Peter F Gallagher

8th Critical Organisational Change Implementation a2BCMF^® Step - Execute Phase

Definition: This step is about Developing New Skills and Behaviours by performing a gap analysis of existing skills and behaviours at the current state ‘a’. Training can then be provided to close gaps for employees, to ensure adoption of the change and alignment with the new way of working at the future state ‘B’.

“If you do not change employee behaviour, you will not get organisational change and performance improvement”

Business Benefits: Most change requires improved skills and/or behaviours, so employees and the organisation can operate at the new level of working to ensure adoption, improved performance and benefits realisation.

Business Objective: To evaluate existing skills and behaviours, identify skill and behaviour gaps, select available courses or design new courses to ensure employees operate effectively and efficiently in the new way of working. For your organisation to deliver a good service or manufacture good products, the employees must have the right skills and behaviours.

a2B Change Management Framework^® (a2BCMF®)

The a2B Change Management Framework^® (a2BCMF^®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF^® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.

The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach, and some steps can be performed simultaneously.

#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Find Out More: Leadership of Change - Change Management Body of Knowledge

https://www.amazon.com/Peter-F-Gallagher/e/B07P7NF6TP%3Fref=dbs_a_mng_rwt_scns_share

“Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership”

The fifth key change question all leaders should be able to answer:

“Do you have the change leadership skills to lead your organisation's change or transformation?”

Leadership team alignment is fundamental to the health of an organisation and critical when implementing strategic change. We often find an organisation’s priorities are ranked very differently by each individual leadership team member. In addition to this, each leader on the same team has something even more important than the ranked priorities of the organisation, they have their own goals and egos. Unless the leadership are aligned, they are a high performing team and have change leadership skills to navigate their change, then no change model or tool, no number of competent resources or external consultants will deliver change successfully. The fifth process step of the Change Leadership Alignment process is:

Step 5 - Develop Leadership of Change® Capability: Change management gamification will be used for experiential learning during a change case study where the leadership team assesses, selects and implements their chosen change tactics through three simulation change phases: Plan, Execute and Sustain.

The strategic change leadership alignment process develops change leadership capability, so the organisation’s leaders are aligned as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits.

The five Step Approach to Leadership Alignment includes:

1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability

Corporate thinking about change management has evolved in recent years and it is considered as a core competence by some leading organisations. Varying degrees of change capability, low employee adoption, lack of sustainability and low benefits realisation have become the drivers to develop corporate change capability. Change capability starts with the top leadership team, they understand previous change history and the barriers to success, so they align strategically as a high performing team and then develop the skills and knowledge to successfully deliver future organisational change.

"Organisational change leadership is about effectively and proactively ‘Articulating’ the vision, ‘Modelling’ the new way and ‘Intervening’ to ensure sustainable change”

More on Change Leadership Alignment: https://www.peterfgallagher.com/change-leadership-alignment

#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Lean Leader Masterclass - Leadership of Improvement

Vistage Executives (Group 250) - Coventry - 15th July 2021

I was speaking to a group of Vistage Key Executives (Group Bob Battye - Key 250) in Coventry, UK in a Lean Leader Masterclass. This is the second delivery of this workshop within a three-week period, and it was fantastic to be back delivering with Bob Battye, Vistage Group Chair. Bob has over 20 years’ experience running Peer Groups and Leadership Coaching. The participants were highly engaging, open to learning and started to develop lean skills and knowledge through the two lean simulations using experiential learning.

The UK industry is coming under more and more pressure to improve organisation operating performance, reduce cost, improve quality, and schedule delivery. We are already under-performing in comparison to other G7 countries and post Brexit delivering business improvement is an imperative organisation strategy. Building business improvement capability, selecting the right business improvement methodology and driving the programme is critical to get a return on investment (ROI) and start to improve organisation performance. This Lean Leader Masterclass is for executives who will lead or be part of a leadership team considering or currently implementing a business improvement programme into their organisation.

Masterclass Sessions

1. Change Disruption and 4IR:

• Recognise that 4IR will have a massive impact on the way we live, work, and socialise.

2. Strategic Planning:

• Appreciate the importance of linking lean to strategy.

3. Lean Leadership Masterclass (Main Session):

• Gain an overview of lean methodologies, tools and techniques.
• Experience Lean Simulation Phase 1 (As-Is).
• Perform a Value Stream Mapping (VSM) Exercise.
• Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).

4. Change Management:

• Understand it is an enabler to lean implementation and employee change adoption.

“Business improvement projects are more likely to fail due to people and communication challenges rather than the application of business improvement tools or methodologies”

#LeadershipOfImprovement

#LeadershipOfChange

#ChangeManagement

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment, Change Management Gamification and Lean Leader Masterclasses.

