume 3
A multi-level fountain is a great metaphor to show how change should cascade down through the organisation. This concept is equally important when communicating the change. The water flows from the top, soaking each layer of the organisation until it reaches the pool at the bottom and then it is pumped back up to the top as part of a continuous loop. The water is the change business case, vision, expectations, responsibilities and business benefits.
Top Down: The cascade approach should start top down from the CEO and sponsor, be passed to and from the executive team to the department managers and finally to all other employees. Like the water in the fountain, no level should be missed or bypassed.
Between Departments: Horizontal and diagonal communication flow is also important to ensure departments are aware of what each other are doing. Benefits include collaboration, coordination, problem solving and resource sharing.
Feedback Loop: In the fountain, the water must be returned to the top to ensure a continuous flow. Similarly, the organisation needs feedback from the employees in the organisation. The feedback loop should provide insights into what is/is not working and what needs to be adjusted.
No Vacuums: Vacuums will always exist when change is being cascaded. There may be resistance where some employees have other priorities, do not understand the change or do not agree with it. The vacuum should be quickly filled, and any resistance should be addressed.
“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”
Blog Source: https://www.peterfgallagher.com/singl...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Handbook: The Leadership of Change Volume 3
February 2, 2022
Change Leadership Alignment - Leadership Teams Question Set
The question set all leadership teams should be able to answer:
Do you understand the organisation's change history?
Do you have a change vision? Are you aligned on your strategic objectives?
Are you a high performing team?
Does your team have change leadership skills to lead the change or improvement that your organisation is facing?
Leadership team alignment is fundamental to the health of an organisation and critical when implementing strategic change. We often find an organisation’s priorities are ranked very differently by each individual leadership team member. In addition to this, each leader on the same team has something even more important than the ranked priorities of the organisation, they have their own goals and egos. Unless the leadership are aligned, they are a high performing team and have change leadership skills to navigate their change, then no change model or tool, no number of competent resources or external consultants will deliver change successfully.
What is Change Leadership Alignment?
Change leadership alignment ensures that the organisational leaders are an aligned leadership team before they start their organisation's change implementation. This means they understand the organisation's change history, they have the same change vision, they are aligned on their strategic objectives, they are a high performing team, and they have the change leadership skills to lead the change, transformation, or improvement that their organisation is facing.
Why is Change Leadership Alignment important?
Change leadership alignment is important because the skills required for leading day-to-day operations are very different to change leadership. Without aligning and preparing the leadership for their change journey, it is highly doubtful they will successfully implement organisational change to ensure a return on investment, achieve full employee change adoption, and sustainable change.
What are the key steps of Change Leadership Alignment?
Change leadership alignment has five key steps:
1. An assessment of previous change history to establish what went well and what needs to improve.
2. 1:1 Interviews with the leadership team to establish barriers and enablers to change success.
3. A strategic alignment exercise to ensure the leaders are aligned on the organisation's change priorities.
4. Develop a high performing team so the leaders can deliver the change together.
5. Develop Leadership of Change® capability, the knowledge, and skills to lead employees through the change.
When does Change Leadership Alignment start?
Change leadership alignment starts on day zero of any organisation's change journey. Unless the leadership team are aligned and committed, the change is unlikely to provide the targeted return on investment (ROI).
“Change waits for no leader”
Blog Sources: https://www.peterfgallagher.com/singl...
Book Details: https://amzn.to/3IRwjea
Peter consults, speaks, and writes on the Leadership of Change®.
For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Do you understand the organisation's change history?
Do you have a change vision? Are you aligned on your strategic objectives?
Are you a high performing team?
Does your team have change leadership skills to lead the change or improvement that your organisation is facing?
Leadership team alignment is fundamental to the health of an organisation and critical when implementing strategic change. We often find an organisation’s priorities are ranked very differently by each individual leadership team member. In addition to this, each leader on the same team has something even more important than the ranked priorities of the organisation, they have their own goals and egos. Unless the leadership are aligned, they are a high performing team and have change leadership skills to navigate their change, then no change model or tool, no number of competent resources or external consultants will deliver change successfully.
What is Change Leadership Alignment?
Change leadership alignment ensures that the organisational leaders are an aligned leadership team before they start their organisation's change implementation. This means they understand the organisation's change history, they have the same change vision, they are aligned on their strategic objectives, they are a high performing team, and they have the change leadership skills to lead the change, transformation, or improvement that their organisation is facing.
