forget others and think
about yourself for a change
Change programmes invariably run into resistance. Companies run to change consultants.
Change consultants run up bills.
This product helps rescue change by taking you back
to your original vision. It helps you re-examine your own motives for change. It helps you see the effect of change on your own behaviour. It reinvigorates the process of change because it helps you lead by example.
We have discovered several examples of where a company has begun a significant change programme and it has crashed onto the rocks of resistance that so often confronts change of any scale.
Or, whilst less obvious but no less damaging, the management team does not seem able to grasp the full implications and potential of the vision and allows the 'importance' of running the business day to day to undermine their commitment to the change programme.
Our belief is that in both examples these change programmes are failing because they began in the wrong place - not because they were not well intentioned or resourced (in fact, often the spending of a great deal of money on Change Management Consultants is a sign of impending trouble).
Typically, they began by management or leadership making an announcement either in person or via the time honoured medium of a conference, workshop or away day.
They did not begin by asking a question.
The questions they fail to ask at the leadership and management level is what new behaviour do I need to undertake and what are the consequences of that behaviour that I need to manage?
The emphasis typically is on "getting them to change." Management rarely asks, "what about us?"
So, tcp can help rescue a change programme by moving back upstream so that the leadership and operational management groups can 'practice what they preach'.
We will then help this group to redefine their Roles and Responsibilities and to define their implications (whether that may be resource, skills training, asset deployment, systems, financial reporting & infrastructure, rewards & incentivisation programmes etc, etc.).
Finally, we will ask the group to review their new roles
so that they cannot be fulfilled without the significant contribution of two of their management peers.
This creates interdependency within the group, which is the critical component that underpins success.
Overall, what has been created is genuine accountability at a personal or individual level to the vision and a template for sustainable behaviour that will act as a model for the rest of the organisation.
Add a dash of humility into the mix and you have the behavioural foundation that creates the difference between belief and to use a technical term, bull****.
This in turn creates the management discipline required to rescue the change programme.
To help the management team redefine their Roles & Responsibilities, tcp will apply its proprietary tool, The People First Matrix.
This is written about in detail in our Tools section, but in summary it identifies four key components alive within best practice people based organisations namely: Ideas/Creativity; Environment; Communities and Productivity.
The methodology we deploy is consistent, but time and costs depend on the numbers involved.
Presuming we work with a core leadership/management team of up to 10 we would require a two-hour face-to-face meeting with each individual and
a one-hour follow up telephone meeting.
Each executive will have to complete 'homework' which will take approx. half a day of his or her time.
We would then require a team meeting lasting one day.
tcp would feedback and liaise with the CEO/leader throughout and ensure open, constructive collaboration with the change project managers.
In total, the fee for Change Rescue is £25,000.
back end.