Source: https://www.p

Last week I was speaking to a group of Vistage Chief Executives (Group CE 5) in Birmingham, UK in a Lean Leader Masterclass. With covid restrictions lifting, this is my first in-person workshop since delivering a Change Leadership Alignment Workshop in Dresden, Germany, March 2020. It is fantastic to be back delivering and engaging leaders face-to-face and it was great to work with Bob Battye, Vistage Group Chair CE 5 who has over 20 years’ experience running Peer groups and Leadership coaching.

The UK industry is coming under more and more pressure to improve organisation operating performance, reduce cost, improve quality, and schedule delivery. We are already under-performing in comparison to other G7 countries and post Brexit delivering business improvement is an imperative organisation strategy. Building business improvement capability, selecting the right business improvement methodology and driving the programme is critical to get a return on investment (ROI) and start to improve organisation performance. This Lean Leader Masterclass is for executives who will lead or be part of a leadership team considering or currently implementing a business improvement programme into their organisation.

Masterclass Sessions

1. Change Disruption and 4IR:

• Recognise that 4IR will have a massive impact on the way we live, work, and socialise.

2. Strategic Planning:

• Appreciate the importance of linking lean to strategy.

3. Lean Leadership Masterclass (Main Session):

• Gain an overview of lean methodologies, tools and techniques.
• Experience Lean Simulation Phase 1 (As-Is).
• Perform a Value Stream Mapping (VSM) Exercise.
• Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).

4. Change Management:

• Understand it is an enabler to lean implementation and employee change adoption.

“Business improvement projects are more likely to fail due to people and communication challenges rather than the application of business improvement tools or methodologies”

#LeadershipOfImprovement

#LeadershipOfChange

#ChangeManagement

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment, Change Management Gamification and Lean Leader Masterclasses.

Source: https://www.peterfgallagher.com/single-post/peter-f-gallagher-speaking-to-uk-chief-executives-lean-leader-masterclass-birmingham

Leadership of Change^® Body of Knowledge

Released on Amazon Kindle Jun 30th, 2021

Change Management Adoption: Achieving Employee Change Adoption in a major organisation change or transformation has mixed success, and the return on investment (ROI) benefits are not always realised. For change adoption to be successful, the leaders, sponsor and change team should support employees through the change transition by providing Awareness, Understanding, Involvement, Learning, and Motivation (AUILM^®) for the change.

About this Book: Organisations are operating in an environment of rapid change and transformation, where success is dependent on employees adopting the new technology or way of working to improve operating performance and achieve the targeted ROI. The fact that successful implementation of the change or transformation is critical to the future viability of the organisation is sometimes not enough.

The Leadership of Change^® Volume 5 focuses on how to achieve employee change adoption in a major organisation change or transformation using the AUILM^® Employee Change Adoption Model. The AUILM^® Model outlines the five key life cycle steps the employee goes through in the change transition. The model helps change teams to understand how employees tend to react during change and then supports them through the change, so resistance is minimised, and adoption is maximised. For change adoption to be successful, employees should be supported through the change transition, being provided with Awareness, Understanding, Involvement, Learning, and Motivation so the organisation can achieve sustainable change and benefits realisation. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework^®(a2BCMF^®).

Other leadership of Change Volumes, available on both Amazon and Google Play:

• Change Management Fables – Volume 1
• Change Management Pocket Guide – Volume 2
• Change Management Handbook – Volume 3
• Change Management Leadership – Volume 4
• Change Management Adoption – Volume 5
• Change Management Behaviour – Volume 6
• Change Management Sponsorship – Volume 7
• Change Management Gamification Leadership – Volume A
• Change Management Gamification Adoption – Volume B
• Change Management Gamification Behaviour – Volume C

https://amzn.to/3jA7GJA

#LeadershipOfChange

#ChangeManagementAdoption

#ChangeManagement

#a2BConsulting C-Suite Change Consulting

7th Critical Organisational Change Implementation a2BCMF® Step - Execute Phase

Definition: Resistance is the reaction by the organisation, departments, or individuals when they perceive that an organisational change coming their way could be a threat to them. Without further awareness and understanding, this resistance will cause fear. It will trigger actions that negatively impact the pace of organisational change implementation, adoption of the new ways of working and benefits delivery.

“Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow”

Business Benefits: Change resistance can be a major obstacle in achieving change adoption and benefits realisation. The change team must understand this and have tactics to address resistance.

Business Objective: To prevent resistance developing by following the previous a2BCMF®steps and focusing on employee adoption. Achieving Employee Change Adoption in a major organisation change or transformation has mixed success, and the return on investment (ROI) benefits are not always realised. For change adoption to be successful, the leaders, sponsor and change team should support employees through the change transition by providing Awareness, Understanding, Involvement, Learning, and Motivation (AUILM^®) for the change.

