Peter F. Gallagher's Blog, page 8
December 23, 2020
Change Resistance - Finding the Tipping Point
A typical question asked by the organisation’s C-Suite and leadership team is, “How long will the change take before we start to see the benefits?” The project change plan and the benefits tracking plan, if accurate and up to date, should provide a very good indication. The next question is usually, “Is there anything else we could be doing to speed up adoption and benefits delivery?” If all the a2BCMF® steps are being adhered to, then the simple answer is, “Yes, by reducing or removing resistance to the change.” The best way of doing this is to work with the three groups with the support of the change agents to find the ‘Tipping Point’.
“Nothing negatively impacts organisation performance quicker than employees who resists change and who believes that the way they work today is the way they will work tomorrow”
Once the tipping point is reached, an amazing phenomenon takes place, whereby more and more people start adopting the new way of working as well as embracing the change at an accelerated pace. There is no greater delight than to see a ‘Rebel’ accept the organisational change willingly and even becoming an ‘Advocate’.
Employee Groups involved in a Change Journey
There are three groups of employees in any change management journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and will have different levels of resistance.
Advocates: Tend to embrace and lead change within the organisation as they are more comfortable with it. They have a positive and growth mindset and see this as an opportunity to grow and improve. The coalition of change agents and ‘Advocates’ can have a massive impact in the organisation, positively enticing the other groups to adopt the change.
Observers: The change agents and ‘Advocates’ should work together to create employee desire to move the ‘Observers’ towards the ‘Tipping Point’. Communication, direct engagement, targeted messaging and events, such as socialising the future state, will help the ‘Observers’ to adopt the change at a faster rate.
Rebels: The change agent can help greatly in this area by directly engaging the ‘Rebels’ face-to-face. The change agent should listen with empathy to understand their concerns whilst communicating the organisation’s change business case. A typical question that comes up is about how much effort you spend on this group. The answer varies from organisation to organisation, with cultures and local laws all having an input and impact on the approach.
“Without employee resistance, you will not achieve organisational change"
#LeadershipOfChange
#ChangeManagement
#ChangeResistance
a2BConsulting 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
“Nothing negatively impacts organisation performance quicker than employees who resists change and who believes that the way they work today is the way they will work tomorrow”
Once the tipping point is reached, an amazing phenomenon takes place, whereby more and more people start adopting the new way of working as well as embracing the change at an accelerated pace. There is no greater delight than to see a ‘Rebel’ accept the organisational change willingly and even becoming an ‘Advocate’.
Employee Groups involved in a Change Journey
There are three groups of employees in any change management journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and will have different levels of resistance.
Advocates: Tend to embrace and lead change within the organisation as they are more comfortable with it. They have a positive and growth mindset and see this as an opportunity to grow and improve. The coalition of change agents and ‘Advocates’ can have a massive impact in the organisation, positively enticing the other groups to adopt the change.
Observers: The change agents and ‘Advocates’ should work together to create employee desire to move the ‘Observers’ towards the ‘Tipping Point’. Communication, direct engagement, targeted messaging and events, such as socialising the future state, will help the ‘Observers’ to adopt the change at a faster rate.
Rebels: The change agent can help greatly in this area by directly engaging the ‘Rebels’ face-to-face. The change agent should listen with empathy to understand their concerns whilst communicating the organisation’s change business case. A typical question that comes up is about how much effort you spend on this group. The answer varies from organisation to organisation, with cultures and local laws all having an input and impact on the approach.
“Without employee resistance, you will not achieve organisational change"
#LeadershipOfChange
#ChangeManagement
#ChangeResistance
a2BConsulting 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
December 16, 2020
Free Change Management Glossary Access
Thank you to everyone who read my blogs in 2020 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 170 terms providing clear and simple descriptions to boost your organisational change management knowledge.
***Happy holidays and best wishes for 2021***
Web link: https://www.peterfgallagher.com/chang...
Sample:
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 Framework: See ‘a2B Change Management Framework’.
Change Management Gamification: Is the new 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.
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.
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...
Blog Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Handbook: The Leadership of Change Volume 3
Please feel free to access this comprehensive change management glossary that contains more than 170 terms providing clear and simple descriptions to boost your organisational change management knowledge.
