Peter F Gallagher

Change Management Body of Knowledge (CMBoK) Volume 4 - 25th November 2021

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change: Articulate the vision, Model the new way and Intervene to ensure sustainable change.

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

Three Key Responsibilities for Organisational Leaders
when implementing organisational change:

Articulate the vision: Change leadership is the aptitude to develop and Articulate a vision that will inspire the organisation to the new future.

Model the new way: ​​The organisation will adopt change when leaders show and Model the new way.

Intervene to ensure sustainable change: Without Intervention from leaders, the change will not be adopted or sustained.

“Change leadership is action, not a position” 

About this Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change® Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.

Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change® capability. This book outlines the three critical Leadership of Change® responsibilities, structured on the AMI© Change Leadership Model: 'Articulate', 'Model' and 'Intervene' to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF®).

“Effective and proactive leadership is essential for successful organisational change"

Blog Source: https://www.peterfgallagher.com/single-post/paperback-now-available-live-on-amazon-change-management-leadership-leadership-of-change-volume-4

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Webinar Title: Ten Change Management Lessons Learned and Leadership Alignment

Peter uses the Leadership of Change® in his engagements with organisational leaders to prepare them for their change or transformation journey. In this webinar, he will speak on two associated topics:

Ten Change Management Lessons Learned All Leaders Should KNOW: Peter speaks about 10 key lessons learned from implementing change and improvement transformation programmes. He brings these key lessons to life with stories and provides tips on each, so similar mistakes can be avoided by leadership teams.

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

Change Leadership Alignment: The change question set Peter asks all leaders is: “Do you know your organisation’s change history? Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?” In this topic, Peter will discuss some of the steps of his change leadership alignment process.

“The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR”

I first joined the ACMP in 2016 when I was working in Abu Dhabi, UAE, for a Big 4 Consultancy as an Advisory Strategy Execution Director. I was one of the first 500 people globally pass the highly recognised Certified Change Management Professional™ (CCMP™). I joined the board of the ACMP UK Chapter as Vice President in 2019, voted into the role by ACMP UK members and I held the position for two years, August 2019 to September 2021. It was a great pleasure to then be voted, by global ACMP members, onto the ACMP Global BoD in September 2021.

Webinar Contents:

1. Change Management Benefits
2. Ten Change Management Lessons Learned All Leaders Should KNOW:
   1. Change Definition
   2. Sponsorship and Resources
   3. Assess Previous Change
   4. Develop Detailed Change Plan
   5. Communicate the Change
   6. Assess Change Readiness
   7. Manage Resistance
   8. Develop New Skills and Behaviours
   9. Adoption
   10. Sustain and Close
3. The Crucial Process of Change Leadership Alignment
4. Q&A

Event Details:

This is part of the Turkey Global Entrepreneurship Week (GGH) and the first webinar of the Change Management Booster Series.

Wednesday 24th November: CST 09:00 to 10:00 or UK time 15:00 - 14:00 or Turkey time 18:00 - 19:00.

Don't miss out and sign up today at https://lnkd.in/dT8CvM-W

Blog Source: https://www.peterfgallagher.com/single-post/acmp-turkey-nov-2021-peter-f-gallagher-speaking-on-the-leadership-of-change 

More on speaking keynotes: https://www.peterfgallagher.com/speakerservice

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Last week I led a half day workshop for a group of Vistage UK Chief Executives in Manchester, which included a session on change management gamification. The workshop sessions covered:

1. Change Management Introduction
2. 10 Change Management Lessons Learned
3. Change Management Gamification - Leadership Rounds 1 & 2
4. Change Leadership Alignment and Responsibilities

“Change leadership requires a different set of skills than leading normal day-to-day operations, this capability must be developed before leading organisational change”

More about Session 3: Change Management Gamification - Leadership Rounds 1 & 2

What is Change Management Gamification?