#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Find Out More: Leadership of Change - Change Management Body of Knowledge

https://www.amazon.com/Peter-F-Gallagher/e/B07P7NF6TP%3Fref=dbs_a_mng_rwt_scns_share

I have been a member of the ASQ for many years and hold a Manager of Quality/Organizational Excellence Certification - CMQ/OE. This will be the third time I will be speaking to the American Society of Quality (ASQ) and I am always invigorated by their energy, drive and passion for quality and improvement.  I will be speaking to the ASQ Great Britain Section on:

      ‘Ten Change Management Lessons Learned Leaders SHOULD Know’

There is a big difference in leading normal-day-to-day operations and leading organisational change, quality or improvement initiatives. They require a different set of skills and very often leaders are not set-up to lead organisation change, quality or improvement initiatives. Successful change implementation is one of the biggest problems that modern organisations face. We are in the middle of 4IR, the strategic imperative to change is clear and without doing things differently our organisation is unlikely to succeed or be in business

     Topics include:

• Introduction: Change Management Benefits - Managed Change Vs Unmanaged or Reactive Change.
• Sponsorship: "Sponsorship is the single most important factor in change success"
• Change History Assessment© (CHA©): “To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success”
• Manage Resistance: “Nothing negatively impacts organisation performance quicker than employees who resists change and who believes that the way they work today is the way they will work tomorrow”

Practical Takeaways:

1. Organizational change management is a game changer for success project delivery
2. Proactive sponsorship and leadership alignment critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance
5. The leadership team needs to be aligned
6. Change leadership skills can be developed through gamification

#LeadershipOfChange

#ChangeManagement

#ChangeManagementLeadership

#Quality

#ASQ

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Further details: https://www.peterfgallagher.com/single-post/asq-great-britain-section-june-2021-peter-f-gallagher-speaking-on-change-management-and-quality

“Change waits for no leader”
 
Leadership team alignment is fundamental to the health of an organisation and critical when implementing strategic change. We often find an organisation’s priorities are ranked very differently by each individual leadership team member. In addition to this, each leader on the same team has something even more important than the ranked priorities of the organisation, they have their own goals and egos. Unless the leadership are aligned, they are a high performing team and have change leadership skills to navigate their change, then no change model or tool, no number of competent resources or external consultants will deliver change successfully.
 
“The skills required for leading day-to-day operations are very different to change leadership”
 
The strategic change leadership alignment process develops change leadership capability, so the organisation’s leaders are aligned, as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits. The five Step Approach to Leadership Alignment include:
            1. Change History Assessment©
            2. 1:1 Leadership Interviews
            3. Strategic Alignment Workshop
            4. Develop High Performing Teams
            5. Develop Leadership of Change® Capability
 
"If more employees were better leaders of change, the organisational benefits would be endless"
 
Source: https://www.peterfgallagher.com/single-post/are-you-aligned-on-your-strategic-objectives
 
#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification
 
Background Photo Credit: Josh Calabres

One of the most challenging aspects of any change programme is the way in which the employee behaviours are addressed. Changing employee's behaviour and improving their performance is a critical part of the change management process.

“If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour”

To solve the employee behaviour problem, the organisation must Recognise there is an issue. The new behaviours need to be Redesigned, a Resolution made to implement them, Replicate them and Reinforce the new way.

Our a2B5R^® Model systematically supports the transition of the employee behavioural change from the current state 'a' to the future state 'B'. The model specifically supports the a2BCMF^® Step 8 - Develop New Skills and Behaviours. During the definition step the few new critical behaviours will have been defined and they will be developed along with the new skills.  The a2B5R® Model is based on over thirty years of international change experience and brings together leading practice in employee behaviour change. 

“While adopting change it is important to learn the new skills, but sometimes the new behaviours are critical” 

Change Management Behaviour - Leadership of Change^® Volume 6:

This change management book focuses on how to achieve employee behaviour change which can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change.

The Leadership of Change^® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R^® Employee Behaviour Change Model. The a2B5R^® Model outlines the five key life cycle stages of the change transition that change teams should take their organisation and employees through. The first stage is to get the organisation and its employees to Recognise there is a behaviour issue. Then the new behaviours need to be Redesigned, a Resolution made to implement them, then Replicate them and finally Reinforce the new way. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework^® (a2BCMF^®).

#LeadershipOfChange

#ChangeManagement

#ChangeManagementBehaviour

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Book Link: https://www.peterfgallagher.com/vol-6-change-management-behaviour

10 Change Management Lessons Learned Leaders SHOULD Know

This year at @ASQ WCQI, attendees will learn how to assess, increase, and leverage their expertise in the quality arena. I’ll be presenting Change Management Lessons Learned Leaders SHOULD Know.

“Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership”

#WCQI2021 is a great opportunity for any quality professional. Whether you are new to the quality community or bring years of experience, the 2021 agenda will help guide you to realise your impact on your organisation’s transformation.