***Happy holidays and best wishes for 2021***
Web link: https://www.peterfgallagher.com/chang...
Sample:
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 Framework: See ‘a2B Change Management Framework’.
Change Management Gamification: Is the new 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.
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.
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...
Blog Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Handbook: The Leadership of Change Volume 3
December 9, 2020
a2B Change Management Framework (a2BCMF) Step #2: Secure Sponsorship and Resources
2nd Critical Organisational Change Implementation Step - Plan Phase
Secure Sponsorship and Resources:
Sponsorship: The sponsor is a senior executive who is responsible for delivering change success. They are accountable for the delivery of all ten-steps of the a2B Change Management Framework®.
Resources: The sponsor will need the support of a competent and motivated change team, a supportive CEO, the organisation’s leadership team and change agents to help them implement the change.
“Without effective and proactive sponsorship, the change programme will eventually fail, the change will not be adopted by the employees or sustained, and it will not deliver the intended benefits”
Business Benefits: Sponsorship is the single most important factor in organisational change success. Without effective and proactive sponsorship, the organisation’s investment in its portfolio of change programme or projects will not provide a return on investment (ROI).
Business Objective: The sponsor and the change resources will work with the stakeholders through the a2BCMF® to deliver the change benefits, ensuring both a ROI and the intended strategy are achieved.
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
#ChangeManagementGamification
a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
Secure Sponsorship and Resources:
Sponsorship: The sponsor is a senior executive who is responsible for delivering change success. They are accountable for the delivery of all ten-steps of the a2B Change Management Framework®.
Resources: The sponsor will need the support of a competent and motivated change team, a supportive CEO, the organisation’s leadership team and change agents to help them implement the change.
“Without effective and proactive sponsorship, the change programme will eventually fail, the change will not be adopted by the employees or sustained, and it will not deliver the intended benefits”
Business Benefits: Sponsorship is the single most important factor in organisational change success. Without effective and proactive sponsorship, the organisation’s investment in its portfolio of change programme or projects will not provide a return on investment (ROI).
Business Objective: The sponsor and the change resources will work with the stakeholders through the a2BCMF® to deliver the change benefits, ensuring both a ROI and the intended strategy are achieved.
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
#ChangeManagementGamification
a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
December 3, 2020
Change Management Gamification Adoption - Volume B Published on Amazon
Change Management Gamification Adoption: Leadership of Change Volume B
Published on Amazon 30th Nov 2020
Change Management Gamification Adoption: This change management gamification workshop manual supports change practitioners to learn about change implementation with a focus on employee change adoption in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.
Using change management gamification to develop change adoption skills and knowledge in a workshop which enables experiential learning through a business simulation, structured on the AUILM Employee Change Adoption Model.
About this Workshop Manual:
Leadership of Change Volume B is a workshop manual used as one of the aids for learning change management through gamification. The benefits of change management gamification include a safe, fun learning environment with instant feedback and team learning that can be applied immediately back in the workplace. Volume B is a leadership simulation tool that focuses on employee change adoption. The most effective change practitioner understands change management methodologies and concepts with the ability to tailor them to their own specific project or change initiative. They can work with the sponsor, leaders, employees and other key stakeholders to successfully implement organisation change, with a focus on employee change adoption and benefits realisation. We use gamification so that your employees can learn, test and prepare to successfully deliver sustainable organisational change. It helps change professionals test different leadership of change strategies through experiential learning with their peers. This colourful manual includes a case study about the implementation of an IT system to support the organisation as it adopts new technology and changing customer buying habits. The participants play the Change Practitioner role, working with twelve key stakeholders and an external partner to successfully implement change. Change Management Gamification Adoption is usually played over a day and has three phases: Plan, Execute and Sustain. The simulation follows both the AUILM Employee Change Adoption Model and the ten step a2B Change Management Framework (a2BCMF). There are ten rounds and during each round the change practitioners pick their chosen change tactic before they find out how the stakeholders react. The change tactics are supported by over forty change management concepts, graphically illustrated.
Other leadership of Change Volumes, available on both Amazon and Google Play:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C
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...
More on Gamification: https://www.peterfgallagher.com/chang...