Change management gamification is an interactive and dynamic way for employees to learn change management skills and knowledge using game characteristics. It is a growing trend which helps employees to learn and practice change management skills and knowledge in a safe training workshop environment with peers before they start their organisation’s change implementation journey. It is a way of engaging employees and preparing them to solve potential organisational change management implementation challenges by applying change concepts using a business case study simulation with a wide selection of stakeholders.

Why Use Gamification to Learn Change Management?

Using change management gamification to learn change management is much more effective than learning from static PowerPoint slides. Change management knowledge is information acquired through sensory input, such as reading, watching, listening, etc. Change management skills refers to the ability to apply change management knowledge during change implementation. However, it is best to work in a team, discuss change concepts and then practice the application of any newfound skills and knowledge to see how the stakeholders react before applying them in the workplace. Change management gamification provides employees with the opportunity to test their new skills and knowledge through our case study, gaining instant feedback on your chosen change tactics by how the stakeholders react!

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

Peter speaks on the leadership of change®, change management, change leadership alignment 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. The change question set Peter asks all leaders and works with their team to develop the solution is:

 “Do you understand your change history? Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?”

Blog Source: https://www.peterfgallagher.com/single-post/peter-f-gallagher-speaking-to-vistage-uk-chief-executives-on-the-leadership-of-change

More on Change Management Leadership: https://www.peterfgallagher.com/vol-4-change-management-leadership

Blog Source: Eradicate Silos Before Change Implementation

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle 

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• 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
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B

Coming soon:

• Change Management Gamification Behaviour - Leadership of Change® Volume C
• Change Management Gamification Sponsorship - Leadership of Change® Volume D
• Change Management Gamification Leadership Teams - Leadership of Change® Volume E

Change Management Sponsorship - Leadership of Change® Volume 7

Released on Amazon Kindle November 11th, 2021

Change Management Body of Knowledge (CMBoK) Volume 7

Change Management Sponsorship: Without a proactive and effective change sponsor, most change programmes or initiatives will fail to achieve the targeted objectives. This book outlines the three critical sponsorship responsibilities to successfully implement change; Say – communicating the change, Support – providing resources and Sustain – embedding the change.

"Organisational change sponsorship is about effectively and proactively communicating the change to the stakeholders, Say. Providing and developing competent resources, Support. Intervening, rewarding to embed the change, Sustain"

About the Book: Sponsorship is the single most important factor in change success, but very few leaders understand why it is so important, who should be the sponsor or what the main responsibilities of a change sponsor 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.

"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"

https://www.amazon.com/gp/product/B08N6Y9J4Z/ref=dbs_a_def_rwt_bibl_vppi_i6

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/kindle-book-published-november-11-2021-change-management-sponsorship-volume-7 

More on Change Management Sponsorship: https://www.peterfgallagher.com/vol-7-change-management-sponsorship 

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume D - Change Management Gamification - Sponsohip

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Change Management, Leadership Responsibilities and Enablers

"Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change”

I first joined the ACMP in 2016 when I was working in Abu Dhabi, UAE, for a Big 4 Consultancy as an Advisory Strategy Execution Director. I got up every morning for three weeks at 05:00 to study and memorise the ACMP’s Standard for Change Management© (“Standard©”). I passed the highly recognised Certified Change Management Professional™ (CCMP™) closed book exam and was one of the first 500 people globally to achieve the designation.

I joined the board of the ACMP UK Chapter as Vice President in 2019, voted into the role by ACMP UK members and I held the position for two years, August 2019 to September 2021. It was a great pleasure to then be voted, by global ACMP members, onto the ACMP Global BoD in September 2021.

I will be presenting to the ACMP East Coast Australia Chapter in November 2021. This will be my fourth time speaking to an ACMP audience. I have previously presented two UK ACMP webinars in April and May 2020 and to a global ACMP audience in July 2021.

