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Through a targeted Change Management Strategy, impactful training, and accessible documentation, we help our clients create the business critical change they need.
Our goal is to deliver your message via a close linkage between documentation and training to ensure performance support at the moment of need. Contact us today to discuss how we can help you to make the change you need to make in your organization. Expecting resistance to change and planning for it from the start of your change management progamme will allow you to effectively manage objections. The vast majority of companies continue to just hope that employees of their change initiatives will simply embrace the changes thrust upon them. Change management require a compelling change story, communicating it to employees and following it up with ongoing communications and involvement.
Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. Change management is the discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes. One of the many common topics in leadership and organizational change, is how to manage change.
Many new projects, systems, strategies or cultural changes fail to be implemented successfully, because people resist change.
How can you ensure the individual gets enough benefit from the change, to make the extra work and effort worthwhile?
The best way of analyzing what changes will need to be made to support your new project or strategy, is to get a group together in a workshop, and to use the Change Puzzle Kit. Identify further plans you may need to make to ensure the change is implemented successfully. Winning the Game of Change includes 42 cards detailing best practices of change management. The leader and the change team’s intentions influence how people feel about any organizational change.
Your intention will show up in the way you choose to communicate and to manage your change. Do you encourage people to voice their fears and concerns, and suggest ways of ensuring the implementation works? Do you provide training, coaching and tools to help people to perform their roles successfully? Do employees and change agents believe that when they have problems, they have someone to go to who will listen?
Do you give everyone a chance to contribute creative ideas to make the change work better in their areas? During an initial communication, you need to communicate the following, clearly and simply. Give them an activity to do, during which they can act out the role they will play in the future. What is the role of the individual, middle manager, branch manager, change agent, executive, sponsor, CEO, internal change consultants, external consultants and the change team? Encourage people to discover their special gifts and talents and use them during the change process.
Winning the game of change Develop a change management or organizational development strategy for your organization or project. This will pin this article to the community board for guests or to your own private board for members who are logged in. Change Puzzle: A systems thinking tool to use to diagnose, plan and measure complex changes. A facilitation tool kit filled with left and right brained activities for facilitators, OD consultants, team leaders, change agents and coaches.

How to ensure everyone in your organization supports one another during an organizational change. This OD intervention workshop will help you to align what leaders and employees do to a new stra..
When you ask the people right down at the coalface, however, you tend to get a different set of words used, including ‘unclear’, ‘wrongheaded’, ‘fuzzy’, ‘bizarre’ and ‘they must have been completely out of their mind when they thought that would work’.
So why do employees tend to have a different view of a strategy when compared to a senior management team?
All of these things affect how an employee views the strategy being espoused by their managers. Communication about your strategy needs to energise and rally your employees around an idea. Be insistent on levels of performance expected from your staff to give them an understanding of the boundaries that exist—about what is acceptable and what is unacceptable. When you are consistent and persistent but not insistent, the drive for individuals to perform fades, and individual efforts rule the day. When you are consistent and insistent but not persistent, frustration results as you expect great performance some of the time, but appear not to care the rest of the time. And if you are insistent and persistent but not consistent you create confusion as the goalposts of ‘good’ performance or behaviour seem to shift depending on the individual.
It’s only when you are consistent, persistent and insistent that you can expect sustained high performance from an empowered team. Cascading directions from the strategy for staff to execute is insufficient unless the authority and capability to execute accompanies the direction.
If they have the capability but you starve them of the authority they will grow frustrated by the apparent micromanagement. Performance management systems need to be both clear in what they apply to and the standards that are expected, and consistently enforced.
In executing a strategy, leaders must be mindful of their communication (both in content and channel), their actions, their direction and the support they provide to employees to allow them to follow that direction, and their performance management system. Change Factory can help you to design and implement a robust implementation plan for your strategy, making change easy. Selfies sriracha YOLO, bicycle rights freegan biodiesel mumblecore deep v brunch banjo Terry Richardson authentic single-origin coffee. Employee engagement is an often discussed topic within the Human Resources fraternity, and with good reason.
Performance management has some essential elements and tools, required to create a committed team of people who demonstrate personal leadership in executing the organisation’s strategy…regardless of the organisation.
Simpo Technologies provides professional PDF products, such as PDF Creator, PDF to Word, PDF to Text, Word to PDF Converter. PDF to Word Converter Mac can assist you to batch convert PDF files to Word documents on Mac OS. Mac PDF to image Converter is an excellent PDF to image converting software convert PDF to image JPG (JPEG), PDF to TIFF, PDF to PNG, PDF to BMP on Mac. Understanding the most common reasons people object to change gives you the opportunity to plan your change strategy. Even a “small change” like the cartoon shows can have disastrous consequences if everyone isn’t on the same page. The challenge of managing change is how to ensure that the benefits the organization expects as a result of a new system, strategy, structure, technology, culture or business model are actually achieved.
To ensure your changes or projects achieve the benefits you want, it is useful to develop a change management strategy that will take into account everything that has to be done, to ensure your change works.
A strategy that incorporates rational intelligence (IQ), emotional intelligence (EQ) and spiritual intelligence (SQ). Prepare a list of benefits of your change, to the company, the customer, the team and to each individual.

How will it affect everything from the roles people play, the teams they work in, the people they report to, the way they get rewarded, to their future career paths?
This could include the roles of every individual, the middle manager or branch manager, the executive sponsor, the change team and internal vs external change consultants. Getting all role players to share what they have learned as well as their success stories so as to encourage others. It provides information showing strategies other organizations have used to manage change successfully. When people participate in planning how the change will impact on them, they are less likely to resist change.
Filled with recipe cards or activities to manage any change, reduce resistance and build excitement. Used in strategy implementation, project implementation, values roll-out, OD, change management & performance improvement.
There are ‘growth’ strategies, ‘breadth’ strategies, ‘holistic’ strategies, and my personal favourite, ‘tactical’ strategies. To be effective, then, managers need to apply the following principles to their communications, actions, directives, and the design of their performance management system. This means being insistent all the time—not just around performance review time, or the end of the month, or when the reporting is due. This means expecting the same results from all of your staff—not letting poor performance slide because an individual is ‘usually’ a stellar performer, or conversely throwing a party when a poor performer manages to meet their expected targets. If they have the authority but not the capability, expect errors in decision making as they apply their best efforts.
Without one or both of these factors, staff become disinterested or frustrated with the system, or you will get patchy results in the execution of your strategy as some staff take the strategy on board and others don’t.
Having any of these items either incongruent with your strategy or poorly executed makes your strategy unlikely to succeed. They should be a means by which we describe a desired outcome that invokes a vivid mental picture of our goal.
Does anyone else out there agree that organizations would benefit from an increased awareness of how change management delivers results? A strategy that demonstrates real leadership and results in a powerful organizational change.
Use this participative tool in a workshop to plan to implement the people side of a project or develop an OD plan or change management strategy for an organization.
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A persistent leader drives performance from their staff all year, not just in isolated pockets.
It is only when the performance management system is both clear and well- and consistently-enforced that it begins to do what it should, and drive improved performance. Or you may choose to start your implementation in a small, low risk area, learn lessons, and build experience before rolling out the change in larger or high risk areas. Keeping everything impersonal simply alienates members of your staff; you risk them substituting their own interpretations for what you could have told them directly, had you been available for them to ask. Together you will develop an even more powerful change strategy - one that now also has the buy-in of your stakeholders.

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