Why is Change Leadership Alignment important?
Change leadership alignment is important because the skills required for leading day-to-day operations are very different to change leadership. Without aligning and preparing the leadership for their change journey, it is highly doubtful they will successfully implement organisational change to ensure a return on investment, achieve full employee change adoption, and sustainable change.
What are the key steps of Change Leadership Alignment?
Change leadership alignment has five key steps:
1. An assessment of previous change history to establish what went well and what needs to improve.
2. 1:1 Interviews with the leadership team to establish barriers and enablers to change success.
3. A strategic alignment exercise to ensure the leaders are aligned on the organisation's change priorities.
4. Develop a high performing team so the leaders can deliver the change together.
5. Develop Leadership of Change® capability, the knowledge, and skills to lead employees through the change.
When does Change Leadership Alignment start?
Change leadership alignment starts on day zero of any organisation's change journey. Unless the leadership team are aligned and committed, the change is unlikely to provide the targeted return on investment (ROI).
“Change waits for no leader”
Blog Sources: https://www.peterfgallagher.com/singl...
Book Details: https://amzn.to/3IRwjea
Peter consults, speaks, and writes on the Leadership of Change®.
For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
January 30, 2022
Change Management Leadership Responsibility 3
Including the 3 sub responsibilities
Responsibility 3: Intervene to Ensure Sustainable Change
The final responsibility for the leadership team in fully implementing their organisation’s change is ‘Intervene to ensure sustainable change’. Now that the leader’s change vision has been implemented, this is about making it sustainable and normal day-to-day operations. It is important that the leadership team are effectively and proactively intervening to reinforce the change.
“Without Intervention from leaders, the change will not be adopted or sustained”
Sub responsibility 3.1: Intervene to Ensure Adoption
No matter how well the change has been implemented into the organisation, it is unlikely that everyone will adopt the change right away. Full change adoption success will require intervention from leaders to ensure sustainable change. This task cannot be done by just the change team and the sponsor. The leader must also do this as part of their daily tasks.
“The only thing necessary for the change adoption to fail are leaders and managers who do not intervene to reinforce change”
Sub responsibility 3.2: Link Performance Measures
Most of the change programme activities will have been completed by this stage. The organisation will have invested a large amount of financial capital, resources and effort on this critical strategic change programme. Most of the programme budget will have been spent and it is now time to focus on benefits realisation, linking the benefits to organisational reporting and every employee’s objective.
“Change and benefits sustainment must be linked to the organisation’s and employee’s performance metrics”
Sub responsibility 3.3: Embed as Normal Operations
By this point in the change programme nearly all the leadership change responsibilities will have been completed. There are only three activities remaining, but they cannot be glossed over, or all of the previous hard work will be wasted. The first and most important sub activity is to transfer ownership of the project from the change team to operations or the new owner. For this to be effective, it must be a structured and formally recorded process.
“The change must be quickly embedded as normal day-to-day operations delivering the intended return on investment”
Blog Sources: https://www.peterfgallagher.com/singl...
Book Details: https://amzn.to/3IRwjea
Peter consults, speaks, and writes on the Leadership of Change®.
For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Responsibility 3: Intervene to Ensure Sustainable Change
The final responsibility for the leadership team in fully implementing their organisation’s change is ‘Intervene to ensure sustainable change’. Now that the leader’s change vision has been implemented, this is about making it sustainable and normal day-to-day operations. It is important that the leadership team are effectively and proactively intervening to reinforce the change.
“Without Intervention from leaders, the change will not be adopted or sustained”
Sub responsibility 3.1: Intervene to Ensure Adoption
No matter how well the change has been implemented into the organisation, it is unlikely that everyone will adopt the change right away. Full change adoption success will require intervention from leaders to ensure sustainable change. This task cannot be done by just the change team and the sponsor. The leader must also do this as part of their daily tasks.
“The only thing necessary for the change adoption to fail are leaders and managers who do not intervene to reinforce change”
Sub responsibility 3.2: Link Performance Measures
Most of the change programme activities will have been completed by this stage. The organisation will have invested a large amount of financial capital, resources and effort on this critical strategic change programme. Most of the programme budget will have been spent and it is now time to focus on benefits realisation, linking the benefits to organisational reporting and every employee’s objective.
