Peter F. Gallagher's Blog, page 7
March 8, 2021
Change Management Leadership - Three Main Responsibilities
Change Management Leadership: Leadership of Change Volume 4
"Organisational change leadership is about effectively and proactively Articulating the vision, Modelling the new way and Intervening to ensure sustainable change"
Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change: Articulate the vision, Model the new way and Intervene to ensure sustainable change.
“We enable the Leadership of Change”
Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results, when all of a sudden there is a change explosion that disrupts operations and results. They face the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment (ROI), full employee change adoption, and sustainable change.
The three critical leader responsibilities for the successful leadership of change are ‘Articulate’, ‘Model’ and ‘Intervene’. The AMI Change Leadership Model and outlines what should be done to successfully implement organisational change to ensure a ROI, full employee change adoption, and sustainable change.
Leadership of Change
The Leadership of Change encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.
If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change
What if we could embrace change and lead the world? The Leadership of Change is both thought leadership and a suite of tools to propel you from where your organisation is right now, the current 'a' state, to where you want to be, the future 'B' state. The Leadership of Change will help you to implement your organisation's change or improvement and achieve a 100% return on investment (RoI) with full employee adoption, enabling you to secure future profit and remain ahead of your competitors. Truly great Leadership of Change combines thoughtful strategy alignment of your leadership and change leadership skills to lead employee change adoption - start today.
Find out more: https://www.peterfgallagher.com/singl...
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Handbook: The Leadership of Change Volume 3
"Organisational change leadership is about effectively and proactively Articulating the vision, Modelling the new way and Intervening to ensure sustainable change"
Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change: Articulate the vision, Model the new way and Intervene to ensure sustainable change.
“We enable the Leadership of Change”
Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results, when all of a sudden there is a change explosion that disrupts operations and results. They face the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment (ROI), full employee change adoption, and sustainable change.
The three critical leader responsibilities for the successful leadership of change are ‘Articulate’, ‘Model’ and ‘Intervene’. The AMI Change Leadership Model and outlines what should be done to successfully implement organisational change to ensure a ROI, full employee change adoption, and sustainable change.
Leadership of Change
The Leadership of Change encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.
If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change
What if we could embrace change and lead the world? The Leadership of Change is both thought leadership and a suite of tools to propel you from where your organisation is right now, the current 'a' state, to where you want to be, the future 'B' state. The Leadership of Change will help you to implement your organisation's change or improvement and achieve a 100% return on investment (RoI) with full employee adoption, enabling you to secure future profit and remain ahead of your competitors. Truly great Leadership of Change combines thoughtful strategy alignment of your leadership and change leadership skills to lead employee change adoption - start today.
Find out more: https://www.peterfgallagher.com/singl...
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Handbook: The Leadership of Change Volume 3
February 27, 2021
Change Management Gamification Behaviour - Leadership of Change®
Coming Soon
About Change Management Gamification Behaviour: This is a fascinating change management implementation simulation that offers change management practitioners experiential learning on employee change behaviour in a safe environment. This enables them to learn, test and reflect on their change practitioner capability and skills so they can maximise employee change adoption and employee behaviour change.
“You cannot implement a change into an organisation that runs counter to its culture without focusing on behaviour change”
Change Management Gamification:
Change Management Gamification is a growing trend which helps to engage your employees by using gaming methods. We use gamification so that your employees can learn, test and prepare for your organisational change.
“If more employees were better leaders of change, the organisational benefits would be endless”
Our Games
The participants are given the responsibility of implementing various strategic change into a fictional organisation. Their abilities to engage stakeholders, plan, execute and sustain change are measured throughout the game.
“We enable the Leadership of Change®”
About the Leadership of Change® Gamification
Leadership of Change® are change management simulations about strategy execution in large organisations. The games focus on how to implement organisational change to achieve a RoI, adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.
About Change Management Gamification Leadership: This a fascinating change management implementation simulation that offers leadership teams and leaders of change® experiential learning in a safe environment. This enables them to learn, test and reflect on their change leadership capability and skills.