Change Management Supporting Sustainable Quality and Improvement Initiatives

Agenda

1. Change Definition
2. Secure Sponsorship and Resources
3. Access Previous Change
4. Develop a Detailed Change Plan
5. Communication the Change
6. Change Readiness
7. Manage Resistance
8. Develop New Skills and Behaviours
9. Adoption
10. Sustain and Close

(a) Change Leadership Alignment must be completed before the change journey starts

(b) Using Change Management Gamification to develop change leadership skills and knowledge

(c) Summary and Practical Take-Aways

Practical Takeaways

1. Organizational change management is a game changer for success project delivery
2. Proactive sponsorship and leadership alignment critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance
5. The leadership team needs to be aligned
6. Change leadership skills can be developed through gamification
   
   

Conference Theme Details:

Celebrating Quality: Past, Present and Future: Encompassing more than manufacturing integrity, today’s concept of quality represents an enterprise-wide philosophy encompassing all facets of organisational excellence. In recognition of the vital connection between excellence, digital transformation, and deep cultural improvement, WCQI 2021 showcases quality’s myriad contributions to organisational excellence, and celebrates 75 years of bringing quality professionals together to explore quality’s distinctive ability to transform people, processes, and organisations.

The 2021 conference agenda will offer actionable strategies and deep insights into organisational excellence, disruptive technologies, leadership and change management, and quality fundamentals. Attendees will come away with vital tools and tactics to affect change, increase value, and drive their organisations toward quality goals.

Further Details: www.asq.org/conferences/wcqi

Speaker page.

Status: no in-person attendance

#LeadershipOfChange

#ChangeManagement

#ChangeManagementLeadership

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

6th Critical Organisational Change Implementation a2BCMF® Step - Execute Phase

Definition: Assess Readiness is the process of assessing the organisation and its employees prior to change implementation, ensuring that they are ready to start adopting the change.

“Readiness is about ensuring the sponsor and leadership team get the organisation and its employees ready so that resistance is limited, and adoption is maximised”

Business Benefits: Assessing readiness can provide data and insights into potential gaps so corrective actions can be executed to close them. Closing gaps supports change implementation success, improving adoption and benefits realisation.

Business Objective: To ensure the organisation and the employees have the capacity to start adopting the new change:

~ Identify Potential Change Implementation Gaps: The assessment will provide data and insights that will identify gaps which need to be addressed.

~ Execute Corrective Actions to Improve Readiness: Corrective actions and intervention plans should be prepared and executed to close any identified gaps

a2B Change Management Framework® (a2BCMF®)

The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.

The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach, and some steps can be performed simultaneously.

#LeadershipOfChange

#ChangeManagement

#ChangeManagementFramework

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Article source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-6-assess-readiness

"Sponsorship is the single most important factor in change success"

Very few leaders understand why sponsorship is so important, who the sponsor should be or what the main responsibilities include. It is important because without a proactive and effective change sponsor, most change programmes or initiatives will fail achieve the targeted objectives. The leaders of organisations typically associate the role and traits of a change sponsor with those of a change leader. However, while these leadership traits are important foundations, the role of the sponsor goes beyond the role of a change leader.  There are three critical sponsorship responsibilities to successfully implement change:

The three critical sponsorship responsibilities to successfully implement change are:

Say: Communicate the change

Support: Provide resources, engage and coach

Sustain: Intervene, reward and embed

“Without effective and proactive sponsorship the change project will eventually fail, the change will not be adopted by the employees nor be sustained, and it will not deliver the intended benefits”

“We enable the Leadership of Change^®”

Find out more:

https://www.peterfgallagher.com/single-post/change-management-sponsorship-say-support-and-sustain

#LeadershipOfChange

#ChangeManagementSponsorship

#ChangeManagement

Effective business communication is at the heart of successful organisations, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation. Everything you do in the workplace results from communication. Business Communication is fundamental within an organisation to bring about coordination between the leadership, managers, employees, teams and departments, allowing them to focus on their customers. Communication provides the feedback that enables a cycle of continuous improvement.

“When I find business problems, I find communication failure, and when I find communication failure, I find business problems”

As a Business Improvement consultant with over 30 years’ experience, delivering operations or projects in over twenty countries, I recognise that at the core of nearly all business problems there is invariably some communication failure. Employees may not understand the strategy or how they fit because it was not communicated properly. It can be the lack of communication between two functions, Head Quarters and Division or two individuals at logger heads. It can be Operating Procedures not communicated properly across an organisation or insufficient communication of a change. The result is usually the same, poor financial performance, damaged relationships and disgruntled customers.

Important Elements of Organisation Communication:

~ Leadership: Communication of the strategic and operating plan will align the organisation’s resources towards the vison, goals and customer requirements. Failure to communicate this effectively will undermine the entire strategic effort and will erode trust in the organisation’s leadership. This failure will have a direct impact on the employee, the organisation culture, the ability of the organisation to satisfy customers and, more importantly, stakeholder value. Leadership must implement a proficient communication system and process that sets the organisation up for success.