I use the Leadership of Change® in my engagements with organisational leaders to prepare them for their change or transformation journey. I have been invited to speak to the ACMP East Coast Australia Chapter on two associated topics:

Three Change Leadership Responsibilities

Change Leadership Enablers:

o Growth Mindset

o Change Leadership Alignment

o Change Leadership Skills and Knowledge

Detailed Outline:

• Change Leadership Responsibilities: Effective and proactive change leadership is essential for successful organisational change. In this topic, Peter will outline the three critical leadership responsibilities to implement successful change: 1. Articulate the change vision, 2. Model the new way and 3. Intervene to ensure sustainable change.
• Change Leadership Enablers:
• Growth Mindset: Growth mindset change leaders see change disruption as an opportunity to improve both their own and the organisation’s capabilities. They help their employees to see the potential to develop new skills and behaviours, so they embrace and adopt the change.
• Change Alignment Leadership: The change question set all leaders should be able to answer: "Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?” In this topic, Peter will discuss some of the steps of his change leadership alignment process.
• Change Management Skills and Knowledge: Peter uses change management gamification to develop his client’s change management leadership skills and knowledge in a workshop environment. In this topic, Peter will cover: “What is Change Management Gamification?” and “Why Use Gamification to Learn Change Management?”

Event Details:

ACMP East Coast Australia Pre-Launch event and sign up today

Tuesday 9 November 5.30pm - 6.30pm (AEDT).

Don't miss out and sign up today at https://acmpea.org.au/

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/acmp-east-coast-australia-nov-2021-peter-f-gallagher-speaking-on-the-leadership-of-change 

More on Change Management Leadership: https://www.peterfgallagher.com/vol-4-change-management-leadership

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

10 Change Management Leadership Lessons Learned - All Leaders SHOULD Know

"Excellence Through Quality Leadership: Productivity, Resilience, Sustainability"

I first joined the ASQ in 2005 when I was working in the Netherlands for a global energy company and became an ASQ Certified Six Sigma Black Belt (CSSBB) a few months later in February 2006. The ASQ, their staff, members, professional material, verified certification processes and their approach to quality highly impressed me then and still does today. In 2016, I studied and successfully passed the ASQ Manager of Quality/Organizational Excellence Certification - CMQ/OE and still hold this qualification today.

I will be presenting at ASQ Europe in Nov 2021. This will be my fourth time speaking at an ASQ event. I have previously presented in Phoenix, Arizona in Feb 2020, at the ASQ World Conference in May 2021, and at the ASQ Great Britain Section in Jun 2021.

One of my favourite quotes is from Joseph M. Juran a quality guru, he said:

"Observing many companies in action, I am unable to point to a single instance in which stunning results were gotten without the active and personal leadership of the upper managers" ~ Joseph M. Juran

This quote inspired me back when I first read it, and I now consult, speak, and write on the Leadership of Change® - Change Management Body of Knowledge (CMBoK).

Session dates:

Session 1: Tuesday, 9 November 2021

Session 2: Wednesday, 10 November 2021

Starting time: 7:45, GMT Time (London, GMT)

Attendees will hear success stories of Quality leadership with embedded sustainability efforts that clearly result in a progressive impact on business performance while creating shared value in society.

My Speaking Topic:

Change Management Leadership Lessons Learned - All Leaders SHOULD Know

Change Management Supporting Sustainable Quality and Improvement Initiatives

Agenda

Learning objectives:

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

Summary and Practical Take-Aways

Q&A

Practical Takeaways:

1. Organisational change management is a game changer for successful project delivery
2. Proactive sponsorship and leadership alignment are critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance

Conference Registration link - https://bit.ly/3ioQANv

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/asq-emea-virtual-conference-nov-2021-peter-f-gallagher-speaking-on-change-leadership-lessons 

More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

“For the change to be successful, organisational silos must be eradicated quickly and ruthlessly. This is one change sponsor task that cannot be delayed or evaded”

