change management process change management plan
According to Wikipedia, "Leadership is deciding what it is people will do. Managing is making sure people do what they know how to do. Training is teaching people to do what they don't know how to do. Mentoring is showing people how other people who are really good at doing something, do it. Coaching is helping to identify the skills and capabilities that are within the person, and enabling them to use them to the best of their ability - and thereby increasing the independence within the individual, and reducing reliance." Each of these elements is important and a leader uses and demonstrates each of these.
If you want to lead your organisation through change effectively and efficiently, then you must coach your team and enable them to not only to accept the change, but to embrace it. Simply telling them there is a change, and even creating the best resourced plans to deliver the change, will not bring them to the point of acceptance.
This makes understanding and including some key aspects of coaching into your leadership skill set invaluable in the pursuit of creating lasting change. It means you are more likely to get breakthrough performances that replace incremental improvements, leading to new or sustained competitive advantage from employees.
Ineffective communication is one of the key factors for poor productivity. In a business with 100 employees there is an average downtime of 17 hrs a week clarifying communication (SIS International Research circa 2008/2009) and this is without a major change initiative going on.
Key elements of communication that you can coach individuals on are - listening skills, good questioning techniques and giving feedback.
"Everything has been said before, but since nobody listens we have to keep going back and beginning all over again." ~ Andre Gide
Have you ever had a conversation like that? It can be positively painful! So who has responsibility in effective communicat ion? Everyone. The person communicating has the responsibility to ensure they do everything they can to ensure the message they want delivered is the one received. That means clear and simple messages.
Active listeners enter the other person's world and see things through their eyes. This allows them to seek out new ways to think about issues and concerns, to understand them and their feelings, and to encourage them to create solutions or simply answer their questions.
By asking effective questions you create focus, build knowledge, develop an understanding of the other person's world and create space that opens up possibilities for solutions.
Effective questions are questions that put the other person at ease, makes them feel validated, connected and part of things. Questions are an incredibly powerful tool for effective communication. Effective questions usually start with or include 'What' or 'How'.
There is no failure, only feedback. This is an im portant concept for leaders to embrace and for employees to learn. Feedback helps us grow and develop because without it we have no idea how we can improve things. It is important to point out what is working and focusing improvements on the future. Never end feedback by highlighting what is not working. Give feedback as close to the event as possible.
Conventional change management suggests addressing behavioural and attitudinal changes by putting in place four basic conditions will improve success rates: a) a compelling story, b) role modelling, c) reinforcement systems, and d) the skills required for change. Statistics based on this are low, why aren't they better? Where do you start? The contents of Change, It's Up To YOU - A Leader's Guide to Creating Lasting Organisational Change will show and support you in successfully implementing the "change" you need!
This book will change the way you think about change
http://www.palmerhiggsbooks.com.au/change-it-s -up-to-you-ebook.html