Re-Energising a Stalled Change Campaign
Training Description
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
Charles Darwin
"The most human characteristic is resistance to change"
Sir John Harvey Jones
This is a specialist training course for the people who are either leading of playing a significant part in or are in the midst of a change programme that has either stalled or is not delivering the anticipated results. If this is you then you are not alone. Research suggests that over 85% of change projects or programmes fail to realise the objectives agreed at the outset. Change projects are rife with problems. These are some of the most common causes:
•1) Insufficiently compelling reason to change. Those that are impacted by the change whose commitment and action is required for the change to be successful are insufficiently inspired and/or active in making change happen
•2) Insufficient active commitment from the leader or leaders of the organisation to make the decisions necessary to deliver the change
•3) Insufficient, inadequate and inappropriate communication to all those involved to ensure those affected by the change are kept up-to-date with progress or lack of
•4) Those charged with delivering the change agenda have insufficient resources (time, budget, people) and the right skill set to deliver the change
•5) The obstacles to change that have been highlighted as priority risks are not handled. This includes key stakeholders who actively or passively block progress
•6) Scepticism breeds when, despite the efforts at the outset, results are not forthcoming
•7) Despite early success the programme becomes too ambitious and unwieldy
•8) The changes fail to become embedded as business as usual via procedures, induction/training programmes and communication
Throughout the day the participants are invited to diagnose the root causes of the stalled campaign and consider the actions they will need to take in order to reenergise people and create the momentum necessary for change to happen.
This course is focused on the people side of change i.e. deciding what has to happen to engage, enthuse and enroll people into a change campaign and once they are engaged keep them there!
Time is set aside towards the conclusion of the day to consolidate their thoughts and plan the next steps.
The Course Suits
Any individual or team member who is looking to reenergise a stalled change campaign
Anyone who is in the early stage of a change campaign and would like to diagnose any potential problems before they happen - in effect the course is a risk analysis for a change campaign
Any change leader who is attempting to find answers to one or more of the following questions:
- How do we make the people sitting at the front desk comfortable with change as part of the norm?
- How do we move away from well worn and some may say trite phrases e.g. "empowered, holistic, proactive" etc etc to a reality where change is the norm?
- How do we deliver a change agenda in parallel to managing the day-to-day business?
- How do we integrate training into change?
- What skills do change leaders need to equip themselves with if they are going to influence and persuade people throughout the organisation to adopt the ‘new way'?
- How do we identify, isolate and change (or remove) those who choose to sabotage the change process?
- How we rationalise the fact that change is full of risk when people in this organisation have ‘played it safe' for so long?
- How do we set anchor points that people can hold on to and draw comfort from whilst all this change is going on?
- How do I as a change leader get to and know when I have succeeded and my job has become redundant?
Training Benefits
A comprehensive diagnosis of the causes behind the faltering change project or campaign
Detailed analysis resulting in a comprehensive action plan to resurrect the change campaign
Creation of an argument or series of arguments to persuade key stakeholders back at work to reengage with the change campaign
Introduction of a suite of persuasion and change tools designed to re - energise the campaign including
•· The 10 steps to delivering a successful change project
•· A 4-step model to persuade stakeholders
•· Mapping stakeholders
Course Timetable
9:30 - 10:00 Introduction and objectives. Participants reveal the change campaign they are involved in and the challenges they face.
10:00 - 10:30 Introduction to the 10-step change campaign diagnostic - this is used by the participants to identify and clarify the primary reasons why the campaign has stalled
The 10 steps are as follows:
•1. The organisation has significant pain and a compelling reason to change
•2. Bring a powerful coalition together who will drive the change agenda
•3. Create a compelling vision that inspires people
•4. Develop a comprehensive, practical, understandable and flexible plan and route map with key milestones
•5. Communicate, communicate, communicate!
•6. Equip the leaders with the change agent's toolkit
•7. Generate and celebrate a series of small wins
•8. Confront resistance and ‘change the people or change the people'
•9. Sustain momentum by taking on bigger challenges
•10. Embed the changes until they become habits
10:30 - 10:45 Break
10: 45 - 11:30 10 steps continued
11:30 - 12:00 What this means? The comprehensive diagnostic will reveal the action s required by the change leaders/team to reenergize the campaign. The period up to lunch will be used to define how the remainder of the course will be conducted and what topics and tools will be covered.
Use will be made of a simple risk analysis matrix to define potential courses of action.
12:00 - 12:45 Lunch
12:45 - 15: 30 Commonly used change tools : These will be introduced to the participants based on the diagnosis carried out in the morning.
Tools include:
Pinpointing the people who are blocking the change and deciding what to do
The Peer Review this is proven to be the most powerful tool used to re-energise a stalled campaign
How to design and execute interventions that cause action
A 4-powerful 4-step persuasion model
Stakeholder mapping and management
The competencies of a first-class change agent
(This period will include a 15-minute refreshment break)
15.30 - 16.15 Consolidation of a back-home action plan including how to measure the results and know that the change campaign is back on track
16.15 - 16.30 Summary, final comments and course review
16.30 Close
© PTP/322
Re-Energising a Stalled Change Campaign training course available to book:
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