Organisational silos refer to the separation of different functions or departments that essentially operate independently to some degree.  Silos are formed when a leader of a department and its employees develop more loyalty to a specific group than to the wider organisation. Over time, employees within these silos become insular and distrustful of other employees and departments. They lose sight of the overarching goal of organisational success and instead focus on departmental goals. Silos cause high deficiencies in operating performance and limit the value the organisation can create. Customer relations could also be damaged if they see this silo mentality and start to think that the organisation is dysfunctional or simply incompetent. Lack of intervention from other leaders (and the sheep that follow them) allow this to happen. The narcissistic and deluded leaders that create these silos damage and corrupt the organisation.

The inherent problems that silos cause during normal day-to-day operations make successful change and full employee change adoption highly unlikely. Some of the problems that silos cause are:

~ Poor Communication: Silos make it difficult for organisations to have good communication, which is essential for a high performing organisation. Poor communication usually results in business problems. Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders.

~ Limited Collaboration: Silos make it difficult for collaboration to occur across the organisation. Collaboration is a key success factor of a high performing organisation, enabling good productivity and team working. Collaboration involves multifunctional teams working together, sharing resources and expertise across the organisation to develop new solutions and ways of working. Strong collaboration is a non-negotiable enabler of successful organisational change.

“Change implementation cannot afford the luxury of organisation silos, the leaders that create them or the behaviour that tolerates them”

Extract from: Change Management Sponsorship - Leadership of Change^® Change Management Body of Knowledge (CMBoK) Volume 7

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle 

Blog Source: Eradicate Silos Before Change Implementation

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• 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
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B

Coming soon:

• Change Management Gamification Behaviour - Leadership of Change® Volume C
• Change Management Gamification Sponsorship - Leadership of Change® Volume D
• Change Management Gamification Leadership Teams - Leadership of Change® Volume E

10th Critical Organisational Change Implementation a2BCMF^® Step - Sustain Phase

Definition: This step is about Sustaining and Closing the change after the organisation and employees have made the transition to the ‘B’ state.

“One of the most difficult tasks in change management is to sustain the change, continuing adoption and aligning new behaviours with the organisation and employee scorecards to ensure benefits realisation”

Business Benefits: Even after adoption, the change needs to be sustained. Without sustaining the change, it may not stick or provide long-term benefits realisation. It is important to sustain the change by closing the programme officially with governance approval and by transferring ownership to operations.

Business Objectives:

Sustain: Ensuring ongoing benefits delivery and measurement:

~ Benefits Delivery, Transition and Sustainment.

~ Balanced Scorecard.

~ Individual Performance Plan.

Close: Completing administrative activities and formal closure:

~ Lessons Learned.

~ Knowledge Transfer.

~ Transfer of Ownership.

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.

“For the change to become normal operations, leadership needs to support the employees, so they have the motivation and discipline to sustain the new way of working”

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• 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
• 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

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle 

Blog Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-10-sustain-and-close

More on Change Management Framework: https://www.peterfgallagher.com/change-management-consulting

Change Management Behaviour - Leadership of Change® Volume 6

Released on Amazon Kindle September 30th, 2021

 Change Management Body of Knowledge (CMBoK) Volume 6

Change Management Behaviour: Behaviour change is sometimes required for an organisation to successfully deliver change or transformations to achieve sustainable change and benefits realisation. To change these behaviours, the organisation must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise,Redesign, Resolve, Replicate and Reinforce using the a2B5R® Employee Behaviour Change Model.

"When focusing on employee behaviour change, there are five key life cycle steps that all change professionals should follow to support their organisation’s change management implementation. These are structured on the a2B5R® Employee Behaviour Change Model"

About the Book: This change management book focuses on how to achieve employee behaviour change which sometimes 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 Replicatethem 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®).

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.

