Can Change Management EVER add value?

Change Leadership Group, Leadership, Precision Events
Change Leadership Group

Can Change Management EVER add value?

 

Precision Sourcing hosted their 1st Change Leadership Group on Thursday 22nd March 2018.

 

The topic of discussion for the Change Leadership Group was spurred by a previous event. The 7th instalment of the SAP Knowledge Share Group. Approached by regular attendees Steven Wales and Ashley Brown, we were asked ‘If there is ever any value from Change Management programs?’. Steven and Ashley recommended that we speak to the Change Guru, Paul Lee.

 

Who is Paul Lee?

 

Who is Paul Lee?

Paul has over 30 years’ experience in helping organisations build capability to continually transform and develop an appetite for change. Ensuring that leaders take total responsibility for the changes they require, and that successful processes are in place to help teams succeed long term.

 

For 15 years Paul was a global partner with Deloitte. Paul led change practices for Australasia, Asia and Africa, and since then has played an integral part to the success of leading organisations such as Rio Tinto, Qantas, Australia Post, Federal and State government agencies and Broadspectrum where he is currently providing his skills and experience.

 

We managed to get some face time with Paul and he took us through some diagrams and insights about change. We quickly understood that Paul knew his stuff on all things CHANGE.

 

Paul kindly took the Change Leadership Group on a journey of change whilst challenging our pre-conceived thinking.

 

My key take-outs were;

 

1. Change is Chaos

 

When organisations go through change there are very few cases where there is no chaos. Chaos is the transition to a new status quo.

 

There is resistance, there is chaos and eventually there is light at the end of the tunnel. Once you start to integrate the changes, over time you see the new and improved results.

 

Embrace the chaos with open arms.

 

2. Clash of Styles – Driver, Amiable, Expressive and Analytical

 

There is no ‘better’ or ‘worse’ when it comes to styles, they are all important. All the styles have their strengths and weaknesses which is why there can be clashes.

 

For example, an amiable leader and a driver leader tend to clash due to the amiable person thinking longer term, and thinking about the people, customer or client. On the other hand, the driver wants results yesterday.

 

Understand each other and adapt your style to each other.

 

3. High quality business case is essential

 

You need to establish the change from the very beginning, getting everyone on side at the early stage is essential. The business case will tell the story of what the problem or situation may be. This triggers the initiative to achieve the end-result, including benefits and return on investment.

 

If everyone isn’t on board then consider if you are wasting your time and a rapid exit.

 

4. Minimising Resistance although a natural reaction to change

 

Employees are a crucial part of change and its success for an organisation or large transformation. If staff don’t like change or want to change then it threatens everything.

 

This resistance is maintained by effective change management, engaging employees and stakeholders whilst listening to them and communicating effectively. These tactics empower them to come on the change journey.

 

Which brings us to our next topic in the Change Leadership Group series which will be held later this year. We are currently working closely with Godwin Vaz from the Chaordic Group to make the next event an even greater success!

 

Again, thank you to Paul Lee for taking the time to share his knowledge and insights at the previous event and thank you to all attendees.

Change Leadership Group

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