Peter F. Gallagher's Blog, page 9
October 14, 2020
Change Agents – Internal verses External Resources
When an organisation embarks on a change journey and they decide to increase the chances of success by investing in change agents, a decision will have to be made to decide on internal verses external change agents. There are both advantages and disadvantages for both types of change agents that should be considered and not one size fits all.
"Change agents with organisation credibility, change management skills and the desire to improve an organisation can greatly enhance change adoption and benefits delivery"
External consultants as change agents are flexible and skilled resources and the organisation can bring them into the business at times of resource demand peaks. External change agents can be released immediately during resource troughs, with no challenge of having to reintegrate them back into the business, compared to using internal agents.
The value of an external change agent with their change management skills, tools and change delivery framework cannot be ignored or discounted in the cost benefit analysis. Further to this, there are other important elements such as organisation credibility and personality characteristics. The most important are usually the ability to communicate with people, personal integrity and business acumen.
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
"Change agents with organisation credibility, change management skills and the desire to improve an organisation can greatly enhance change adoption and benefits delivery"
External consultants as change agents are flexible and skilled resources and the organisation can bring them into the business at times of resource demand peaks. External change agents can be released immediately during resource troughs, with no challenge of having to reintegrate them back into the business, compared to using internal agents.
The value of an external change agent with their change management skills, tools and change delivery framework cannot be ignored or discounted in the cost benefit analysis. Further to this, there are other important elements such as organisation credibility and personality characteristics. The most important are usually the ability to communicate with people, personal integrity and business acumen.
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
Change Management Handbook: The Leadership of Change Volume 3
October 8, 2020
Aligning and Preparing the Leadership to Lead Change
The change question set all leaders should be able to answer:
"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?"
Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership. The strategic change leadership alignment process develops change leadership capability, so the organisation’s leaders are aligned, as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits. The vive Step Approach to Leadership Alignment include:
1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability
"Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership"
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"
Note: This article was posted on Linkedin 7th Sep 2020 - https://bit.ly/3d933B3
Change Leadership Alignment is a Peter F Gallagher and a2B Advisory Consulting Offering
"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?"
Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership. The strategic change leadership alignment process develops change leadership capability, so the organisation’s leaders are aligned, as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits. The vive Step Approach to Leadership Alignment include:
1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability
"Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership"
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"
Note: This article was posted on Linkedin 7th Sep 2020 - https://bit.ly/3d933B3
Change Leadership Alignment is a Peter F Gallagher and a2B Advisory Consulting Offering
September 30, 2020
Change History Assessment – Gambling Organisation Finances
Our change history assessment© (CHA©) is used by change teams to review the outcomes of previous change programmes within their organisation. It provides organisational insights that can increase the likelihood of successful implementation through the analysis of lessons learned, mitigating previous weaknesses and enhancing future success. It is important to learn from previous change by performing structured analysis to identify negative issues and to avoid repeating them on the next change. The insights from the CHA© will help to shape the change approach, planning and the resistance strategy.
I always look forward to seeing the answer to:
Q28: Will future change management be successful?
On one occasion, the employees of the organisation scored 46.2% (lower odds than the roulette wheel). This question provides fantastic insights which can help to shape and make future organisational change successful. However, this requires the leadership team to articulate, model and reinforce (AMI©) the next change. If they don’t, they might get better odds of change success by playing on the roulette wheel.
#ChangeHistoryAssessment
#ChangeManagement
#LeadershipOfChange
#ChangeLeadershipAlignment
#Leadership
Change Management Handbook: The Leadership of Change Volume 3
I always look forward to seeing the answer to:
Q28: Will future change management be successful?
On one occasion, the employees of the organisation scored 46.2% (lower odds than the roulette wheel). This question provides fantastic insights which can help to shape and make future organisational change successful. However, this requires the leadership team to articulate, model and reinforce (AMI©) the next change. If they don’t, they might get better odds of change success by playing on the roulette wheel.
#ChangeHistoryAssessment
#ChangeManagement
#LeadershipOfChange
#ChangeLeadershipAlignment
#Leadership
Change Management Handbook: The Leadership of Change Volume 3
September 24, 2020
Pre-Release Book Announcement Nov. 2020 – My Fifth Change Management Book (Workshop Manual)!
Leadership of Change Volume B: Change Management Gamification - Adoption
This change management gamification workshop manual supports change practitioners to learn about change implementation with a focus on employee 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.
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.