"Five critical steps that all change professionals should follow to support their organisation's change management implementation with a focus on employee behaviour change, structured on the a2B5R® Employee Behaviour Change Model” 

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• 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
• 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

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/kindle-book-published-september-30-2021-change-management-behaviour-volume-6

More on Change Management Behaviour Book: https://www.peterfgallagher.com/vol-6-change-management-behaviour

“Human behaviour is the most underrated element in workplace, social and environmental change”

Leadership of Change^® - Change Management Body of Knowledge (CMBoK) Volume 6

Behaviour change is a fundamental element and key success factor of employee and organisational change adoption. It is about facilitating and enabling the smooth transition of the organisation and employees from the current state ‘a’ to the future improved state ‘B’. Without full employee behaviour change, the organisation is unlikely to improve operating performance, achieve the targeted benefits or return on investment (ROI). The organisation’s investment will be lost, as will customers who expect continually improving products and services.

Behaviour change is something the change team, leaders and sponsor need to consider well before the start of training or before the change starts to be implemented. It must be a serious consideration at the early stage of change planning (a2BCMF^® Step 1 - Change Definition). The leaders of the organisation need to consider employee behaviour change as part of the leadership alignment process. The leaders and sponsor need to ensure the employees are prepared for the new behaviours with the right motivation to adopt the new way of working and sustain the change.

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

About this book: This change management book focuses on how to achieve employee behaviour change which sometimes 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.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/coming-soon-change-management-behaviour-leadership-of-change-volume-6

Change Management Behaviour: https://www.peterfgallagher.com/vol-6-change-management-behaviour

#LeadershipOfChange #ChangeManagementBehaviour #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Portfolio management is a coordinated collection of strategic processes and decisions that together enable the most effective balance of organisational programmes and projects. Organisations that do this effectively achieve the right balance between normal day-to-day operations and organisational change. In getting this capacity balance right, the organisation will usually deliver both the annual operating plan and the strategic portfolio.

“Unless the change programme is continually aligned to the organisation’s capacity it will be unable to deliver speedy benefits or value to the organisation”

Portfolio management includes the selection, prioritisation and control of programmes and projects which are aligned with the organisation’s strategy and objectives. The person responsible for portfolio management should ensure the organisation’s leadership team decides which programmes and projects to execute and resource. Execution is the key to a strategy’s success and having enough capacity is crucial to successful delivery. The objective is to align the right programmes and projects with an organisation’s business strategy to achieve a competitive advantage. The selection of the programmes and projects to be executed should follow predefined organisational assessment criteria. They should not be hunch and launch* projects or the pet project of the CEO. Typical assessment criteria include:

• Revenue Potential: What are the potential future profits and benefits?
• Investment Requirements: How much capital is required?
• Strategic Fit: Does this opportunity fit with the organisation’s current strategy?
• Implementation Effort: How much effort will this opportunity need, and do we have capacity to execute it?

“Organisation change capacity and employee workload are ignored in change implementation, until they become the reason for failure”

*Hunch and Launch Syndrome: A name given to the process of coming up with a change idea (hunch) and then introducing (launch) it into the organisation without strategic consideration or a plan on how the benefits will be realised. These ideas rarely deliver strategic change or sustainable benefits and are sometimes referred to as ‘pet projects’.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: Strategic Portfolio Prioritisation Funnel and Change

Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

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#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

“I am very proud to have been voted onto the ACMP Global Board of Directors by my fellow Association of Change Management Professionals® (ACMP®) - Sep 2021”

Thank you to all of the ACMP Global members who voted. I am really excited about this opportunity and to work with the BoD to 'lead the way change works'.

Congratulations to my fellow elected board members: Greg Voeller, Rich Batchelor, Dr. Kavita Sarwal, PhD, CHE, CCMP; and Felicia Vacarelu.

A big thank you to Steve Green and the ACMP UK BoD for all their support. It was great working with you all the last two years.