~ Management: Management’s ability to effectively communicate with their team will help them in performing their responsibilities and successfully execute them. Managerial tasks such as planning, organising, directing and controlling cannot be conducted without communication. Good communication within an organisation can help foster cooperation between members of management, functions, team and individual employees. Communication is a motivational tool for management to influence the performance of employees. Management’s communication skills will define success in their role, strong communication skills could lead to promotion but if you don't like communicating with your people, you're probably in the wrong job.

~ Employees: Communication should motivate and align employee roles with an organisation’s vision, goals and direction. It empowers the employees, the organisation’s greatest asset, to deliver customer satisfaction and organisation value. Communication should create transparency and a trusting culture. Individuals will feel valued, listened to, an important part of a cohesive team and will work towards a common goal. Regular internal communication will lead to an improved work ethic if an employee’s achievements are recognised. These highly motivated employees will be empowered and understand how their role delivers customer requirements and organisation success.

~ Customer Focus: Communication with the customer is essential to satisfying, if not surpassing, their needs. Having a proficient internal communication system and process is the foundation to building strong external customer communications and focus. Effective Communication will support the organisation in getting to know your customers and better fill their needs. The organisation can then focus their resources and expertise on supplying customer needs and in turn become a trusted supplier. Continuous communication and feedback gathering will build a long-term profitable business relationship with your customers.

~ Improvement Culture: Continually improving the organisation’s communication systems and processes will provide the information and data to continue the value cycle from developing more challenging strategic goals through to more satisfied customers. Again this starts with leadership communicating the organisation mission, values, vision, strategy, and measurements. Managers plan, organise, direct, control and motivate employees. Employees understand their role and are empowered to surpass customer expectations. As a result, the customer remains local, the market recognises the expertise and new customers join to deliver organisation value. Thus, proficient communication enables step improvement towards a culture of continuous improvement and customer satisfaction.

Summary: Communication is at the heart of the organisation, supplying the life blood to operate. Hence, one cannot overlook the importance of communication in delivering organisational value. As usual, it starts with leadership putting in place a proficient communication system and process to create a culture in which effective communication can flourish. It means ensuring that communication flows through the organisation from the top to the bottom and with the customer. It communicates the strategy and operating plan, clearly articulating how each person has a role in delivering value for the organisation. It should have a proactive feedback loop to allow for questions and challenge.

“Effective business communication is at the heart of successful organisations, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation”

Article source: https://www.peterfgallagher.com/single-post/communication-business-communication-delivering-organisational-value

#LeadershipOfChange

#ChangeManagement

#ChangeManagementGamification

#a2BConsulting C-Suite Change Consulting

Change agents can be an organised group, leaders or individuals that undertake the task of leading, communicating and facilitating change in an organisation. Change agents embrace and lead change, moving the organisation towards adoption and sustainable change. They can play a vital role and an invaluable contribution to the organisation’s change especially if the change is being implemented across the organisation. The can be the conduit between the leadership and employees cascading the change message through every level of the organisation. The leadership should see them as a change business partner in the line selling their change vision. They can be a feedback loop how the employees are reacting to the change, they will be able to detect resistance, as well as what change tactics are working well and what tactics are not working. “Change agents with organisation credibility and change skills can be leader’s business change partner, providing a conduit to the employees to enhance change adoption” Change Agent Role: Change Agents can play a pivotal role in organisational change, especially in supporting the sponsor and communicating the change message to the employee groups involved in the change journey. These three groups of employees can be classified as: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and the Change Agents will provide different levels of focus, change readiness and implementation support. 1. Advocates: Change Agents are very much aligned with the ‘Advocates’, their positivity and energy should be captured and become part of the Change and Communication Plan. The coalition of Change Agents and ‘Advocates’ can have a massive impact in the organisation. 2. Observers: ‘Observers’ will monitor the ‘Advocates’ and assess if the change is benefiting them. If this appears positive, they will tend to move towards being receptive to the change. To facilitate the transition of the ‘Observers’ from the current state “a” to the desired and improved state “B”, the Change Agent and ‘Advocates’ should work together to create employee desire to move towards the ‘Tipping Point’. Communication, direct engagement, targeted messaging and events such as socialising the future state will help the ‘Advocates’ to adopt the change. 3. Rebels: They tend to resist change blindly, even if the change is to their benefit. The default reaction is that change is a bad thing and will put them at a disadvantage. While this can, in some cases, be put down to bad experience, there is also fear of the unknown and the new skills required. The Change Agent can help greatly in this area by directly engaging this group or the individuals face-to-face. They should listen with empathy to understand their concerns, communicating the organisation change business case. The concerns and communication feedback should be recorded and fed back to the Change Team and Sponsor so the change approach can be modified to reduce resistance and increase change adoption. “Without trust you will not change people" #ChangeManagement #LeadershipOfChange #a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification Source: https://www.peterfgallagher.com/single-post/change-agents-as-business-partners

