Sandar Managment Services

INFLUENCE THE CHANGE  (Part of the Organise Phase)

     "Be the change that you want to see in the world" (Mahatma Ghandi)


Lead by example

Role modelling is an influential tool to demonstrate and pass on knowledge, skills and behaviours. You should not underestimate the level of impact and influence you have on your people. The immediate supervisor is the most important influencer in any workplace relationship.

The first step in role-modelling change is to make a personal commitment to the change to ensure that you will be advocating the change at every possible opportunity. You may have heard of management approaches like: 'walk the talk', or 'management by walking around'. There are many others that promote the effectiveness of being seen to demonstrably lead the change.

Team members will not just be looking for you to tell them ‘what to do’, but also to ‘show them how to do it’. You need to role model the new behaviours in order to demonstrate your commitment to the change.



PODS Compass

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Champions, advocates and early adopters

Whilst all leaders should be seen to be the first advocates of change, there are other critical roles in leading change:

Change Sponsor A senior leader who is ultimately responsible for the success of the change within the organisation.
Change Agent A business leader or partner who is responsible for supporting the delivery and implementation of the change.
Champion or Advocate
A team member nominated by the leader to actively demonstrate support for the change and influence peers to commit to the change.
Early adopters An experienced team member selected to participate in pilots and become the subject matter expert of the change initiative. Note: This can commonly be the champion or advocate.
Change Manager A project or change management expert responsible for the systematic approach to the organisational change.

Establish champions

When people feel that they have a role to play in shaping the direction of a change, they are more committed to the realisation of the benefits.

There are many different ways that a change champion can get involved with a change initiative including: designing the change activities, forming part of a pilot, attending focus groups or forums, sharing information about the change, assisting with the design of training and development, and more. A change champion has a responsibility throughout all stages of the change to provide feedback to the project team and leaders regarding the progress of delivery.

When asked to nominate someone from your team to undertake the role of change champion, you should consider:
  • Who do team members look up to in the team?
  • Who has the most influence within the team?
  • Who is confident to advocate the change amongst their peers?
Engaging the natural leaders within your team to play the role of change champion will have a substantial impact on the overall success of the change.

Important
It is important to identify change champions early and engage them to participate in the change. They play an influential role in enlisting team members and casting the change in a positive light.

Action
Engage a coalition of the willing. Put the right people in place in change roles, as they can be a powerful tool in guiding large-scale change. They quickly influence people to commit and accept the change.


Influence through aligning information styles

Your team members have different preferences for the way they receive and retain information. Consider ways you can incorporate different learning and communication styles:

VISUAL (40%)
Styles that prefer images
  • Use diagrams to share information
  • Place information on a change board
  • Create a visual representation for your change initiative
  • Draw on a whyteboard
  • Create a pictorial path
AUDITORY (20%)
Styles that prefer heard or spoken information
  • Register them for forums and/or information events
  • Ask them to present information back to their team members
  • Involve them in brainstorming activities
  • Conduct daily toolbox meetings
  • Have regular 'chats' with them to verbalise the message
READ/WRITE (10%)
Styles that prefer abstract symbols
  • Encourage them to research the change
  • Provide manuals, or written procedures with flowcharts
  • Get them to devise a written procedure for the new process
  • Have quick reference guides
  • Prefer working with information, logic and data
KINAESTHETIC (30%)
Styles that prefer experience and practice
  • Allow them time to practice their new skills
  • Encourage them to observe and work with people using the new way of working
  • Create simulated experiences using role plays
  • Memorizes things by walking it through or practicing
  • Touching is a key sense

Idea
Did you know that words only make up 8% of the message that an individual receives? Ensure that you pay attention to your non-verbal communication!.

Action
Set up notice boards for change related communication messages and material. Have change initiatives as a standing agenda item at your team meetings.


Resources: 
   ● Rapport - Words used by Each Information Style (102kB download)
   ● Persuasion and Influence Handout (112kB download) 

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