Change Management has always fascinated and excited me, it is my passion and when you find your passion your work no longer feels like work.

About ACMP - Vision & Mission

ACMP’s vision is to lead the way change works. Our vision statement reflects an aspiration to innovate and lead change practices, in addition to managing change. Our focus is on using our professional expertise to achieve business and organizational results.

ACMP’s mission is to serve as an independent and trusted source of professional excellence, advocate for the discipline and create a thriving change community. Our mission statement reflects our commitment to our members that ACMP will advocate globally for the recognition of the existence and value of our profession.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/acmp-news-board-of-directors-peter-f-gallagher

Author Publications: https://www.peterfgallagher.com/publications

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Change waits for no leader and both the knowledge and skills required for leading day-to-day operations are very different to the leadership of change.

Leadership of Change^® - Change Management Body of Knowledge (CMBoK)

The Leadership of Change^® encompasses practical change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework^®. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.

“If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change^®”

The Leadership of Change^® is both thought leadership and a suite of tools to propel you from where your organisation is right now, the current ‘a’ state, to where you want to be, the future ‘B’ state. The Leadership of Change^® will help you to implement your organisation’s change or improvement and achieve a 100% return on investment (ROI) with full employee adoption, enabling you to secure future profit and remain ahead of your competitors. Truly great Leadership of Change^® combines thoughtful strategy alignment of your leadership team and change leadership skills to lead employee change adoption and employee behaviour change.

Leadership of Change^® Volumes: The Change Management Body of Knowledge volumes are intended to be leading practice in organisational change management and implementation, which supports strategy execution. They are based on the author’s work, with over thirty years of organisational change implementation, transformation, and business improvement experience in over thirty countries.

Volumes 1 - 7 focus on learning about the practical implementation of change management. The books cover Change Management: Fables, Pocket Guide, Handbook, Leadership, Adoption, Behaviour and Sponsorship.

Volumes A - C are workshop manuals that focus on using change management gamification to learn about change leadership, employee change adoption and employee behaviour change.

Peter consults, speaks, and writes on the Leadership of Change^®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/change-waits-for-no-leader

More on: Leadership of Change^® - Change Management Body of Knowledge (CMBoK) Volumes https://www.peterfgallagher.com/publications

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9th Critical Organisational Change Implementation a2BCMF^® Step - Sustain Phase

Definition: This step is about the organisation and employees making the transition from the current state ‘a’ to the future state ‘B’, leaving the old ways behind and adopting the new way of working and behaving. It is confirmation that they have fully accepted the change, both in mind and in heart. It is agreement that the new way of working is more efficient and benefits both the organisation and customers, which is part of the organisation’s future DNA.

“For change adoption to be successful, leadership needs to ensure employees are supported to develop the new skills, behaviours and motivation that deliver improved future organisation performance”

Business Benefits: Without high employee acceptance of change adoption, the benefits of the investment will not be realised, and the organisation’s long-term survival may not be as secure.

Business Objective: To achieve a high level of user adoption of a new system, process or way of working by developing the employee’s new skills, behaviours and motivation. This should be supported by the sponsor and leaders, with good communication and ongoing strategic alignment.

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 leadingpractice 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. Itrequires a holistic approach and some steps can be performed simultaneously.

“Organisational change adoption must be made easier than keeping the old ways”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-9-adoption

More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Change Management Leadership - Leadership of Change^® Volume 4

Change Management Body of Knowledge (CMBoK) - Volume 4

Model the new way

“The organisation will adopt change when leaders show and model the new way”

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change:

1. Articulate the Change Vision.
2. Model the New Way.
3. Intervene to Ensure Sustainable Change. 

“Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change”

