Leadership & Communication

Change Management

Apar Dholakia
 Stepping into Leadership

Only ONE thing leaders have in common FOLLOWERS

‘Leaders’ vs ‘Managers’ debate – your role is to CHANGE things!

You need others to help you lead people through change

You need to provide direction, inspiration and let them know

what you stand for
 Stepping into Leadership

You need to create teams/groups that are connected and

effective

You need to understand what motivates others and recognise

individual differences

You need to show them you care about your staff and their
development

You need to be YOURSELF – WITH MORE SKILL!

 Six Traits of Leaders

Drive Desire to Integrity

Lead

Self- Intelligence Job-relevant

Confidence Knowledge
 The Transition Process
Endings
P
O
P
U
L Neutral Zone
Endings
A (Wilderness)
T
I
O
N
New Beginnings

TIME
 Bridges’ Model of
Change Management
Helping People to Let Go
Managing People in the Endings Transition

Endings - a transition where people will feel a sense of

loss – demonstrated by shock, denial, anger.
Best Practices:
• Counsel and listen carefully to their issues – don’t judge
them and tell them to just accept the change.
• You need to be around, be visible and show concern.
• Do not denigrate the past.
• Help them understand what is over and what remains the
same.
 Bridges’ Model of
Change Management
Leading People Through the Wilderness
Managing People in the Neutral Zone Transition

Neutral Zone - a transition where people are in a ‘halfway

house’ state – demonstrated by uncertainty, confusion and
anxiety.

Best Practices:
• Explain that the ‘wilderness’ is a normal, human reaction.
• Create temporary systems, structures, policies etc.
• Deal quickly with divisive issues.
• Identify realistic deadlines and levels of productivity.
 Bridges’ Model of
Change Management
Orchestrating and Supporting People
In the New Beginnings

New Beginnings - a transition where people are beginning to

mentally and emotionally accept the change – they are trying
to behave in the ‘new way’.

Best Practices:
• Explain the 4 Ps - Purpose, Picture, Plan and Part
• Walk the talk, make sure your actions match your words.
• Recognise and reward examples of the new behaviours.
• Celebrate with a few quick successes.
 Leadership Style Continuum
Involvement

Leader

Followers

Tells Sells Consults Joins

 The Commitment Ladder

Level of Commitment Commitment

Enrolment
Genuine
Compliance
Formal Compliance
Grudging
Compliance
Non Compliance

Apathy
 Kotter‟s Model of
Leading Change
Key Questions:
Why should people leave their comfort zone?
What is in it for them to change?

Tip:
Use compelling evidence to make your case for
change.
 Leading Change
Key Questions:
What is their future going to look like?
What are the key steps to achieving the vision?

Tip:
Be concise, Be clear, Be inspiring!
 Leading Change
• Communicating the Change Vision
Key Question:
What are the best ways to ensure the vision and
message of change is persistently driven home?

Tip:
Use as many communication methods as
possible and keep listening (through surveys etc)
to ensure the message is getting through.
 Leading Change
• Empowering Broad Based Action
Key Questions:
What resources (people, budget, etc) need to be
allocated to the change project?
What blockages needs to be removed?
Tip:
Allocate top talent, full time if necessary, to the
change project and don’t underestimate the
resistance to significant change.
 Leading Change
• Generating Short Term Wins
Key Question:
What successes should we prepare to celebrate
and how do we advertise the fact?

Tip:
Seize every available short term win and
advertise it, even excessively, to maintain
‘urgency’ levels.
 Leading Change
• Consolidating Gains and Producing More Change

Key Question:
What still needs to change in order to continue
momentum?

Tip:
Don’t declare victory too soon – keep adapting
and moving forward.
 Leading Change
• Anchoring New Approaches to the Culture
Key Question:
Where is the evidence the change has worked?

Tip:
At an anniversary time, present the proof the
change has worked and thank people for their
efforts.
 Leading Change
• Promoting a Sense of Urgency
• Creating a Guiding Coalition
• Developing a Vision and Strategies
• Communicating the Change Vision
• Empowering Broad Based Action
• Generating Short Term Wins
• Consolidating Gains and Producing More Change
• Anchoring New Approaches to the Culture
 Effective Communication

Effective Productive
Communication Relationship

Studies tell 70 % of mistakes in the workplace are a direct

result of poor communication…..
 We communicate to……
• Get information
• Motivate
• Cheat
• Praise
• Make arrangements
• Give advice
• Sell
• Greet
• Abuse
• Etc
 Verbal, vocal and visual

Verbal :
The message that
we deliver

Vocal :
Communication The voice that we
convey

Visual :
Our body language
Causes of Communication Difficulties
• Lack of information and knowledge
• Not explaining priorities or goals properly
• Not listening
• Not understanding fully and fail to ask questions
• Mind made up, preconceived ideas
• Not understanding others‟ needs
• Not thinking clearly, jumping to conclusions
• Bad mood
• Failure to explore alternatives
 Communication Trilogy

Mutual
respect

Gather good Give good

information information
 Give Good Information

Six C of giving good

information

Clear Concise Correct

Complete Courteous Concrete

 7 Positive Principles for
Cooperative Communication
1. Soften the „you‟s or change the into “I” to avoid
sounding pushy
2. Focus on the solution, not the problem
3. Turn can’ts into cans
4. Take responsibility – don‟t lay blame

5. Say what do you want, not what you don‟t want

6. Focus on the future, not the past

7. Share information rather than argue or accuse

Thank You