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Making change happen and stick. Jim Loft HR Consultant. About me …. Graduate Chemist Worked in laboratories, technical service, quality, manufacturing, learning and development …. and then over 20 years in HR

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making change happen and stick

Making change happen and stick

Jim Loft

HR Consultant

about me
About me ….
  • Graduate Chemist
  • Worked in laboratories, technical service, quality, manufacturing, learning and development …. and then over 20 years in HR
  • Supported most functions of a large blue chip multinational company, including; Manufacturing sites, R&D, IT, Finance, Sourcing, six sigma, engineering …. and EHS.
  • Currently Chair of the SW Wales Branch of the CIPD
about me and change
About me and change….
  • Studied the processes of change
  • Worked in unionised and non-unionised locations
  • Involved with and led organisational change from minor tweeks right up to factory closures
  • Coached and counselled senior managers through all aspects of change
what you will get out of this
What you will get out of this ….
  • A broad picture of change
  • A way of focusing on what’s important
what s to come
What’s to come ……
  • Thoughts on change – Setting the scene
  • Models of change – The meat and potatoes part
  • Common key points – Sorting the wheat from the chaff
  • What that means in practice – Gems of wisdom (maybe)
  • Sum up
starting with some
Starting with some …….

Thoughts on Change

thoughts on change
Thoughts on change

“They always say time changes things, but you actually have to change them yourself.”

― Andy Warhol, The Philosophy of Andy Warhol

“Everyone thinks of changing the world, but no one thinks of changing himself.”

― Leo Tolstoy

thoughts on change1
Thoughts on change
  • A lot has been written about change. If you Google ‘Models of change’ you get literally thousands of results ……
  • This means people must find it;

a) interesting (to want to write about it)

b) important (to think other people will want to read about it)

  • This probably also means it isn’t easy!
slide16

Different Motivations model

Away from …..

….. towards

Higher motivation to get away when close

Lessening motivation as

move away

Lower motivation to get towards when far away

Increasing motivation as move towards

the art of winning
The art of winning
  • A volunteer is worth 10 pressed men
  • Retaliate before your opponent scores
  • Success has many parents, but failure is an orphan
key points
Key points
  • 1. Above all, communicate a motivating and enthusiastic reason for change at the start. Answer the question in people’s minds “What does it mean for me?”
  • 2. Knowing where you’re going is important but it isn’t a substitute for listening first to other people’s ideas about where the destination should be.
  • 3. People who are not involved with change will be, at best, dead weight but more likely they will be resistant or even hostile to it. Remember, each recruit to help is also one less enemy.
  • 4. Ignorance = resistance. It is almost impossible to over communicate. Any vacuum of knowledge will be filled by someone supposing they know, and they usually come up with something much more threatening than the true facts.
slide29

Key points

  • 5. People work best with something to do. Let people know their part and give them as much freedom to act as you possibly can.
  • 6. Nothing wins like a winner, take any short term gains you can along the way to maintain momentum. Shout successes from the rooftops.
  • 7. The leader of change must not let up or take their eye off the ball. This either creates a very negative view where people feel manipulated (they think the reasons for change were not really as important as they were told), or else it promotes complacency and leaves the job only half done. Either way it makes the next change much harder to initiate (avoid creating a ‘flavour of the month’ management style).
  • 8. Don’t tolerate slippage. If the change was so important to achieve, it must be worth measuring and defending.
what this means in practice

What this means in practice

Always involve people in change;

When generating ideas

When communicating plans

When taking actions

When recognising successes

When making change stick

sum up
Sum up ….
  • A lot of things have been said about change
  • There are thousands of models for achieving change
  • The Kotter model of change is very popular
  • The steps to achieving sustainable change all involve people
  • Change = People