“Change and benefits sustainment must be linked to the organisation’s and employee’s performance metrics”
Sub responsibility 3.3: Embed as Normal Operations
By this point in the change programme nearly all the leadership change responsibilities will have been completed. There are only three activities remaining, but they cannot be glossed over, or all of the previous hard work will be wasted. The first and most important sub activity is to transfer ownership of the project from the change team to operations or the new owner. For this to be effective, it must be a structured and formally recorded process.
“The change must be quickly embedded as normal day-to-day operations delivering the intended return on investment”
Blog Sources: https://www.peterfgallagher.com/singl...
Book Details: https://amzn.to/3IRwjea
Peter consults, speaks, and writes on the Leadership of Change®.
For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
January 14, 2022
Paperback Published January 2022 – Change Management Adoption - Volume 5
Change Management Adoption: Leadership of Change Volume 5
Released on Amazon January, 2022
Change Management Body of Knowledge (CMBoK) Volume 5
Change Management Adoption: Achieving Employee Change Adoption in a major organisation change or transformation has mixed success, and the return on investment (ROI) benefits are not always realised. For change adoption to be successful, the leaders, sponsor and change team should support employees through the change transition by providing Awareness, Understanding, Involvement, Learning, and Motivation (AUILM®) for the change.
"When focusing on employee change adoption, there are five key life cycle steps that all change professionals should follow to support their organisation’s change management implementation, structured on the AUILM® Employee Change Adoption Model”
About the Book: Organisations are operating in an environment of rapid change and transformation, where success is dependent on employees adopting the new technology or way of working to improve operating performance and achieve the targeted ROI. The fact that successful implementation of the change or transformation is critical to the future viability of the organisation is sometimes not enough.
The Leadership of Change® Volume 5 focuses on how to achieve employee change adoption in a major organisation change or transformation using the AUILM® Employee Change Adoption Model. The AUILM® Model outlines the five key life cycle steps the employee goes through in the change transition. The model helps change teams to understand how employees tend to react during change and then supports them through the change, so resistance is minimised, and adoption is maximised. For change adoption to be successful, employees should be supported through the change transition, being provided with Awareness, Understanding, Involvement, Learning, and Motivation so the organisation can achieve sustainable change and benefits realisation. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework® (a2BCMF®).
"Five critical tasks that all change professionals should follow to support their organisation's change management implementation with a focus on employee adoption, structured on the AUILM® Employee Change Adoption Model”
Blog Sources: https://www.peterfgallagher.com/singl...
Book Details: https://www.amazon.com/-/en/Mr-Peter-...
Peter consults, speaks, and writes on the Leadership of Change®.
For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag...
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Released on Amazon January, 2022
Change Management Body of Knowledge (CMBoK) Volume 5
Change Management Adoption: Achieving Employee Change Adoption in a major organisation change or transformation has mixed success, and the return on investment (ROI) benefits are not always realised. For change adoption to be successful, the leaders, sponsor and change team should support employees through the change transition by providing Awareness, Understanding, Involvement, Learning, and Motivation (AUILM®) for the change.
"When focusing on employee change adoption, there are five key life cycle steps that all change professionals should follow to support their organisation’s change management implementation, structured on the AUILM® Employee Change Adoption Model”
About the Book: Organisations are operating in an environment of rapid change and transformation, where success is dependent on employees adopting the new technology or way of working to improve operating performance and achieve the targeted ROI. The fact that successful implementation of the change or transformation is critical to the future viability of the organisation is sometimes not enough.
The Leadership of Change® Volume 5 focuses on how to achieve employee change adoption in a major organisation change or transformation using the AUILM® Employee Change Adoption Model. The AUILM® Model outlines the five key life cycle steps the employee goes through in the change transition. The model helps change teams to understand how employees tend to react during change and then supports them through the change, so resistance is minimised, and adoption is maximised. For change adoption to be successful, employees should be supported through the change transition, being provided with Awareness, Understanding, Involvement, Learning, and Motivation so the organisation can achieve sustainable change and benefits realisation. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework® (a2BCMF®).
"Five critical tasks that all change professionals should follow to support their organisation's change management implementation with a focus on employee adoption, structured on the AUILM® Employee Change Adoption Model”
Blog Sources: https://www.peterfgallagher.com/singl...
Book Details: https://www.amazon.com/-/en/Mr-Peter-...
Peter consults, speaks, and writes on the Leadership of Change®.