More on Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Handbook: The Leadership of Change Volume 3
Published on Amazon 30th Nov 2020
Change Management Gamification Adoption: This change management gamification workshop manual supports change practitioners to learn about change implementation with a focus on employee change adoption in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.
Using change management gamification to develop change adoption skills and knowledge in a workshop which enables experiential learning through a business simulation, structured on the AUILM Employee Change Adoption Model.
About this Workshop Manual:
Leadership of Change Volume B is a workshop manual used as one of the aids for learning change management through gamification. The benefits of change management gamification include a safe, fun learning environment with instant feedback and team learning that can be applied immediately back in the workplace. Volume B is a leadership simulation tool that focuses on employee change adoption. The most effective change practitioner understands change management methodologies and concepts with the ability to tailor them to their own specific project or change initiative. They can work with the sponsor, leaders, employees and other key stakeholders to successfully implement organisation change, with a focus on employee change adoption and benefits realisation. We use gamification so that your employees can learn, test and prepare to successfully deliver sustainable organisational change. It helps change professionals test different leadership of change strategies through experiential learning with their peers. This colourful manual includes a case study about the implementation of an IT system to support the organisation as it adopts new technology and changing customer buying habits. The participants play the Change Practitioner role, working with twelve key stakeholders and an external partner to successfully implement change. Change Management Gamification Adoption is usually played over a day and has three phases: Plan, Execute and Sustain. The simulation follows both the AUILM Employee Change Adoption Model and the ten step a2B Change Management Framework (a2BCMF). There are ten rounds and during each round the change practitioners pick their chosen change tactic before they find out how the stakeholders react. The change tactics are supported by over forty change management concepts, graphically illustrated.
Other leadership of Change Volumes, available on both Amazon and Google Play:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C
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...
More on Gamification: https://www.peterfgallagher.com/chang...
More on Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Handbook: The Leadership of Change Volume 3
November 26, 2020
Change Readiness Assessment (CRA) - Implementation Preparation
Change Management Handbook: The Leadership of Change Volume 3The purpose of the change readiness step (a2B Change Management Framework® (a2BCMF®) Step 6) is to establish if the organisation is ready for the change. Having data and insights from readiness assessments or interviews can help to ensure the organisation and employees are prepared for the change. They can identify potential implementation gaps so that corrective actions and plans can be executed to close the gaps and improve change readiness.
The change readiness assessment evaluates if the key elements are in place to support change implementation. The ten key elements are typical enablers to support the change implementation by reducing resistance and maximising adoption. They start with ensuring that the employees understand the business case and vision for the change. Finally, they assess if there is a new desired organisational culture to support the change. Change readiness is typically performed using a survey or structured interviews. The likely outcomes will:
~ Identify Potential Change Implementation Gaps: The assessment will provide data and insights to identify gaps that will impact change adoption and benefits realisation should the change is implemented (organisation and employees).
~ Execute Corrective Actions to Improve Change Readiness: Corrective action and intervention plans should be prepared and executed to close the gaps in the applicable readiness elements.
"Readiness is about ensuring the sponsor and leadership team get the organisation and its employees ready so that resistance is limited, and adoption is maximised”
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.
Note: This article was posted on Peter’s Blog 25th Nov 2020 - https://bit.ly/3o1Bqyj
Peter speaks on the Leadership of Change, change management, change leadership 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. You can find out more at:
https://www.peterfgallagher.com/speak....
#ChangeManagement
#LeadershipOfChange
Book:
Change Management Handbook: The Leadership of Change Volume 3
The change readiness assessment evaluates if the key elements are in place to support change implementation. The ten key elements are typical enablers to support the change implementation by reducing resistance and maximising adoption. They start with ensuring that the employees understand the business case and vision for the change. Finally, they assess if there is a new desired organisational culture to support the change. Change readiness is typically performed using a survey or structured interviews. The likely outcomes will:
~ Identify Potential Change Implementation Gaps: The assessment will provide data and insights to identify gaps that will impact change adoption and benefits realisation should the change is implemented (organisation and employees).
~ Execute Corrective Actions to Improve Change Readiness: Corrective action and intervention plans should be prepared and executed to close the gaps in the applicable readiness elements.
"Readiness is about ensuring the sponsor and leadership team get the organisation and its employees ready so that resistance is limited, and adoption is maximised”
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.