Other volumes, available on both Amazon and Google Play:
Change Management Fables – Vol 1
Change Management Pocket Guide – Vol 2
Change Management Handbook – Vol 3
Change Management Gamification Leadership – Volume A
#LeadershipOfChange
#ChangeLeadershipAlignment
#Leadership
#ChangeManagement
#ChangeManagementGamification
Change Management Handbook: The Leadership of Change Volume 3
https://www.peterfgallagher.com/singl...
This change management gamification workshop manual supports change practitioners to learn about change implementation with a focus on employee 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.
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.
Other volumes, available on both Amazon and Google Play:
Change Management Fables – Vol 1
Change Management Pocket Guide – Vol 2
Change Management Handbook – Vol 3
Change Management Gamification Leadership – Volume A
#LeadershipOfChange
#ChangeLeadershipAlignment
#Leadership
#ChangeManagement
#ChangeManagementGamification
Change Management Handbook: The Leadership of Change Volume 3
https://www.peterfgallagher.com/singl...
September 16, 2020
Organisational Change Management Challenges - Execute Phase
Following on from last month’s blog.
Lots of statistics show organisational change and transformations failing to deliver their intended benefits. You can argue about the true percentage of success, but the fact is that many organisations do not achieve full benefits realisation, and in many cases, they fail to attain a return on investment (ROI). Equally unacceptable to shareholders is that the vision is not realised, meaning the organisation’s strategy has not been executed. Even when the organisation and its leadership team agree the changes are necessary for the future of the organisation, they still face challenges.
Change Implementation Challenges - Execute Phase:
5. Poor Communication: Lack of engagement and communication.
“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”
6. Ignoring Change Readiness Input: Perform the change readiness assessment and adhere to the results!
“Readiness is about ensuring the sponsor and leadership get the organisation and its employees ready so that resistance is limited and adoption is maximised”
7. Thinking there is No Resistance: There will always be resistance even if it is not overt!
"Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow”
8. Ignoring the Importance of Behaviours: If you do not change employee behaviour, you will not get organisational change.
“If you do not change employee behaviour, you will not get organisational change and performance improvement"
The four steps above are part of the a2B Change Management Framework® (a2BCMF®).
Blog Source: https://www.peterfgallagher.com/post/...
#ChangeManagement
#LeadershipOfChange
Change Management Handbook: The Leadership of Change Volume 3
Lots of statistics show organisational change and transformations failing to deliver their intended benefits. You can argue about the true percentage of success, but the fact is that many organisations do not achieve full benefits realisation, and in many cases, they fail to attain a return on investment (ROI). Equally unacceptable to shareholders is that the vision is not realised, meaning the organisation’s strategy has not been executed. Even when the organisation and its leadership team agree the changes are necessary for the future of the organisation, they still face challenges.
Change Implementation Challenges - Execute Phase:
5. Poor Communication: Lack of engagement and communication.
“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”
6. Ignoring Change Readiness Input: Perform the change readiness assessment and adhere to the results!
“Readiness is about ensuring the sponsor and leadership get the organisation and its employees ready so that resistance is limited and adoption is maximised”
7. Thinking there is No Resistance: There will always be resistance even if it is not overt!
"Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow”
8. Ignoring the Importance of Behaviours: If you do not change employee behaviour, you will not get organisational change.
“If you do not change employee behaviour, you will not get organisational change and performance improvement"
The four steps above are part of the a2B Change Management Framework® (a2BCMF®).
Blog Source: https://www.peterfgallagher.com/post/...
#ChangeManagement
#LeadershipOfChange
Change Management Handbook: The Leadership of Change Volume 3
September 10, 2020
Change Resistance – Employee Standpoints
“There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance”
It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation.
Rebels: Tend to resist change blindly, sometimes this can be a natural reaction 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.
Observers: 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.
Advocates: Similar to the change agents with their positivity towards change. Their energy should be captured as they can play an effective role in leading and rolling out the change. The coalition of change agents and ‘Advocates’ can work together to lower resistance in the other groups.
Change Resistance - Employee Standpoints is part of the Manage Change and the seventh step of the a2B Change Management Framework® (a2BCMF®).
Blog Source: https://www.peterfgallagher.com/post/...
Book: Change Management Handbook: The Leadership of Change Volume 3|49229370]
It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation.
Rebels: Tend to resist change blindly, sometimes this can be a natural reaction 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.
Observers: 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.
Advocates: Similar to the change agents with their positivity towards change. Their energy should be captured as they can play an effective role in leading and rolling out the change. The coalition of change agents and ‘Advocates’ can work together to lower resistance in the other groups.