For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag...
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
January 5, 2022
ACMP UK Webinar - Wednesday 12th Jan 2022 - Three Key Topics on the Leadership of Change®
Peter uses the Leadership of Change® in his engagements with organisational leaders to prepare them for their change or transformation journey. In this webinar, he will speak on three associated topics:
1. Change Leadership Responsibilities
2. Change Leadership Alignment
3. Change Management Gamification
1. Change Leadership Responsibilities:
Effective and proactive change leadership is essential for successful organisational change. In this topic, Peter will outline the three critical leadership responsibilities to implement successful change: 1. Articulate the change vision, 2. Model the new way, and 3. Intervene to ensure sustainable change.
"Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change"
2. Change Alignment Leadership: The change question set all leaders should be able to answer: " Do you understand your organisation’s change history? Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?” In this topic, Peter will discuss some of the steps of his change leadership alignment process.
“The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR”
3. Change Management Gamification: Peter uses change management gamification to develop his client’s change management skills and knowledge in a workshop environment. In this topic, Peter will cover: “What is Change Management Gamification?” and “Why Use Gamification to Learn Change Management?”
"We use change management gamification so Leadership of Change® skills and knowledge, can be learnt, discussed, and tested before they are applied back in the workplace"
I first joined the ACMP in 2016 and passed the highly recognised Certified Change Management Professional™ (CCMP™) closed book exam and was one of the first 500 people globally to achieve the designation. I joined the board of the ACMP UK Chapter as Vice President in 2019, voted into the role by ACMP UK members and I held the position for two years, August 2019 to September 2021. It was a great pleasure to then be voted, by global ACMP members, onto the ACMP Global BoD in September 2021. I am very proud to be part of this great profession.
Eventbrite Details: https://bit.ly/3pRYvXU
Blog Source: https://www.peterfgallagher.com/singl...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Leadership: Leadership of Change® Volume 4
1. Change Leadership Responsibilities
2. Change Leadership Alignment
3. Change Management Gamification
1. Change Leadership Responsibilities:
Effective and proactive change leadership is essential for successful organisational change. In this topic, Peter will outline the three critical leadership responsibilities to implement successful change: 1. Articulate the change vision, 2. Model the new way, and 3. Intervene to ensure sustainable change.
"Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change"
2. Change Alignment Leadership: The change question set all leaders should be able to answer: " Do you understand your organisation’s change history? Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?” In this topic, Peter will discuss some of the steps of his change leadership alignment process.
“The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR”
3. Change Management Gamification: Peter uses change management gamification to develop his client’s change management skills and knowledge in a workshop environment. In this topic, Peter will cover: “What is Change Management Gamification?” and “Why Use Gamification to Learn Change Management?”
"We use change management gamification so Leadership of Change® skills and knowledge, can be learnt, discussed, and tested before they are applied back in the workplace"
I first joined the ACMP in 2016 and passed the highly recognised Certified Change Management Professional™ (CCMP™) closed book exam and was one of the first 500 people globally to achieve the designation. I joined the board of the ACMP UK Chapter as Vice President in 2019, voted into the role by ACMP UK members and I held the position for two years, August 2019 to September 2021. It was a great pleasure to then be voted, by global ACMP members, onto the ACMP Global BoD in September 2021. I am very proud to be part of this great profession.
Eventbrite Details: https://bit.ly/3pRYvXU
Blog Source: https://www.peterfgallagher.com/singl...
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Leadership: Leadership of Change® Volume 4
December 22, 2021
Free Change Management Glossary Access – Now More Than 200 Terms
Thank you to everyone who read my blogs in 2021 and especially for the engagements, sharing your insight and the likes.
Please feel free to access this comprehensive change management glossary that contains more than 200 terms providing clear and simple descriptions to boost your organisational change management knowledge.
***Happy holidays and best wishes for 2022***
Web link: https://www.peterfgallagher.com/chang...
Sample:
Change Fatigue: A general sense of apathy or passive resignation towards continual organisational changes by individuals, teams or leaders.
Change Freeze: The point at which scope changes to a programme are no longer permissible.
Change History Assessment© (CHA©): This can be used to assess and review the outcomes of earlier change programmes and initiatives. It provides organisational insights that may increase the likelihood of successful implementation through the analysis of lessons learned, mitigation of previous weaknesses and enhancement of future success.