2. Model the New Way: The second main responsibility for the leadership team in implementing their organisation’s change is to ‘Model the New Way’. This is about making the leader’s change vision a reality by modelling the new way of working. Without the execution of the change vision by leaders, the organisation will not move from the current ‘a’ state to the improved future ‘B’ state. To make this happen, the leadership team are effectively and proactively involved, and responsible for three important subset activities. They must involve employees in the change design and model the new skills and behaviours to enhance the employee change experience. These responsibilities cannot be delegated, they cannot be sent as an e-mail instruction, and they are not the responsibility of the change team. As the leadership team fulfils these responsibilities and associated activities, there will be a profound positive shift in change implementation progress. The employee’s change transition experience will not have been one of stress or worry. They will feel that they were made aware of the change early, understand the business reasons for the change, have been involved in the change design and have the capability to operate at the new way of working. Resistance is therefore reduced, and adoption maximised.

About the Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change® Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.

Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change^® capability. This book outlines the three critical leadership of Change^® responsibilities, structured on the AMI^© Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF^®).

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/change-management-leadership-responsibility-one-of-three-articulate-the-change-vision

More on Change Management Leadership Book: https://www.peterfgallagher.com/vol-4-change-management-leadership

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#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

An organisation’s strategy is a result of the strategic planning cycle, where the mission and vision are translated into a strategic plan within the restrictions of organisational values. Organisations build a strategy to define how their vision will be achieved. The strategic plan is subdivided into a set of organisational initiatives:

1. Mission: Defines why we exist and is usually a short and simple statement used to communicate the purpose of an organisation. For example, “…be a global leader in providing our customers with products and services with superior quality and value…” Business improvement could be one of the organisation’s enablers to make this happen.
2. Values: Represents the core priorities and values of the organisation’s culture, as well as what drives their philosophy, principles and how the organisation truly behaves. In terms of business improvement, this could mean the organisation is committed to constant and ongoing improvement in everything they do.
3. Vision: Aspiration statement of what the organisation would like to accomplish in the future. It is intended to serve as a clear guide for choosing current and future courses of action, mid-term or long-term. An example, “Our Vision is to put joy in...” Business improvement could support the vision by providing internal capability to drive performance and product quality that will differentiate them from the competition.
4. Strategy: Intended solution to improve the client's organisation, from their current state 'a' to their desired and improved state 'B'. It is the organisation’s action plan to achieve its business goals and objectives. The detailed portfolio, programmes and projects are developed, approved and resourced at this stage to close the 'a' to 'B' gap.
5. Balanced Scorecard (BSC): Strategy performance management tool introduced by Kaplan and Norton. It can be used to measure the organisation’s activities in terms of its vision and strategies, providing the CEO and Board with a comprehensive view of business performance. It has four key interdependent elements and improvements should be focused on each one:

• Finance: Identify a few high-level financial measures that clearly indicate how well the company is doing, with revenue and expenses.
• Customer: Key issues are customer satisfaction and focus on the delivery of products, services, customer service and as always cost, quality and schedule.
• Learning: Focus on employee training and capability and how that impacts both individual and corporate improvement. Business improvement fits really well within the BSC as it can improve both employee skills and improve their ability to impact the other three elements.
• Processes: Focus on internal business processes and measure if they are effective and efficient in terms of delivering to the customer.

6. Portfolio: The strategy will define the portfolio of programmes and projects that the organisation will implement to deliver improved business results, enhance products or services, improve quality, schedule and finance performance. Business and process improvement could be one of the programmes to help enable the delivery of those business goals and objectives.
7. Annual Personal Performance Plan:Individual improvement targets are the vehicle to support personal development planning, but they also allow the organisation to link learning to their strategy. They should be SMART, linked to the BSC and the business improvement programme and projects.

"No matter how good an organisation's portfolio of improvement programmes and projects, strategy execution is still likely to fail due to employee resistance, lack of communication and poor leadership alignment challenges”

The goal of linking portfolio management to the organisational strategy is to establish a balance between change programmes and normal day-to-day operations outlined in the operating plan. Having too much change could inhibit the organisation from achieving its wider goal. Failing to achieve the resource balance could impact both efforts to successfully execute change programmes and normal operations. Once the above strategy is in place, the portfolio can then be implemented, and business improvement programmes and projects can be deployed. The deployment should be supported with change management and programme management with appropriate resources, sponsorship and leadership alignment.

