| Change is constant that much we know. It’s the | | | | tactics for the unexpected or non-eventualities. Not |
| speed of it that makes effective change critical and | | | | everything fits perfectly so have a plan of action for |
| planning for what may happen next imperative. Just | | | | the bits that won’t fit. |
| look at the effect social networking tools like Twitter | | | | Tip 4 – Walk the Talk |
| and Facebook are having; anyone anywhere can | | | | Be careful what you ask for. Operate with integrity |
| make their opinion available to everyone on anything | | | | at all times and don’t expect others to buy-in |
| at anytime effecting change instantaneously. | | | | when paid lip-service. Do as I Do not Do as I Say. |
| Phenomenal! | | | | Tip 5 – Knowledge is Power |
| So how best to manage and lead effective change | | | | Watch and listen. Observation is a powerful skill that |
| within business? First consider the following: | | | | strengthens trust reducing the belief that to share |
| 1. What form does effective change management | | | | knowledge is to give up power. Be genuine in |
| take in your organisation now? and | | | | attempts to increase comfort levels and maximise |
| 2. What experience are those on the receiving end | | | | knowledge sharing. |
| actually having as a result? | | | | Tip 6 – Listen with an open mind |
| Objectively considering these questions provides a | | | | Listen to what isn’t said. Leave pre-conceived |
| unique opportunity to increase the speed of change | | | | ideas aside and be open to another’s view. It |
| while keeping it appropriate for your organisation and | | | | may not affect the immediate situation but it could |
| its people. There is no ‘one size fits all’ | | | | encourage a different response in the future. |
| solution. Good change needs proven techniques. | | | | Tip 7 – Learn to Juggle |
| These techniques are not rocket science but | | | | Be flexible and pragmatic during delivery. Adapt to |
| occasionally we need reminding of the basics. These | | | | situations before or as they arise and collaborate with |
| 10 tips take us back to basics to revitalise | | | | others to relieve the pressure and ease the way |
| perspective, reduce pain and accelerate the pace of | | | | forward. |
| achievement. | | | | Tip 8 – Stay on Track |
| Tip 1 - Get clear on the Objective | | | | When reviewing progress check the direction as well |
| SMART objectives = Specific, Measurable, | | | | as the destination. If the purpose has shifted or |
| Achievable, Realistic, with a specified Time for | | | | activities are off track don’t hesitate, make the |
| completion. Take an honest look at the input used to | | | | necessary adjustments quickly to reduce the chances |
| specify them. Treat it like a balloon; twist and expand | | | | of waste. |
| it every way possible keeping the organizations | | | | Tip 9 – Make the Tough Decisions |
| needs central at all times. | | | | Not all decisions will be easy ones. Sometimes it’s |
| Tip 2 – Assess all Strengths & Weaknesses | | | | the situation rather than the decision that’s |
| Managers know the purpose and importance of a | | | | tough. When faced with a tough decision try the |
| SWOT Analysis. Pretend it’s an onion and peel | | | | Nike attitude - Just do it! |
| layer after layer to expose the SWOT results. Leave | | | | Tip 10 – Reflect on everything |
| nothing unpeeled to expose previously undiscovered | | | | Managing effective change doesn’t end with |
| gems and limit the unexpected. | | | | delivery. Genuine lesson learning requires reflection |
| Tip 3 – Plan, Plan, Plan | | | | without judgement or blame. Only when all that’s |
| Like a jigsaw puzzle a plan has many components. | | | | occurred is acknowledged can adjustments be made |
| Know what they are, their interrelationship, | | | | and the next experience different. |
| responsibilities for delivery, success measures, and | | | | |