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CHANGE


of Brexit, with the top four expected changes to be sourcing additional markets outside the EU (28 per cent), restructuring and cutting costs (23 per cent), reorganising (16 per cent) and relocating (13 per cent). According to 74 per cent of L&D/talent management heads who responded, and 68 per cent of HR directors, an organisation and leader’s ability to be agile and responsive to changing markets is one of the top three factors that will greatly influence the success of their business over the next five years. Te two other influencing factors


were recruitment and the learning and development policy – 51 per cent of L&D and HR heads said that being able to recruit and have the access to the right skills at the right time was important to any change initiative, while strengthening the leadership and management capability to take a business through change was cited by 44 per cent of L&D bosses.


Steps to successfully implement change


Te research also demonstrated that 69 per cent of the identified success factors in change programmes were people- and leadership-related, so change is about people not just process. However, the success of change programmes was principally measured by financial/hard measures


❝ Change management


focuses on the what – the mission, strategy, objectives, processes, planning, execution and tasks. Change leadership embraces


the why and how. ‘Why’ looks at the reason the change is needed – addressing vision, purpose, scanning and sensing the environment and how people are feeling, building strategic and other narratives, developing leadership agility, coaching, moti- vation and encouraging feedback, reflection and regular review of the changes as they take place. ‘How’ addresses the


Many leaders ask questions starting with ‘why’, which can put people on the defensive. A better question tends to start with ‘what’ or ‘how’


– increased turnover, productivity and profitability – with improved employee engagement (a soft measure) just one of the top four factors identified. Tere are three simple steps


organisations can take to help success- fully implement the changes ahead. Te first focuses on change leadership as well as change management.


24 | December 2016 |


methods by which it will be achieved – evolving an energised, agile culture, aligning change around people’s values and motivational drivers, support- ing empowering behaviour change with inspiring role modelling and quality conversations. Organisations need to understand what truly motivates their people and align the collective drivers of teams with the organisation and its values. Motivation is often the missing link in a change programme as it’s the energy and essential fuel to make change happen. An energised work- force will give discretionary effort and fast-track the success of any change initiative. By really understanding people’s individual motivators and designing their roles around what drives them, managing talent and recruiting on motivation as well as skills can make a huge difference to both productivity and performance. Organisations also need to develop


catalytic leadership capability and more purposeful teams to sustain agility. With change being the new normal, leaders need to be continual catalysts for change, with an agile mindset and high-impact communication skills. Building trust is crucial, so it’s important for leaders to be authentic and


@TrainingJournal


true to themselves – authenticity builds trust person by person.


Key skills for leaders


All leaders need to understand the coaching and communication skills needed to lead people successfully through change during these turbulent times. Te first skill is active listening. Leaders cannot afford to pay


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