The six-step process for developing the new employee skills and behaviours is outlined in figure below. The change management team should work with the human resources department (HRD) and the organisation’s training department throughout this process. The objective is to facilitate the creation of corporate training that delivers the change objectives by providing the employees with the skills and behaviours to deliver the new way of working. A training needs analysis (TNA) can be used in this process. A TNA typically identifies gaps at the organisational level, the group level and the individual level. “A key enabler to employees adopting the new way of working, is to provide the opportunity for them to develop the new skills supported by coaching” The six process steps for developing the new skills are listed below in the (a2BDNS) Model: 1. Define: Define the new skills and behavioural training objectives and align them with the change programme. 2. Identify: Identify the new skills and behaviour objectives. 3. Evaluate: Evaluate the existing skills and behaviour traits for the impacted employees using structured analysis to establish gaps. 4. Assess: Assess available courses or design new courses to close gaps in skill levels and behaviours. 5. Deliver and Coach: Deliver the skills training programme to close the identified gaps and follow up with coaching. 6. Appraise: Appraise the new skills to establish the effectiveness of the training and coaching that prepares the employees to operate at the future state ‘B’. "While adopting change it is important to learn the new skills, but sometimes the new behaviours are critical" #LeadershipOfChange #ChangeManagement #ChangeManagementGlossary a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification Blog Source: https://www.peterfgallagher.com/single-post/change-implementation-developing-the-new-skills

I always use the last few days of December to look back at some of the positives throughout the year. Granted 2020 has not been a great year for many of us and I sympathise with all those who have lost love ones or who have suffered in any way. One of the positive things for me career wise during 2020 was to have my second book, Change Management Pocket Guide - Leadership of Change Volume 2, listed within the top 50 Business and Technology Books from Thinkers360 Thought Leaders. A big thank you to Thinkers360 for this and the other rankings they have given me recognition for during 2020. About this Book: Change Management Pocket Guide: This change management pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework. Who is this Pocket Guide for? All too often, change management implementation fails to deliver the expected organisation benefits or gain employee adoption. The a2B Change Management Pocket Guide is targeted at all employees going through an organisational change. It will help them to understand why organisations need to change, why they need to learn new skills and behaviours, and that becoming involved in shaping the change can be more fulfilling for them and their organisation. This guide is of particular interest to change practitioners, HR professionals, and project managers, including organisational managers and leaders. This book can also be used as part of a self-study programme or as reference before, during, and after training to understand change management concepts, models, assessments, tools, templates, checklists and plans, as well as the roadmap and glossary. Blog Reference: https://www.peterfgallagher.com/single-post/50-business-and-technology-books-from-thinkers360-thought-leaders Available: Amazon and Google Play #LeadershipOfChange #ChangeManagement #ChangeManagementPocketGuide

A typical question asked by the organisation’s C-Suite and leadership team is, “How long will the change take before we start to see the benefits?” The project change plan and the benefits tracking plan, if accurate and up to date, should provide a very good indication. The next question is usually, “Is there anything else we could be doing to speed up adoption and benefits delivery?” If all the a2BCMF steps are being adhered to, then the simple answer is, “Yes, by reducing or removing resistance to the change.” The best way of doing this is to work with the three groups with the support of the change agents to find the ‘Tipping Point’. “Nothing negatively impacts organisation performance quicker than employees who resists change and who believes that the way they work today is the way they will work tomorrow” Once the tipping point is reached, an amazing phenomenon takes place, whereby more and more people start adopting the new way of working as well as embracing the change at an accelerated pace. There is no greater delight than to see a ‘Rebel’ accept the organisational change willingly and even becoming an ‘Advocate’. Employee Groups involved in a Change Journey There are three groups of employees in any change management journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and will have different levels of resistance. Advocates: Tend to embrace and lead change within the organisation as they are more comfortable with it. They have a positive and growth mindset and see this as an opportunity to grow and improve. The coalition of change agents and ‘Advocates’ can have a massive impact in the organisation, positively enticing the other groups to adopt the change. Observers: The change agents and ‘Advocates’ should work together to create employee desire to move the ‘Observers’ towards the ‘Tipping Point’. Communication, direct engagement, targeted messaging and events, such as socialising the future state, will help the ‘Observers’ to adopt the change at a faster rate. Rebels: The change agent can help greatly in this area by directly engaging the ‘Rebels’ face-to-face. The change agent should listen with empathy to understand their concerns whilst communicating the organisation’s change business case. A typical question that comes up is about how much effort you spend on this group. The answer varies from organisation to organisation, with cultures and local laws all having an input and impact on the approach. “Without employee resistance, you will not achieve organisational change" #LeadershipOfChange #ChangeManagement #ChangeManagementGlossary a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification Blog Source: https://www.peterfgallagher.com/single-post/change-management-resistance-finding-the-tipping-point-for-employees

Thank you to everyone who read my blogs in 2020 and especially for the engagements, sharing your insight and the likes.

