Guidance on Leading through Change

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Guidance on Leading through Change

• Guidance for Leaders on their role in effectively
  leading change.
• Part of the Education Commissioning Workforce
  Planning change initiative.

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Guidance on Leading Through Change
GUIDANCE ON LEADING THROUGH CHANGE
Please Note This guidance assumes generally
accepted change management principles and is
based on experience of a number of change
management initiatives. Consideration should be
given to the context of your particular
organisation and size / complexity of change in
order to ensure the guidance is appropriately
applied. This guidance is for your information
only, and there are no mandatory actions arising
from its use.
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Effective Change Leadership
GUIDANCE ON LEADING THROUGH CHANGE

• According to Ed Schein, between 80 and 90 of
  behaviour in organisations is determined by the
  top three points in the following list all
  directly attributed to Leadership behaviours
• Leader attention, measurement, rewards and
  controls
• Leader reaction to critical incidents
• Leader role modelling, coaching
• Criteria for recruitment, promotion, retirement
  and excommunication
• Formal and informal socialisation
• Recurring systems and procedures
• Organisation design and structure
• Design of physical space
• Stories and myths about key people and events
• Formal statements, charters, creeds, ethics code
• Additionally, research suggests that Leaders
  actions speak louder than any words communicated
  formally

Leadership 65
Grapevine ?
Why I should change my behaviour or go the extra
mile?
Systems andprocesses 25
Media 10
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Leading Change What should you do?

• Different Leadership actions and activities are
  relevant to the different stages of the guides
  approach. See below for what these activities
  might be, and some examples of each

1. Know where youre going and why
2. Analyse Design
3. Gain Commitment
4. Do it
5. Reinforce it
6. Sustain it
Enrolling
Enabling
Energising

• Make the change (the vision) compelling
• Show you really believe in the benefits of the
  change and are totally committed to achieving it
• Help people see a future they want to be part of
• Involve as many people as possible from around
  the organisation in early working sessions this
  way people will feel they have helped design a
  change that they want to see
• Be visible and available to answer questions
• Walk the floor and talk to people about the
  change. Be open honest and prepared to say you
  dont know
• Help people find a purpose and meaning for
  themselves
• Tailor your messaging according to your
  audience. Telling the same story to a manager
  and his/her employees at the same time will not
  convey the differences in impact on them
  individually. Stand in your audiences shoes
• Request commitment
• Understand which key stakeholders are critical
  to success, and make sure they have a vested
  interest in the change

• Help people to contribute
• Share the implementation plan and help people to
  see how and when they can get involved
• Set stretching targets (together)
• Regularly share with people the results of the
  change so far and set targets that make the
  results of the change real for people
• Build self-esteem, confidence and trust
• Increase your face to face communications,
  through floor walking, informal lunches and one
  to ones. Make time to coach those individuals
  who are critical to the change
• Put words into action
• Release resources to make different ways of
  working possible. Proactively manage individuals
  who are blocking the changes

• Build and sustain energy
• Openly recognise achievements and efforts. Be
  sincere and do this face-to-face where possible
• Celebrate successes
• Challenge your teams to identify Golden
  Moments where the change has taken place. This
  could be as small as a new email distribution
  list being set up demonstrating collaborative
  working and as big as a multi-million pound
  contract being won
• Express optimism
• Remember people have parted with old, trusted
  ways of working. Encourage people to persevere
  reiterate the vision as necessary

Exemplifying

• Demonstrating the behaviours and values that are
  being required of others
• Lead by example and be the first to embody the
  changes If you aim to be more customer-focused,
  incorporate client feedback into all of your
  updates. If you are driving for more rigour
  around processes and structure, dont be late for
  meetings and finish on time

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Sample Change Leadership Capability Assessment

• All Leaders are critical to the change journey.
  As described previously, there may also be Change
  Leaders within the organisation who are not
  Leaders in the traditional or hierarchical
  sense.
• By carrying out a capability assessment, it is
  not the intention to choose who should be
  involved in leading the change, but rather to
  optimise their role. This should be carried out
  in collaboration with the leaders in order to
• Help inform decisions about how they should be
  involved in the change management process
• Identify development opportunities
• Implement action plans to close any of the
  capability gaps
• One suggested method for completion of the
  assessment is for Leaders to self-assess, and
  their manager, or a peer, to assess them
  simultaneously. The results can then be
  discussed openly and incorporated into wider
  organisation professional development processes
  if necessary.
• The list of behaviours which follows should be
  reviewed and edited for relevance, deleting items
  which are not applicable or are out of scope and
  adding relevant items that are not already
  included. Responses should then be given in
  accordance with the following scale
• 1 Person or group does not exhibit the
  particular behaviour.
• 2 Person or group exhibits the particular
  behaviour only to a minimal degree.
• 3 Person or group exhibits the particular
  behaviour a moderate degree.
• 4 Person or group exhibits the particular
  behaviour only to a substantial degree.

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Sample Change Leadership Capability Assessment
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Sample Change Leadership Capability Assessment
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Sample Change Leadership Capability Assessment
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Sample Change Leadership Capability Assessment