Daniel Lock Consulting in Waterloo, New South Wales, Australia | Consultation agency

Daniel Lock Consulting

Locality: Waterloo, New South Wales, Australia

Phone: +61 413 033 703

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19.01.2022 One thing is certain, at some point in organisational life, as a leader you’ll be required to deliver news that change is coming. And some may not like it!

18.01.2022 How to unlock the power of your people with Kübler-Ross Your people are the driving force behind change. But change creates uncertainty. Uncertainty creates upset. Helping people navigate change is critical to your success. Kübler-Ross described change as a journey through six emotional stages: shock, denial, anger, bargaining, depression, and acceptance.... The announcement of change creates shock. Acknowledge people’s fears and empathise with their pain. Respect the past as you reinforce the credibility of change. People deny that change will happen. You must be clear about goals. Rationalise the change. Compare the positives of change with the negatives of the status quo. Manage anger with two-way dialogue. Create an open atmosphere in your relationships to manage vulnerability. In the bargaining stage, you move people from passive resistance to active assistance. Create specific goals for employees. Involve them when developing process. People become depressed when issues aren’t explained. Keep everyone in the loop. Find your change heroes and encourage others to follow. Finally, as people embrace change, show recognition. Reinforce the benefits and the new behaviours expected. Monitor your team to ensure that the change is adopted.

18.01.2022 3 steps for engaging highly trained, professional, scientific and technical (PST) staff professionals in organisational change Today, there is increasing pressure to adopt standardised processes, reduce errors, and cut costs. Research shows that more than half of corporate executives plan to use machine learning and embedded AI solutions to achieve these goals. Naturally, PST staff are increasingly anxious about their futures. Consequently, a major challenge for change manage...ment leaders is managing these anxieties and engaging PST employees with change. Having been subjected to both poorly executed and excellent change management, my experience tells me there are three ways in to connect change initiatives to the concerns, interests and values of highly trained PST staff: 1. Understand why staff think new approaches aren’t aligned with the existing culture and mission 2. Engage staff with data to explain the problem, its urgency, and how to address it 3. Pay attention to the behaviours that are rewarded and tolerated By understanding the perspectives of PST staff, using data to reinforce the need for change, and instilling good behaviour through positive reinforcement, the change management process supports rather than contradicts the values that highly trained PST staff hold dear.

16.01.2022 If there is one thing I hear a lot it's either project managers who think they know change change management or don't understand it. Project managers often concentrate on project structure, strategy and technical implementation. But projects don't often fail because of technical problems, it's usually the people side. The question is, how do you become a more effective project manager? Here are five tips to help you:... 1. Get clear on the ‘why’ to create urgency. Encourage people to understand the positive impacts of change. 2. Get clear on the ‘what’ to create purpose. Be specific and create measurable goals framed in the fundamental interests of all stakeholders. 3. Create a collaborative environment. Empower people and help them feel responsible for their own successes. 4. Align leadership. Identify the key stakeholder leaders. Ensure that they understand their key position and that they deliver the message fully and clearly. Cascade empowerment from the top down. 5. Communicate as conversation. Make change and project management a dialogue which pulls people into collaboration. By realigning focus to give equal weight to the human side of change, your true worth as PM will become evident.

13.01.2022 Change Management is about changing the way people work, not changing people themselves. But to change behaviour we need to alter the way world occurs for people such that it causes them to work in new ways. Organisations are after all made up of individuals and thus social environments. It follows then, that Social Awareness skills are critical getting better outcomes in change management.... In this guide, I write about how Social Awareness can improve your effectiveness at change management. Check out the guide here In this guide you'll learn: -Why is social awareness important in organisational change management -Principles of social awareness -How to use social awareness as a change leader

12.01.2022 According to a 2012 McKinsey study, almost half of large IT projects run over budget and more than half fail to deliver on their promise. One in five conclude so disastrously that they threaten an organisation’s existence. To discover why so many projects fail, we need look no further than the Global Innovation Leadership Study. It concludes that Large organisations create so much distance between the executives and those that are tasked to innovate, that a disconnect exists... between them. So how do organisations close this gap? What is it that change leaders can do to drive the engagement necessary to make successful and consequential change? In my experience, critical change leadership behaviours fall into five distinct but interconnected areas, dovetailing seamlessly into the change management process. These are: 1. Share a compelling story with a clear purpose to create urgency 2. Paint a picture of opportunity 3. Discover what isn’t working 4. Determine why it isn’t working 5. Encourage a participative and collaborative approach If you tell people what the future is, it is your vision. By inviting collaboration, stakeholders help to create their future, have a say in the strategic direction, and become owners of the vision.

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11.01.2022 Emotional intelligence is essential to managing organisational change, but in many organisations, change is planned as instigation and implementation. Business leaders are the instigators, while employees are those implementing. This neglects the dual role of middle managers. They must both instigate and implement. Organisational change is hard for three main reasons:... I. It is rarely self-directed. Instead, external influences (such as customers or competition) force change. II. It is poorly communicated. Change leaders have time to understand the change journey they will travel. Leaders then roll out change announcements thick and fast. Others have no time to digest what it all means. III. Change causes uncertainty about everything. If you don’t help your people navigate change, these three elements can cause motivation to crash. When this happens, resistance rockets. To lead change as a middle manager, you must manage your own emotional roller coaster. Simultaneously, you must support your team through theirs. This requires an enormous resource of emotional intelligence. You need self-awareness to control your own emotional response. Social awareness helps create the collaborative atmosphere in which you can motivate change.

09.01.2022 For project management success, focus on the human side Business growth used to be a linear journey. You defined a path, and followed it. Today, sustainable growth requires agility and non-linear thinking. The pace and scope of change is astounding. Unless you lead change effectively, your change project is likely to fail.... Most change projects fail because the focus is on strategy, finances and structure. Of course, you must have a change management framework and process to guide your journey. But the key to success is gaining the buy-in of your people. Without this, they will lose interest. When leading change, you must inject enthusiasm into the whole team like a coxswain pumps a rowing crew to peak performance during a race. You must create a desire in each of your crew to pull each stroke longer, harder, and together. If you don’t, you will be steering a boat without an engine. How do you create change buy-in? The key is greater social awareness. See the world from the point of view of others. Understand how your people feel. Recognise the value of diversity. Be non- judgemental. Focus on the human side, and lead collaboratively. When you all pull longer, harder,and together, the winning line comes closer, faster.

09.01.2022 So, what is change management?

06.01.2022 My newest guide for better change management

04.01.2022 Last year I decided to try something new. I had just read an article that said: "Email someone you respect every day. Tell them that you appreciate their work. You may not get anything in return, but it's a good habit to get into."... The first person I emailed? John Kotter. Given the new focus for my site on in-depth guides and training, I wanted to know what tips and tricks would the experts have for you and your next project. So I sent him a quick email: "Hey John, Just wanted to say that I really love the 8 Step Model. You're an inspiration! What tips do you have for people new to change, for fast, dramatic and powerful change " A few days later I get a reply: "Thanks! Here are my top three tips..." -John" I almost fell out my seat. I couldn't believe that John Kotter replied to my email. So I catch my breath and email him back: "Wow, thanks for the share! I'm going to brag to my mum (I'm not kidding)." From these three tips, it became obvious to me change leaders out there need some structure for their projects. So I’ve put together this in-depth guide on Kotter’s 8 Step Change Model So go ahead and check out the new post: https://daniellock.com/kotters-8-step-change-model/ I'd like to hear from you... What's your favorite, go to step? Let me know by leaving a comment below.