COURAGE COMMUNICATION & CHANGE
CHANGE IS INEVITABLE www.changeandstrategy.com @CampbellTCC
88% OF CHANGE INITIATIVES FAIL www.changeandstrategy.com @CampbellTCC
WHY? www.changeandstrategy.com @CampbellTCC
PEOPLE DON’T LIKE CHANGE WHY? Fear of failure Fear of the unknown Fear of blame Fear of future The comfort of victimhood Lack of assistance www.changeandstrategy.com @CampbellTCC
AUDIENCE Only your people can deliver the change your business requires. Only your people can deliver your strategy. www.changeandstrategy.com @CampbellTCC
WHY CHANGE FAILS 1. People don’t like change. 2. Lack of clarity about what we are trying to achieve and why 3. The implications are not fully understood 4. Obsession with process over outcomes 5. Inertia 6. The project is set up to fail 7. Poor communications & disingenuous engagement 8. We forget that emotions trump logic every time 9. A change-averse culture 10. Leadership doesn’t stay the course www.changeandstrategy.com @CampbellTCC
IMPLICATIONS NOT FULLY UNDERSTOOD “There are downsides to everything; there are unintended consequences to everything.” Steve Jobs, Founder Apple www.changeandstrategy.com @CampbellTCC
INERTIA Initial Inertia Mid-Term Inertia Complacency Moving from talk to action Momentum too great Success breeds failure “Success breeds complacency. Complacency breeds failure. Only the paranoid survive.” Andy Grove, Founder, Intel. www.changeandstrategy.com @CampbellTCC
EMOTION TRUMPS LOGIC www.changeandstrategy.com @CampbellTCC
LEADING CHANGE IS TOUGH “And it ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” Niccolo Machiavelli www.changeandstrategy.com @CampbellTCC
TWO KEY CHANGE WORKSHOPS LEADING CHANGE - F O R L E A D E R S H I P T E A M S - EMBRACING CHANGE - F O R E V E R Y O N E - www.changeandstrategy.com @CampbellTCC
THE CHANGE MATRIX Different types of change Big ‘Burning Platform’ ‘Quantum Leap’ SIZE OF THE CHANGE Big change Big change forced upon me I have chosen ‘Adapt’ ‘Grow’ Small change Small change forced upon me I have chosen Small Total None PERSONAL CONTROL www.changeandstrategy.com @CampbellTCC
THE ‘BURNING PLATFORM’ CHANGE CURVE Our reaction to unexpected change is both personal and predictable … Modified Kubler-Ross change curve www.changeandstrategy.com @CampbellTCC
THE ‘QUANTUM LEAP’ CHANGE CURVE Our reaction to change we instigate follows a similar pattern … Embracing Excitement Apprehension Fear Acceptance Remorse Understanding www.changeandstrategy.com @CampbellTCC
THE CHANGE MATRIX Different types of change Big ‘Burning Platform’ ‘Quantum Leap’ SIZE OF THE CHANGE Big change Big change forced upon me I have chosen Leaders Employees ‘Adapt’ ‘Grow’ Small change Small change forced upon me I have chosen Small Total None PERSONAL CONTROL www.changeandstrategy.com @CampbellTCC
ESSENTIAL INGREDIENTS OF SUCCESSFUL CHANGE 1. Strong, committed, aligned and unwavering leadership team 2. Complete clarity about what we are trying to achieve and why 3. Laser-like focus on the outcomes 4. Detailed understanding of the implications of the change 5. Find the emotional triggers 6. Genuine engagement of people at all levels 7. Clear accountabilities, responsibilities and decision making 8. A change process that includes a ‘pause for reflection’ 9. A Change Catalyst to drive delivery 10. Establish an enabling, change-ready culture www.changeandstrategy.com @CampbellTCC
CLARITY OF STRATEGY Mission / Purpose / Why “If you don’t know where you are going, you’ll end up someplace else.” Yogi Berra www.changeandstrategy.com @CampbellTCC
VALUES 3 types of values: 1. Brand Values 2. Corporate Values 3. Aspirational Values Right Values vs Real Values When does stating your values diminish your brand? Your values must be genuine www.changeandstrategy.com @CampbellTCC
CULTURE IS ESSENTIAL 84% of executives declare that: ‘Culture is critically important to business success’ Yet: <50% believe their companies do a good job of managing culture or that culture is a priority in their companies’ transformation initiatives. “A company’s culture is how people behave when they think no-one is watching” (Bob Diamond, CEO Barclays, weeks before resigning due to the Libor fixing scandal) www.changeandstrategy.com @CampbellTCC
COURAGE “I am personally convinced that one person can be a change catalyst, a ‘transformer’ in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage and faith to be a transforming leader.” Stephen Covey www.changeandstrategy.com @CampbellTCC
"It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change." Charles Darwin www.changeandstrategy.com @CampbellTCC
QUESTIONS? campbell@changeandstrategy.com vern@tribepictures.com @CampbellTCC @vernoakley
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