Note: This article was posted on Peter’s Blog 25th Nov 2020 - https://bit.ly/3o1Bqyj
Peter speaks on the Leadership of Change, change management, change leadership 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. You can find out more at:
https://www.peterfgallagher.com/speak....
#ChangeManagement
#LeadershipOfChange
Book:
Change Management Handbook: The Leadership of Change Volume 3
November 20, 2020
Organisational Change Management Challenges - Sustain Phase
Following on from my last two blogs on the ‘Plan’ and ‘Execute’ phases.
Lots of statistics show organisational change and transformations failing to deliver their intended benefits, and few fully sustain the change. Even if the change programme starts off well in the Plan and continues into the Execute phase, by the time it reaches Sustain it has lost momentum. There are many reasons for this, another change or business priority has come along and key employees in the original change team get promoted, move to other roles or even a different organisation. Whatever the reason, this loss of momentum and focus in the Sustain phase often leads to all the previous good work being undone and the change not being sustained.
Sustain Phase: Change Management Framework® (a2BCMF®) Steps 9 and 10
9. Thinking Employees will Adopt the Change: Employees will need to be supported throughout all the change phases by the leadership team.
“For change adoption to be successful, leadership needs to ensure employees are supported to develop the new skills, behaviours and motivation that delivers improved future organisation performance”
10. Not Transferring Ownership: Not closing the change properly by using a structured process to ensure sustainment and benefits delivery.
“One of the most difficult tasks in change management is to sustain the change, continuing adoption and aligning new behaviours with the organisation and individual score cards to ensure benefits realisation”
Note: This article was posted on Peter’s Blog 20th Nov 2020 - https://bit.ly/3lO3MLr
Peter speaks on the Leadership of Change®, change management, change leadership 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. You can find out more at: https://www.peterfgallagher.com/speak....
Change Management Handbook: The Leadership of Change Volume 3
Lots of statistics show organisational change and transformations failing to deliver their intended benefits, and few fully sustain the change. Even if the change programme starts off well in the Plan and continues into the Execute phase, by the time it reaches Sustain it has lost momentum. There are many reasons for this, another change or business priority has come along and key employees in the original change team get promoted, move to other roles or even a different organisation. Whatever the reason, this loss of momentum and focus in the Sustain phase often leads to all the previous good work being undone and the change not being sustained.
Sustain Phase: Change Management Framework® (a2BCMF®) Steps 9 and 10
9. Thinking Employees will Adopt the Change: Employees will need to be supported throughout all the change phases by the leadership team.
“For change adoption to be successful, leadership needs to ensure employees are supported to develop the new skills, behaviours and motivation that delivers improved future organisation performance”
10. Not Transferring Ownership: Not closing the change properly by using a structured process to ensure sustainment and benefits delivery.
“One of the most difficult tasks in change management is to sustain the change, continuing adoption and aligning new behaviours with the organisation and individual score cards to ensure benefits realisation”
Note: This article was posted on Peter’s Blog 20th Nov 2020 - https://bit.ly/3lO3MLr
Peter speaks on the Leadership of Change®, change management, change leadership 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. You can find out more at: https://www.peterfgallagher.com/speak....
Change Management Handbook: The Leadership of Change Volume 3
November 12, 2020
Inside Track Podcast - Business Transformation Journeys
I recently took part in a podcast with Tony Lockwood from The Transformation Leaders Hub to speak about my change and transformation journey.
“Observing many companies in action, I am unable to point to a single instance in which stunning results were gotten without the active and personal leadership of the upper managers” Joseph M. Juran
Some of the things I talk about:
• Internal verses external Big Four consultant and the importance of trust
• You can’t do 10 or 20 transformations programmes and deliver normal day-to-day operations
• The importance of change leadership alignment and the five key elements:
1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability
• The employee Behaviour Change challenge
• Treating employees with respect during a change journey - future ambassadors of the organisation
• My four-legged stool
• ‘Tell’ verses ‘Sell’ change implementation
• Change management gamification
Key take away: The importance of engaging employees and fantastic communication is very important, but without a strong sponsor supported by the leadership team, you will not delivery sustainable change.
“I have yet to encounter a successful change implementation without an effective and proactive sponsor, backed by an aligned leadership team” ~ Peter F Gallagher
I hope you find this episode informative.