Case Study: AutoChanze™ is a global supplier of automotive systems, modules, and components to original equipment manufacturers (OEMs) and related aftermarkets. Up until recently they have been a successful and profitable organisation but a recent report commissioned by the Board of Directors has indicated the automotive industry will be impacted by 4IR like never before!
Gamification Objective:
During the simulation the change leaders (in their teams) will focus on how they can achieve the balance between normal day-to-day operations and delivering successful change and employee adoption of a new IT system. They will assess, select and implement their chosen change tactics through three simulation change phases: Plan, Execute and Sustain. They will be scored on how successful their tactics were in implementing successful change.
Change Management Game Theories:
This simulation is based on the proprietary a2B Change Management Framework® and the associated change concepts.
Outcome:
The participants will be equipped with change leadership knowledge, experience, change management models and tools which will enable them to be successful in leading organisational change and transformations. They will become more aware of how to manage stakeholder resistance, expectations and feelings as they try to achieve their organisation's vision and employee change adoption.
About the Leadership of Change®:
Leadership of Change® are change management simulations about strategy execution in large organisations. The games focus on how to implement organisational change to achieve a return on investment, employee adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.
Leadership of Change® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.
Source: https://www.peterfgallagher.com/singl...
#ChangeManagement
#LeadershipOfChange
#Actee
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Gamification
About Change Management Gamification Behaviour: This is a fascinating change management implementation simulation that offers change management practitioners experiential learning on employee change behaviour in a safe environment. This enables them to learn, test and reflect on their change practitioner capability and skills so they can maximise employee change adoption and employee behaviour change.
“You cannot implement a change into an organisation that runs counter to its culture without focusing on behaviour change”
Change Management Gamification:
Change Management Gamification is a growing trend which helps to engage your employees by using gaming methods. We use gamification so that your employees can learn, test and prepare for your organisational change.
“If more employees were better leaders of change, the organisational benefits would be endless”
Our Games
The participants are given the responsibility of implementing various strategic change into a fictional organisation. Their abilities to engage stakeholders, plan, execute and sustain change are measured throughout the game.
“We enable the Leadership of Change®”
About the Leadership of Change® Gamification
Leadership of Change® are change management simulations about strategy execution in large organisations. The games focus on how to implement organisational change to achieve a RoI, adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.
About Change Management Gamification Leadership: This a fascinating change management implementation simulation that offers leadership teams and leaders of change® experiential learning in a safe environment. This enables them to learn, test and reflect on their change leadership capability and skills.
Case Study: AutoChanze™ is a global supplier of automotive systems, modules, and components to original equipment manufacturers (OEMs) and related aftermarkets. Up until recently they have been a successful and profitable organisation but a recent report commissioned by the Board of Directors has indicated the automotive industry will be impacted by 4IR like never before!
Gamification Objective:
During the simulation the change leaders (in their teams) will focus on how they can achieve the balance between normal day-to-day operations and delivering successful change and employee adoption of a new IT system. They will assess, select and implement their chosen change tactics through three simulation change phases: Plan, Execute and Sustain. They will be scored on how successful their tactics were in implementing successful change.
Change Management Game Theories:
This simulation is based on the proprietary a2B Change Management Framework® and the associated change concepts.
Outcome:
The participants will be equipped with change leadership knowledge, experience, change management models and tools which will enable them to be successful in leading organisational change and transformations. They will become more aware of how to manage stakeholder resistance, expectations and feelings as they try to achieve their organisation's vision and employee change adoption.
About the Leadership of Change®:
Leadership of Change® are change management simulations about strategy execution in large organisations. The games focus on how to implement organisational change to achieve a return on investment, employee adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.
Leadership of Change® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.
Source: https://www.peterfgallagher.com/singl...