“Unless the change initiative is continually aligned to the organisation’s strategy it will not deliver benefits or value to the organisation”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/strategy-planning-and-change-alignment

More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Change Management Handbook - Leadership of Change^® Volume 3

Change Management Body of Knowledge (CMBoK) Volume 3

“Change waits for no leader”

I am celebrating the second anniversary of the release of my Change Management Handbook - Leadership of Change^® Volume 3. This was my third book and was the built on the foundations of both Change Management Fables - Leadership of Change^®Volume 1 and the Change Management Pocket Guide - Leadership of Change^® Volume 2. After publishing the Handbook, I have been concentrating on developing and publishing the Leadership of Change^® - Change Management Body of Knowledge Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C. The Leadership of Change^® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossaries structured around the ten-step a2B Change Management Framework^®. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.

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^®.

“Enabling the Leadership of Change^®”

Blog Source:https://www.peterfgallagher.com/single-post/2nd-anniversary-of-my-change-management-handbook-pivotal-in-creating-cmbok

More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

Blog Source: https://www.peterfgallagher.com/single-post/acmp-turkey-nov-2021-peter-f-gallagher-speaking-on-the-leadership-of-change 

More on speaking keynotes: https://www.peterfgallagher.com/speakerservice

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume D - Change Management Gamification - Sponsohip

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

#LeadershipOfChange #ChangeManagementLeadership

Change Management Leadership - Leadership of Change^® Volume 4

Change Management Body of Knowledge - Volume 4

First Responsibility: Articulate the Change Vision

“Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs”

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change:

1. Articulate the Change Vision
2. Model the New Way
3. Intervene to Ensure Sustainable Change.

 “Change leadership is the aptitude to develop and articulate a vision that will inspire the organisation to the new future”

Responsibility 1: Articulate the Change Vision: The first step for the leadership team in implementing their organisation’s change is to articulate the change vision. Change leadership is all about having a vision of what the organisation will look like when it moves from the current ‘a’ state to the improved future ‘B’ state. This change vision must succinctly describe how the organisation, product or service will look after the change is successfully implemented in the time limit specified. It should be bold but realistic, it should paint a vivid picture of the future state that appeals to the employee’s hearts and minds. The change vision should be carefully crafted with the involvement of the leadership team as they will be the main communicators of this vision.

About the Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change® Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.

Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change® capability. This book outlines the three critical leadership of Change® responsibilities, structured on the AMI© Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF®).

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/change-management-leadership-responsibility-one-of-three-articulate-the-change-vision

More about Change Management Leadership: https://www.peterfgallagher.com/vol-4-change-management-leadership

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

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.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-8-developing-new-skills-and-behaviours

More about Change Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

“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”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/change-management-gamification-leadership-leadership-of-change

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

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

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”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/face-to-face-vistage-lean-leader-masterclass-july-2021-coventry-uk

Master Classes: https://www.peterfgallagher.com/masterclasses

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

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”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

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

Master Classes: https://www.peterfgallagher.com/masterclasses

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

Change Management Adoption - Leadership of Change® Volume 5

Released on Amazon Kindle Jun 30th, 2021

Change Management Body of Knowledge (CMBoK) Volume 6

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^®).

Blog Source: https://www.peterfgallagher.com/single-post/8th-kindle-book-published-june-30-2021-change-management-adoption-volume-5

More on Change Management Adoption Book: https://www.peterfgallagher.com/vol-5-change-management-adoption

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• 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
• 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
• Change Management Gamification Sponsorship - Leadership of Change Volume D
• Change Management Gamification Leadership Teams - Leadership of Change Volume E

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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.