INSIDE TRACK PODCAST #21 was released last week: https://bit.ly/3nljI8j
Note: This article was posted on Peter’s Blog 11th Nov 2020 - https://bit.ly/3n0GeDn
Peter speaks on the leadership of change®, change management, change leadership 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. You can find out more at: https://www.peterfgallagher.com/speak....
The Leadership of Change Volume 1 - Fables
“Observing many companies in action, I am unable to point to a single instance in which stunning results were gotten without the active and personal leadership of the upper managers” Joseph M. Juran
Some of the things I talk about:
• Internal verses external Big Four consultant and the importance of trust
• You can’t do 10 or 20 transformations programmes and deliver normal day-to-day operations
• The importance of change leadership alignment and the five key elements:
1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability
• The employee Behaviour Change challenge
• Treating employees with respect during a change journey - future ambassadors of the organisation
• My four-legged stool
• ‘Tell’ verses ‘Sell’ change implementation
• Change management gamification
Key take away: The importance of engaging employees and fantastic communication is very important, but without a strong sponsor supported by the leadership team, you will not delivery sustainable change.
“I have yet to encounter a successful change implementation without an effective and proactive sponsor, backed by an aligned leadership team” ~ Peter F Gallagher
I hope you find this episode informative.
INSIDE TRACK PODCAST #21 was released last week: https://bit.ly/3nljI8j
Note: This article was posted on Peter’s Blog 11th Nov 2020 - https://bit.ly/3n0GeDn
Peter speaks on the leadership of change®, change management, change leadership 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. You can find out more at: https://www.peterfgallagher.com/speak....
The Leadership of Change Volume 1 - Fables
November 6, 2020
Change Management Gamification - Leadership of Change®
“If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change®”
Change Management Gamification is a growing trend which helps to engage your employees by using gaming methods. We define gamification as a set of activities and processes to solve change management implementation challenges by applying the characteristics of game elements.
“We use gamification so that your leadership and employees can learn, test and prepare for your organisational change”
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 ROI, adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.
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.
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.
Change Management Gamification Benefits
• Simulated Business Case Study: A business change implementation simulation can be practised
• Safe Learning Environment: Participants feel relaxed and can test ideas, ask questions, and take risks to learn
• Experiential Learning with Instant Feedback: Learn through experience and reflection to improve knowledge absorption and receive instant feedback on decisions
• Fun and Team Learning: A positive, happy, warm and friendly atmosphere improves learning motivation levels and builds better relationships within a team
• Immediately apply the Learning back in the Workplace: Change Leadership skills and knowledge can be applied on new, real organisational changes
The Theory
Leadership of Change® is based on the proprietary a2B Change Management Framework®, the AUILM® Change Adoption Model and the a2B5R® Employee Change Behaviour Model.
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.
Article source: https://www.peterfgallagher.com/chang...
#LeadershipOfChange
#ChangeManagement
#ChangeManagementGamification
Change Management Handbook: The Leadership of Change Volume 3
Change Management Gamification is a growing trend which helps to engage your employees by using gaming methods. We define gamification as a set of activities and processes to solve change management implementation challenges by applying the characteristics of game elements.
“We use gamification so that your leadership and employees can learn, test and prepare for your organisational change”
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 ROI, adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.
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.
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.
Change Management Gamification Benefits
• Simulated Business Case Study: A business change implementation simulation can be practised
• Safe Learning Environment: Participants feel relaxed and can test ideas, ask questions, and take risks to learn
• Experiential Learning with Instant Feedback: Learn through experience and reflection to improve knowledge absorption and receive instant feedback on decisions
• Fun and Team Learning: A positive, happy, warm and friendly atmosphere improves learning motivation levels and builds better relationships within a team
• Immediately apply the Learning back in the Workplace: Change Leadership skills and knowledge can be applied on new, real organisational changes
The Theory
Leadership of Change® is based on the proprietary a2B Change Management Framework®, the AUILM® Change Adoption Model and the a2B5R® Employee Change Behaviour Model.
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.
Article source: https://www.peterfgallagher.com/chang...