#ChangeManagement
#LeadershipOfChange
#Actee
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Gamification
February 20, 2021
a2B Change Management Framework® (a2BCMF®) Step #4: Develop Detailed Change Plan
4th Critical Organisational Change Implementation Step - Plan Phase
Develop Detailed Change Plan:
This step is about producing a project change plan which should reflect the overall complexity of the change effort and include all the a2BCMF®steps. It should identify all the key activities that are required to deliver the organisation’s change objectives and strategy
“Change management is a process that must be planned so it follows a structured approach, transiting the organisation from the current ‘a’ state to the future improved ‘B’ state, aligning employees, processes and systems to achieve adoption and benefits realisation”
Business Benefits: The detailed PCP should be used to drive benefits realisation with a special focus on delivery, transition and sustainment. The plan should also drive all of the associated activities, milestones and interconnections to deliver adoption and successful change.
“Too many leaders try to install change into their organisation like how they would build flat-pack furniture. No plan is followed, some parts are left out and then they wonder why it does not function”
Business Objective:
The purpose of developing a detailed change plan is to produce a PCP by documenting the actions, timelines, milestones and resources needed to deliver the successful programme or project. The PCP can then be used to deliver the change.
The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously.
Article source: https://www.peterfgallagher.com/singl...
#LeadershipOfChange
#ChangeManagement
#ChangeManagementFramework
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
Develop Detailed Change Plan:
This step is about producing a project change plan which should reflect the overall complexity of the change effort and include all the a2BCMF®steps. It should identify all the key activities that are required to deliver the organisation’s change objectives and strategy
“Change management is a process that must be planned so it follows a structured approach, transiting the organisation from the current ‘a’ state to the future improved ‘B’ state, aligning employees, processes and systems to achieve adoption and benefits realisation”
Business Benefits: The detailed PCP should be used to drive benefits realisation with a special focus on delivery, transition and sustainment. The plan should also drive all of the associated activities, milestones and interconnections to deliver adoption and successful change.
“Too many leaders try to install change into their organisation like how they would build flat-pack furniture. No plan is followed, some parts are left out and then they wonder why it does not function”
Business Objective:
The purpose of developing a detailed change plan is to produce a PCP by documenting the actions, timelines, milestones and resources needed to deliver the successful programme or project. The PCP can then be used to deliver the change.
The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously.
Article source: https://www.peterfgallagher.com/singl...
#LeadershipOfChange
#ChangeManagement
#ChangeManagementFramework
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
February 12, 2021
Change Agents as Business Partners
Change agents can be an organised group, leaders or individuals that undertake the task of leading, communicating and facilitating change in an organisation. Change agents embrace and lead change, moving the organisation towards adoption and sustainable change. They can play a vital role and an invaluable contribution to the organisation’s change especially if the change is being implemented across the organisation. The can be the conduit between the leadership and employees cascading the change message through every level of the organisation. The leadership should see them as a change business partner in the line selling their change vision. They can be a feedback loop how the employees are reacting to the change, they will be able to detect resistance, as well as what change tactics are working well and what tactics are not working.
“Change agents with organisation credibility and change skills can be leader’s business change partner, providing a conduit to the employees to enhance change adoption”
Change Agent Role:
Change Agents can play a pivotal role in organisational change, especially in supporting the sponsor and communicating the change message to the employee groups involved in the change journey. These three groups of employees can be classified as: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and the Change Agents will provide different levels of focus, change readiness and implementation support.
1. Advocates: Change Agents are very much aligned with the ‘Advocates’, their positivity and energy should be captured and become part of the Change and Communication Plan. The coalition of Change Agents and ‘Advocates’ can have a massive impact in the organisation.
2. Observers: ‘Observers’ will monitor the ‘Advocates’ and assess if the change is benefiting them. If this appears positive, they will tend to move towards being receptive to the change. To facilitate the transition of the ‘Observers’ from the current state “a” to the desired and improved state “B”, the Change Agent and ‘Advocates’ should work together to create employee desire to move towards the ‘Tipping Point’. Communication, direct engagement, targeted messaging and events such as socialising the future state will help the ‘Advocates’ to adopt the change.