Change Impact: How employees, processes, systems and the organisation are affected during the transition from the current ‘a’ state to the improved future ‘B’ state.
Change Initiative: The name given to an organisational change programme or improvement project.
Change Leadership: Is about being a proactive growth mindset employee who has the knowledge, skills and ability to successfully transition an organisation from the current state ‘a’ to the future ‘B’ state, ensuring adoption and benefits realisation. This transition involves planning the change, executing the change so that the organisation and its employees sustain the change or transformation. The change leader has three key responsibilities for the successful leadership of change, they are ‘Articulate’, ‘Model’ and ‘Intervene’.
Change Management: A field of management focused on organisational change which is the practice of applying a structured approach to transition an organisation from the current ‘a’ state to the improved future ‘B’ state to achieve change adoption and the expected benefits.
Change Management Definition: As per the Leadership of Change® - Change management is the process, techniques and tools to support organisations, leadership teams and employees going through a change transition from the current ‘a’ state to the improved future ‘B’ state. It minimises organisation disruption and maximises benefits.
Change Management Framework: See ‘a2B Change Management Framework’.
Change Management Gamification: Change management gamification is an interactive and dynamic way for employees to learn change management skills and knowledge using game characteristics. Gamification can be used by employees to learn, test and prepare for organisational change.
Change Management Handbook: A book containing instructions or advice about how to do something, or the most important and useful information about a subject. A reference book, in this case, practical change management implementation. This handbook contains the ten-step a2B Change Management
Change Management Pocket Guide: Typically, a small paperback that can be carried in the pocket which provides help on change management. The pocket guide contains the ten-step a2B Change Management Framework® (a2BCMF®) and is supported by over thirty concepts, models, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary.
Blog Source: https://www.peterfgallagher.com/singl...
More on the Leadership of Change® Resources
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Handbook: The Leadership of Change Volume 3
Please feel free to access this comprehensive change management glossary that contains more than 200 terms providing clear and simple descriptions to boost your organisational change management knowledge.
***Happy holidays and best wishes for 2022***
Web link: https://www.peterfgallagher.com/chang...
Sample:
Change Fatigue: A general sense of apathy or passive resignation towards continual organisational changes by individuals, teams or leaders.
Change Freeze: The point at which scope changes to a programme are no longer permissible.
Change History Assessment© (CHA©): This can be used to assess and review the outcomes of earlier change programmes and initiatives. It provides organisational insights that may increase the likelihood of successful implementation through the analysis of lessons learned, mitigation of previous weaknesses and enhancement of future success.
Change Impact: How employees, processes, systems and the organisation are affected during the transition from the current ‘a’ state to the improved future ‘B’ state.
Change Initiative: The name given to an organisational change programme or improvement project.
Change Leadership: Is about being a proactive growth mindset employee who has the knowledge, skills and ability to successfully transition an organisation from the current state ‘a’ to the future ‘B’ state, ensuring adoption and benefits realisation. This transition involves planning the change, executing the change so that the organisation and its employees sustain the change or transformation. The change leader has three key responsibilities for the successful leadership of change, they are ‘Articulate’, ‘Model’ and ‘Intervene’.
Change Management: A field of management focused on organisational change which is the practice of applying a structured approach to transition an organisation from the current ‘a’ state to the improved future ‘B’ state to achieve change adoption and the expected benefits.
Change Management Definition: As per the Leadership of Change® - Change management is the process, techniques and tools to support organisations, leadership teams and employees going through a change transition from the current ‘a’ state to the improved future ‘B’ state. It minimises organisation disruption and maximises benefits.
Change Management Framework: See ‘a2B Change Management Framework’.
Change Management Gamification: Change management gamification is an interactive and dynamic way for employees to learn change management skills and knowledge using game characteristics. Gamification can be used by employees to learn, test and prepare for organisational change.
Change Management Handbook: A book containing instructions or advice about how to do something, or the most important and useful information about a subject. A reference book, in this case, practical change management implementation. This handbook contains the ten-step a2B Change Management
Change Management Pocket Guide: Typically, a small paperback that can be carried in the pocket which provides help on change management. The pocket guide contains the ten-step a2B Change Management Framework® (a2BCMF®) and is supported by over thirty concepts, models, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary.
Blog Source: https://www.peterfgallagher.com/singl...
More on the Leadership of Change® Resources
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Change Management Handbook: The Leadership of Change Volume 3