#LeadershipOfChange
#ChangeManagement
#ChangeManagementGamification
Change Management Handbook: The Leadership of Change Volume 3
October 29, 2020
Trusted Adviser - Change Management Practitioner
One of the most important considerations for a change practitioner is that, without trust you will not achieve improvement or change through people. As a change agent, you are selling a change to the organisation. The person you engage with will ask one key question when you introduce yourself, “can I trust you?” The Trust Equation provides a model to show the key elements of a change agent as a Trusted Adviser. The objective is to build trust by increasing credibility, reliability, intimacy and to lower self-orientation.
“Without trust you will not change the employees or the organisation” ~ Peter F Gallagher
The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, leadership team and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important.
Other Important Characteristics and Traits
The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, leadership team and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important. Other characteristics and traits include:
~ People Skills: Change is about people. Change adoption and success will be achieved when employees embrace it.
~ Credibility: Must have credibility within the organisation, both in knowledge and character to lead by example.
~ Tenacity: Not giving up easily when progress is strained, being patient yet persistent.
~ Listening Skills: Ability to explore different employee perspectives and take them into account when looking for solutions.
~ Good Communicator: Ability to communicate to people in a non-threatening manner and define what is expected of them within a diverse culture.
~ Positivity: Using positivity when communicating with employees can make a huge positive impact on their emotional well-being and their future adoption of the change.
"Without trust you will not change people" ~ Peter F Gallagher
a2B Change Management Pocket Guide: The Leadership of Change Volume 2
https://www.peterfgallagher.com/singl...
“Without trust you will not change the employees or the organisation” ~ Peter F Gallagher
The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, leadership team and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important.
Other Important Characteristics and Traits
The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, leadership team and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important. Other characteristics and traits include:
~ People Skills: Change is about people. Change adoption and success will be achieved when employees embrace it.
~ Credibility: Must have credibility within the organisation, both in knowledge and character to lead by example.
~ Tenacity: Not giving up easily when progress is strained, being patient yet persistent.
~ Listening Skills: Ability to explore different employee perspectives and take them into account when looking for solutions.
~ Good Communicator: Ability to communicate to people in a non-threatening manner and define what is expected of them within a diverse culture.
~ Positivity: Using positivity when communicating with employees can make a huge positive impact on their emotional well-being and their future adoption of the change.
"Without trust you will not change people" ~ Peter F Gallagher
a2B Change Management Pocket Guide: The Leadership of Change Volume 2
https://www.peterfgallagher.com/singl...
October 22, 2020
a2B Change Management Framework® (a2BCMF®) Step #1: Change Definition
1st Critical Organisational Change Implementation Step - Plan Phase
Change Definition: The process of defining the change and aligning the programmes within the portfolio to the organisation’s strategy, ensuring it has a business case and resources to deliver business benefits.
“Unless the change programme is continually aligned to the organisation’s strategy and capacity it will not deliver speedy benefits or value to the organisation”
Business Benefits: Too many change programmes and transformations fail to deliver the business benefits and value on which they are justified. This step identifies the key foundations that need to be in place to deliver the benefits. This step ensures proper due diligence by assessing estimates of costs, benefits and risks, go/no go decision, etc.
Business Objective: To assess if the change is aligned with the organisation’s strategy, it should have a business case and resources to deliver value, clear stakeholder impacts, proper governance, a high-level timeline and milestones. An important deliverable that could differentiate this change programme from other projects will be benefits planning and tracking.
Image
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.
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
https://www.goodreads.com/book/show/4...
Change Definition: The process of defining the change and aligning the programmes within the portfolio to the organisation’s strategy, ensuring it has a business case and resources to deliver business benefits.
“Unless the change programme is continually aligned to the organisation’s strategy and capacity it will not deliver speedy benefits or value to the organisation”
Business Benefits: Too many change programmes and transformations fail to deliver the business benefits and value on which they are justified. This step identifies the key foundations that need to be in place to deliver the benefits. This step ensures proper due diligence by assessing estimates of costs, benefits and risks, go/no go decision, etc.
Business Objective: To assess if the change is aligned with the organisation’s strategy, it should have a business case and resources to deliver value, clear stakeholder impacts, proper governance, a high-level timeline and milestones. An important deliverable that could differentiate this change programme from other projects will be benefits planning and tracking.
Image
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.
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
https://www.goodreads.com/book/show/4...