3. Rebels: They tend to resist change blindly, even if the change is to their benefit. The default reaction is that change is a bad thing and will put them at a disadvantage. While this can, in some cases, be put down to bad experience, there is also fear of the unknown and the new skills required. The Change Agent can help greatly in this area by directly engaging this group or the individuals face-to-face. They should listen with empathy to understand their concerns, communicating the organisation change business case. The concerns and communication feedback should be recorded and fed back to the Change Team and Sponsor so the change approach can be modified to reduce resistance and increase change adoption.
“Without trust you will not change people"
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: The Leadership of Change Volume 3
“Change agents with organisation credibility and change skills can be leader’s business change partner, providing a conduit to the employees to enhance change adoption”
Change Agent Role:
Change Agents can play a pivotal role in organisational change, especially in supporting the sponsor and communicating the change message to the employee groups involved in the change journey. These three groups of employees can be classified as: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and the Change Agents will provide different levels of focus, change readiness and implementation support.
1. Advocates: Change Agents are very much aligned with the ‘Advocates’, their positivity and energy should be captured and become part of the Change and Communication Plan. The coalition of Change Agents and ‘Advocates’ can have a massive impact in the organisation.
2. Observers: ‘Observers’ will monitor the ‘Advocates’ and assess if the change is benefiting them. If this appears positive, they will tend to move towards being receptive to the change. To facilitate the transition of the ‘Observers’ from the current state “a” to the desired and improved state “B”, the Change Agent and ‘Advocates’ should work together to create employee desire to move towards the ‘Tipping Point’. Communication, direct engagement, targeted messaging and events such as socialising the future state will help the ‘Advocates’ to adopt the change.
3. Rebels: They tend to resist change blindly, even if the change is to their benefit. The default reaction is that change is a bad thing and will put them at a disadvantage. While this can, in some cases, be put down to bad experience, there is also fear of the unknown and the new skills required. The Change Agent can help greatly in this area by directly engaging this group or the individuals face-to-face. They should listen with empathy to understand their concerns, communicating the organisation change business case. The concerns and communication feedback should be recorded and fed back to the Change Team and Sponsor so the change approach can be modified to reduce resistance and increase change adoption.
“Without trust you will not change people"
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: The Leadership of Change Volume 3
February 5, 2021
Change Leadership Alignment - Do You Have a Change Vision?
Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership
The first key change question all leaders should be able to answer:
"Do you have a change vision?
One of the first tasks for leaders of change is to develop a change vision, it must inspire the employees and be aligned to the organisation’s strategy, vision and beliefs. The change vision needs to be achievable and compelling, something that the employees can picture and relate to, and a journey they will join you on. Creating the change vision, like all good things, takes time to create. It requires input from key stakeholders and usually requires external input, as well as neutral facilitation. Although it might vary in some organisations, the CEO is typically responsible for creating the change vision and it should also be approved by the board of directors. The board of directors will set the strategic direction of the business and they also have an essential role in organisation governance
1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability
Corporate thinking about change management has evolved in recent years and it is considered as a core competence by some leading organisations. Varying degrees of change capability, low employee adoption, lack of sustainability and low benefits realisation have become the drivers to develop corporate change capability. Change capability starts with the top leadership team, they understand previous change history and the barriers to success so they align strategically as a high performing team and then develop the skills and knowledge to successfully deliver future organisational change.
"If more employees were better leaders of change, the organisational benefits would be endless"
Source: https://www.peterfgallagher.com/singl...
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
The first key change question all leaders should be able to answer:
"Do you have a change vision?