Please feel free to access this comprehensive change management glossary that contains more than 200 terms providing clear and simple descriptions to boost your organisational change management knowledge. *

**Happy holidays and best wishes for 2021*** Web link:

https://www.peterfgallagher.com/change-management-glossary

Change Management Glossary Sample:

Change History Assessment (CHA): This can be used to assess and review the outcomes of earlier change programmes and initiatives. It provides organisational insights that may increase the likelihood of successful implementation through the analysis of lessons learned, mitigation of previous weaknesses and enhancement of future success.

Change Impact: How employees, processes, systems and the organisation are affected during the transition from the current ‘a’ state to the improved future ‘B’ state.

Change Initiative: The name given to an organisational change programme or improvement project.

Change Leadership: Is about being a proactive growth mindset employee who has the knowledge, skills and ability to successfully transition an organisation from the current state ‘a’ to the future ‘B’ state, ensuring adoption and benefits realisation. This transition involves planning the change, executing the change so that the organisation and its employees sustain the change or transformation. The change leader has three key responsibilities for the successful leadership of change, they are ‘Articulate’, ‘Model’ and ‘Intervene’.

Change Management: A field of management focused on organisational change which is the practice of applying a structured approach to transition an organisation from the current ‘a’ state to the improved future ‘B’ state to achieve change adoption and the expected benefits.

Change Management Framework: See ‘a2B Change Management Framework’.

Change Management Gamification: Is a growing trend which helps to engage your employees by using gaming methods. We use gamification so that your employees can learn, test and prepare for your organisational change.

Change Management Handbook: A book containing instructions or advice about how to do something, or the most important and useful information about a subject. A reference book, in this case, practical change management implementation. This handbook contains the ten-step a2B Change Management

Change Management Pocket Guide: Typically, a small paperback that can be carried in the pocket which provides help on change management. The pocket guide contains the ten-step a2B Change Management Framework (a2BCMF) and is supported by over thirty concepts, models, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary.

#LeadershipOfChange #ChangeManagement #ChangeManagementGlossary

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

The purpose of the change readiness step (a2B Change Management Framework (a2BCMF) Step 6) is to establish if the organisation is ready for the change. Having data and insights from readiness assessments or interviews can help to ensure the organisation and employees are prepared for the change. They can identify potential implementation gaps so that corrective actions and plans can be executed to close the gaps and improve change readiness. The change readiness assessment evaluates if the key elements are in place to support change implementation. The ten key elements are typical enablers to support the change implementation by reducing resistance and maximising adoption. They start with ensuring that the employees understand the business case and vision for the change. Finally, they assess if there is a new desired organisational culture to support the change. Change readiness is typically performed using a survey or structured interviews. The likely outcomes will: ~ Identify Potential Change Implementation Gaps: The assessment will provide data and insights to identify gaps that will impact change adoption and benefits realisation should the change is implemented (organisation and employees). ~ Execute Corrective Actions to Improve Change Readiness: Corrective action and intervention plans should be prepared and executed to close the gaps in the applicable readiness elements. The a2B Change Management Framework (a2BCMF) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next. The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach, and some steps can be performed simultaneously. Note: This article was posted on Peter’s Blog 25th Nov 2020 - https://bit.ly/3o1Bqyj Peter speaks on the Leadership of Change, change management, change leadership and the benefits of change management gamification. For over 30 years Peter has been helping organisations, leaders and employees change, improve and transform through keynotes, master classes, change management gamification workshops, projects and programmes. You can find out more at: https://www.peterfgallagher.com/speakerservice.

Following on from my last two blogs on the ‘Plan’ and ‘Execute’ phases. Lots of statistics show organisational change and transformations failing to deliver their intended benefits, and few fully sustain the change. Even if the change programme starts off well in the Plan and continues into the Execute phase, by the time it reaches Sustain it has lost momentum. There are many reasons for this, another change or business priority has come along and key employees in the original change team get promoted, move to other roles or even a different organisation. Whatever the reason, this loss of momentum and focus in the Sustain phase often leads to all the previous good work being undone and the change not being sustained. Sustain Phase: Change Management Framework (a2BCMF) Steps 9 and 10 9. Thinking Employees will Adopt the Change: Employees will need to be supported throughout all the change phases by the leadership team. “For change adoption to be successful, leadership needs to ensure employees are supported to develop the new skills, behaviours and motivation that delivers improved future organisation performance” 10. Not Transferring Ownership: Not closing the change properly by using a structured process to ensure sustainment and benefits delivery. “One of the most difficult tasks in change management is to sustain the change, continuing adoption and aligning new behaviours with the organisation and individual score cards to ensure benefits realisation” Note: This article was posted on Peter’s Blog 20th Nov 2020 - https://bit.ly/3lO3MLr Peter speaks on the Leadership of Change, change management, change leadership and the benefits of change management gamification. For over 30 years Peter has been helping organisations, leaders and employees change, improve and transform through keynotes, master classes, change management gamification workshops, projects and programmes. You can find out more at: https://www.peterfgallagher.com/speakerservice.