Change Resistance - Employee Standpoints is part of the Manage Change and the seventh step of the a2B Change Management Framework® (a2BCMF®).
Blog Source: https://www.peterfgallagher.com/post/...
Book: Change Management Handbook: The Leadership of Change Volume 3|49229370]
September 4, 2020
Organisational Change Management Challenges - Plan Phase
Lots of statistics show organisational change and transformations failing to deliver their intended benefits. You can argue about the true percentage of success, but the fact is that many organisations do not achieve full benefits realisation, and in many cases, they fail to attain a return on investment (ROI). Equally unacceptable to shareholders is that the vision is not realised, meaning the organisation’s strategy has not been executed. Even when the organisation and its leadership team agree the changes are necessary for the future of the organisation, they still face challenges.
Change Implementation Challenges – Plan Phase:
1. Too Many Change Initiatives: Not enough capacity to deliver ongoing and new change programmes.
“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”
2. Inactive or Invisible Sponsorship: Lack of visible support usually leads to change failure.
“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”
3. Poor Previous Change History: This increases the likelihood of repeating past mistakes.
“To achieve future organisational change management success, analyse previous change history, mitigate previous weakness and enhance future success”
4. No Detailed Project Change Plan: Implementing change with only a communication plan and not aligning it to the master project plan.
“A change plan is much more than a communication plan”
The four steps above are part of the a2B Change Management Framework® (a2BCMF®).
Change Management Handbook: The Leadership of Change Volume 3Change Management Handbook: The Leadership of Change Volume 3
Blog Source:
https://www.peterfgallagher.com/post/...
Change Implementation Challenges – Plan Phase:
1. Too Many Change Initiatives: Not enough capacity to deliver ongoing and new change programmes.
“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”
2. Inactive or Invisible Sponsorship: Lack of visible support usually leads to change failure.
“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”
3. Poor Previous Change History: This increases the likelihood of repeating past mistakes.
“To achieve future organisational change management success, analyse previous change history, mitigate previous weakness and enhance future success”
4. No Detailed Project Change Plan: Implementing change with only a communication plan and not aligning it to the master project plan.
“A change plan is much more than a communication plan”
The four steps above are part of the a2B Change Management Framework® (a2BCMF®).
Change Management Handbook: The Leadership of Change Volume 3Change Management Handbook: The Leadership of Change Volume 3
Blog Source:
https://www.peterfgallagher.com/post/...
August 24, 2020
Change Management - Sponsorship is one of the Most Important Elements in any Change Journey
Change Management Handbook: The Leadership of Change Volume 3
After delivering change, transformation, business and process improvement projects for over thirty years, it is difficult not to accept that one of the most important elements in change project success is effective and proactive sponsorship. In fact, without effective and proactive sponsorship, the project will eventually fail. The three key elements are: ‘Say’, ‘Support’ and ‘Sustain’!
Say: Sponsorship starts with providing vocal support for the change. The ‘Say’ is the foundation and is all about communicating the business case for the change to all affected stakeholders. Communication is key to change success and an extremely important first step:
Support: Having built the foundation of communication, ‘Support’ builds on the ‘Say’, and it is in this element that the Sponsor starts to actively and overtly support the change.
Sustain: ‘Support’ is much more important than ‘Say’, but ‘Sustain’ is critical for the organisation to deliver value and achieve the strategic goals. This is without doubt the biggest challenge in any change journey, gaining employee adoption of the new way of working.
Blog Source:
https://www.peterfgallagher.com/post/...
After delivering change, transformation, business and process improvement projects for over thirty years, it is difficult not to accept that one of the most important elements in change project success is effective and proactive sponsorship. In fact, without effective and proactive sponsorship, the project will eventually fail. The three key elements are: ‘Say’, ‘Support’ and ‘Sustain’!
Say: Sponsorship starts with providing vocal support for the change. The ‘Say’ is the foundation and is all about communicating the business case for the change to all affected stakeholders. Communication is key to change success and an extremely important first step:
Support: Having built the foundation of communication, ‘Support’ builds on the ‘Say’, and it is in this element that the Sponsor starts to actively and overtly support the change.
Sustain: ‘Support’ is much more important than ‘Say’, but ‘Sustain’ is critical for the organisation to deliver value and achieve the strategic goals. This is without doubt the biggest challenge in any change journey, gaining employee adoption of the new way of working.
Blog Source:
https://www.peterfgallagher.com/post/...