One of the first tasks for leaders of change is to develop a change vision, it must inspire the employees and be aligned to the organisation’s strategy, vision and beliefs. The change vision needs to be achievable and compelling, something that the employees can picture and relate to, and a journey they will join you on. Creating the change vision, like all good things, takes time to create. It requires input from key stakeholders and usually requires external input, as well as neutral facilitation. Although it might vary in some organisations, the CEO is typically responsible for creating the change vision and it should also be approved by the board of directors. The board of directors will set the strategic direction of the business and they also have an essential role in organisation governance
1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability
Corporate thinking about change management has evolved in recent years and it is considered as a core competence by some leading organisations. Varying degrees of change capability, low employee adoption, lack of sustainability and low benefits realisation have become the drivers to develop corporate change capability. Change capability starts with the top leadership team, they understand previous change history and the barriers to success so they align strategically as a high performing team and then develop the skills and knowledge to successfully deliver future organisational change.
"If more employees were better leaders of change, the organisational benefits would be endless"
Source: https://www.peterfgallagher.com/singl...
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
January 29, 2021
50 Business and Technology Books to Read 2021 from Thinkers360 Thought Leaders
It is great to have my book Change Management Handbook - Leadership of Change Volume 3 featured in the top 50 Business and Technology Books from Thinkers360 Thought Leaders - Dec 2020.
A special thank you to #Thinkers360 for listing my book
Change Management Handbook:
This change management handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten step a2B Change Management Framework® each with a practical case study.
If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change®
About the Book:
This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change® Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
"Congratulations to my fellow authors, thought leaders and influencers. It is a great privilege to be mentioned on this list of talent"
Leadership of Change®
The Leadership of Change® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.
https://www.peterfgallagher.com/singl...
Available: Amazon and Google Play
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
A special thank you to #Thinkers360 for listing my book
Change Management Handbook:
This change management handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten step a2B Change Management Framework® each with a practical case study.
If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change®
About the Book:
This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change® Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
"Congratulations to my fellow authors, thought leaders and influencers. It is a great privilege to be mentioned on this list of talent"
Leadership of Change®
The Leadership of Change® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.
https://www.peterfgallagher.com/singl...
Available: Amazon and Google Play
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
January 21, 2021
a2B Change Management Framework® (a2BCMF®) Step #3: Assess Previous Change
3rd Critical Organisational Change Implementation Step - Plan Phase
a2BCMF® Step #3 – Assess Previous Change
Assess Previous Change:
This step is about Assessing Previous Change to achieve future change management success. This involves analysing previous organisation change history to mitigate previous weaknesses and enhance future success. We use your data to improve future change success.
“To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success”
Business Benefits: Assessing previous change history can provide data and insights as to what worked well, or not so well in the past. This can provide guidance for future change implementations in order to improve adoption and benefits realisation.
Business Objective: Lessons learned from previous change history can:
❖ Enhance Previous Change Success: Establish what worked well previously so it can be used to enhance future change implementation success.
“If an organisation has a history of change failure, future success will require a different approach”
❖ Mitigate Previous Change Weaknesses: Establish what did not work well so the same mistakes are not repeated, mitigating previous implementation change weakness
The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously.
Article source: https://www.peterfgallagher.com/singl...
#LeadershipOfChange
#ChangeManagement
#ChangeManagementFramework
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
a2BCMF® Step #3 – Assess Previous Change
Assess Previous Change:
This step is about Assessing Previous Change to achieve future change management success. This involves analysing previous organisation change history to mitigate previous weaknesses and enhance future success. We use your data to improve future change success.
“To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success”
Business Benefits: Assessing previous change history can provide data and insights as to what worked well, or not so well in the past. This can provide guidance for future change implementations in order to improve adoption and benefits realisation.
Business Objective: Lessons learned from previous change history can:
❖ Enhance Previous Change Success: Establish what worked well previously so it can be used to enhance future change implementation success.
“If an organisation has a history of change failure, future success will require a different approach”
❖ Mitigate Previous Change Weaknesses: Establish what did not work well so the same mistakes are not repeated, mitigating previous implementation change weakness
The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously.
Article source: https://www.peterfgallagher.com/singl...