One of the most important considerations for a change practitioner is that, without trust you will not achieve improvement or change through people. As a change agent, you are selling a change to the organisation. The person you engage with will ask one key question when you introduce yourself, “can I trust you?” The Trust Equation provides a model to show the key elements of a change agent as a Trusted Adviser. The objective is to build trust by increasing credibility, reliability, intimacy and to lower self-orientation. “Without trust you will not change the employees or the organisation” The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, leadership team and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important. Characteristics and Traits The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, leadership team and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important. Other characteristics and traits include: ~ People Skills: Change is about people. Change adoption and success will be achieved when employees embrace it. ~ Credibility: Must have credibility within the organisation, both in knowledge and character to lead by example. ~ Tenacity: Not giving up easily when progress is strained, being patient yet persistent. ~ Listening Skills: Ability to explore different employee perspectives and take them into account when looking for solutions. ~ Good Communicator: Ability to communicate to people in a non-threatening manner and define what is expected of them within a diverse culture. ~ Positivity: Using positivity when communicating with employees can make a huge positive impact on their emotional well-being and their future adoption of the change. "Without trust you will not change people"

It doesn’t matter which continent I am working on; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation. Rebels: Tend to resist change blindly, sometimes this can be a natural reaction even if the change is to their benefit. The default reaction is that change is a bad thing and will put them at a disadvantage. Observers: Monitor the ‘Advocates’ and assess if the change is benefiting them. If this appears positive, they will tend to move towards being receptive to the change. Advocates: Similar to the change agents with their positivity towards change. Their energy should be captured as they can play an effective role in leading and rolling out the change. The coalition of change agents and ‘Advocates’ can work together to lower resistance in the other groups. Source: https://bit.ly/2Zj36or

Lots of statistics show organisational change and transformations failing to deliver their intended benefits. You can argue about the true percentage of success, but the fact is that many organisations do not achieve full benefits realisation, and in many cases, they fail to attain a return on investment (ROI). Equally unacceptable to shareholders is that the vision is not realised, meaning the organisation’s strategy has not been executed. Even when the organisation and its leadership team agree the changes are necessary for the future of the organisation, they still face challenges. Change Implementation Challenges - Plan Phase: 1. Too Many Change Initiatives: Not enough capacity to deliver ongoing and new change programmes. 2. Inactive or Invisible Sponsorship: Lack of visible support usually leads to change failure. 3. Poor Previous Change History: This increases the likelihood of repeating past mistakes. 4. No Detailed Project Change Plan: Implementing change with only a communication plan and not aligning it to the master project plan.

Change Management Handbook - Leadership of Change Volume 3

Change Management Body of Knowledge Volume 3

Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework each with a practical case study. About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM Employee Change Adoption Model and the a2B5R Employee Behaviour Change Model. Change Management Handbook - Leadership of Change Volume 3. Contents: Forward Who is this Handbook for? Acknowledgements

Contents List of Figures How to use this Handbook Section 1: Change Management Introduction 1.1 Organisation Change Disruption 1.2 What is Change Management? 1.3 Organisational Change Challenges 1.4 The Benefits of Change Management 1.5 Organisation Change Capability 1.6 Change Management Leadership 1.7 Incremental Change Versus Transformation Section 2: a2B Change Management Framework Section 3: Change Delivery 3.1 Change Definition 3.1.1 Change Definition - Overview 3.2 Secure Sponsorship and Resources 3.3 Assess Previous Change 3.4 Develop Detailed Change Plan 3.5 Communicate the Change 3.6 Assess Readiness 3.7 Manage Resistance 3.7.1 Change Resistance - Overview 3.8 Develop New Skills and Behaviours 3.9 Adoption 3.10 Sustain and Close Section 4: Other Information and Support 4.1 References 4.2 Glossary 4.3 Bibliography 4.4 Index Leadership of Change Volumes: Change Management Fables - Leadership of Change Volume 1 Change Management Pocket Guide - Leadership of Change Volume 2 Change Management Gamification Leadership - Leadership of Change Volume A Change Management Gamification Adoption - Leadership of Change Volume B Change Management Gamification Behaviour - Leadership of Change Volume C Coming in 2021: Change Management Leadership - Leadership of Change Volume 4 Change Management Adoption - Leadership of Change Volume 5 Change Management Behaviour - Leadership of Change Volume 6 Change Management Sponsorship - Leadership of Change Volume 7 https://www.peterfgallagher.com/publications Volumes A, B and C are Workshop Manuals available F2F and virtually https://www.peterfgallagher.com/change-management-gamification