#LeadershipOfChange
#ChangeManagement
#ChangeManagementFramework
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
January 15, 2021
Change Implementation - Developing the New Employee Skills and Behaviours
The six-step process for developing the new skills and behaviours is outlined in figure below. The change management team should work with the human resources department (HRD) and the organisation’s training department throughout this process. The objective is to facilitate the creation of corporate training that delivers the change objectives by providing the employees with the skills and behaviours to deliver the new way of working. A training needs analysis (TNA) can be used in this process. A TNA typically identifies gaps at the organisational level, the group level and the individual level.
“A key enabler to employees adopting the new way of working, is to provide the opportunity for them to develop the new skills supported by coaching”
The six process steps for developing the new skills are listed below in the (a2BDNS©) Model:
1. Define: Define the new skills and behavioural training objectives and align them with the change programme.
2. Identify: Identify the new skills and behaviour objectives.
3. Evaluate: Evaluate the existing skills and behaviour traits for the impacted employees using structured analysis to establish gaps.
4. Assess: Assess available courses or design new courses to close gaps in skill levels and behaviours.
5. Deliver and Coach: Deliver the skills training programme to close the identified gaps and follow up with coaching.
6. Appraise: Appraise the new skills to establish the effectiveness of the training and coaching that prepares the employees to operate at the future state ‘B’.
"While adopting change it is important to learn the new skills, but sometimes the new behaviours are critical"
#LeadershipOfChange
#ChangeManagement
#ChangeManagementGlossary
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Blog Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: The Leadership of Change Volume 3
“A key enabler to employees adopting the new way of working, is to provide the opportunity for them to develop the new skills supported by coaching”
The six process steps for developing the new skills are listed below in the (a2BDNS©) Model:
1. Define: Define the new skills and behavioural training objectives and align them with the change programme.
2. Identify: Identify the new skills and behaviour objectives.
3. Evaluate: Evaluate the existing skills and behaviour traits for the impacted employees using structured analysis to establish gaps.
4. Assess: Assess available courses or design new courses to close gaps in skill levels and behaviours.
5. Deliver and Coach: Deliver the skills training programme to close the identified gaps and follow up with coaching.
6. Appraise: Appraise the new skills to establish the effectiveness of the training and coaching that prepares the employees to operate at the future state ‘B’.
"While adopting change it is important to learn the new skills, but sometimes the new behaviours are critical"
#LeadershipOfChange
#ChangeManagement
#ChangeManagementGlossary
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Blog Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: The Leadership of Change Volume 3
January 7, 2021
1st 2021 Leadership of Change Workshop – Switched from Birmingham to Zoom
Due to Covid-19 restrictions in the UK and participant well-being, my planned face-to-face workshop was quickly altered to a Zoom meeting. The Change Management Gamification session, originally scheduled to be played as a physical board game, was played as an e-game on the #Actee platform. The four teams were able to successfully log-in and play the demo round. Special thanks to Leif Sørensen 来福 Actee'vist and his team for their support in adding my Change Management Gamification – CMExec to the platform.
Peter was speaking to a group of Birmingham, UK based business leaders (6th January 2021) in a Three60 Leadership half day Workshop.
The Workshop Sessions were:
1. Change Management Introduction
2. Ten Change Management Lessons Learned
3. Change Management Gamification – Demo Round
4. Change Management Leadership
“Change leadership requires a different set of skills than leading normal day-to-day operations. This capability must be developed before leading organisational change”
Peter speaks on the leadership of change®, change management, change leadership alignment and the benefits of change management gamification. For over 30 years Peter has been helping organisations, leaders and employees change, improve and transform through keynotes, master classes, change management gamification workshops, projects and programmes.
In Session 4 - Change Management Leadership, Peter discussed the key change question set Peter asks all leaders should be able to answer. He then works with their team to develop the solution is:
"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?"
Peter will speak about this and the importance of Change Leadership Alignment for leaders starting their organisational change.
#LeadershipOfChange
#ChangeManagement
#ChangeManagementGamification
#Actee
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Blog Reference: https://www.peterfgallagher.com/singl...
Change Management Handbook: The Leadership of Change Volume 3
Peter was speaking to a group of Birmingham, UK based business leaders (6th January 2021) in a Three60 Leadership half day Workshop.
The Workshop Sessions were:
1. Change Management Introduction
2. Ten Change Management Lessons Learned
3. Change Management Gamification – Demo Round
4. Change Management Leadership
“Change leadership requires a different set of skills than leading normal day-to-day operations. This capability must be developed before leading organisational change”
Peter speaks on the leadership of change®, change management, change leadership alignment and the benefits of change management gamification. For over 30 years Peter has been helping organisations, leaders and employees change, improve and transform through keynotes, master classes, change management gamification workshops, projects and programmes.
In Session 4 - Change Management Leadership, Peter discussed the key change question set Peter asks all leaders should be able to answer. He then works with their team to develop the solution is:
"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?"
Peter will speak about this and the importance of Change Leadership Alignment for leaders starting their organisational change.
#LeadershipOfChange
#ChangeManagement
#ChangeManagementGamification
#Actee
a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Blog Reference: https://www.peterfgallagher.com/singl...
Change Management Handbook: The Leadership of Change Volume 3
December 31, 2020
My 2020 Highlight - Change Management Pocket Guide listed by Thinkers360
I always use the last few days of December to look back at some of the positives throughout the year. Granted 2020 has not been a great year for many of us and I sympathise with all those who have lost love ones or who have suffered in any way.
One of the positive things for me career wise during 2020 was to have my second book, Change Management Pocket Guide - Leadership of Change® Volume 2, listed within the top 50 Business and Technology Books from Thinkers360 Thought Leaders.
A big thank you to Thinkers360 for this and the other rankings they have given me recognition for during 2020.
About this Book:
Change Management Pocket Guide: This change management pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®.
Who is this Pocket Guide for?
All too often, change management implementation fails to deliver the expected organisation benefits or gain employee adoption. The a2B Change Management Pocket Guide is targeted at all employees going through an organisational change. It will help them to understand why organisations need to change, why they need to learn new skills and behaviours, and that becoming involved in shaping the change can be more fulfilling for them and their organisation. This guide is of particular interest to change practitioners, HR professionals, and project managers, including organisational managers and leaders.
This book can also be used as part of a self-study programme or as reference before, during, and after training to understand change management concepts, models, assessments, tools, templates, checklists and plans, as well as the roadmap and glossary.
Blog Reference: https://www.peterfgallagher.com/singl...
Available: Amazon and Google Play
#LeadershipOfChange
#ChangeManagement
#ChangeManagementPocketGuide
a2B Change Management Pocket Guide: The Leadership of Change Volume 2
One of the positive things for me career wise during 2020 was to have my second book, Change Management Pocket Guide - Leadership of Change® Volume 2, listed within the top 50 Business and Technology Books from Thinkers360 Thought Leaders.
A big thank you to Thinkers360 for this and the other rankings they have given me recognition for during 2020.
About this Book:
Change Management Pocket Guide: This change management pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®.
Who is this Pocket Guide for?
All too often, change management implementation fails to deliver the expected organisation benefits or gain employee adoption. The a2B Change Management Pocket Guide is targeted at all employees going through an organisational change. It will help them to understand why organisations need to change, why they need to learn new skills and behaviours, and that becoming involved in shaping the change can be more fulfilling for them and their organisation. This guide is of particular interest to change practitioners, HR professionals, and project managers, including organisational managers and leaders.
This book can also be used as part of a self-study programme or as reference before, during, and after training to understand change management concepts, models, assessments, tools, templates, checklists and plans, as well as the roadmap and glossary.
Blog Reference: https://www.peterfgallagher.com/singl...
Available: Amazon and Google Play
#LeadershipOfChange
#ChangeManagement
#ChangeManagementPocketGuide
a2B Change Management Pocket Guide: The Leadership of Change Volume 2
