Garrison Wynn's change
management programs address common problems leaders and change
management teamsface
during mergers, acquisitions and organizational change using high impact humor,
research results from highly successfully managers and organizations and customized
content based on interviews and/or change management
assessments with your key people.
During change, one of the most important elements
for success is management's ability to listen and communicate effectively.
Leaders that can consistently challenge, motivate, and educate their people
through change are successful.
How are your senior managers, mid-level managers
and frontline supervisors equipped to manage
resistance to change?
Research on corporate culture has shown that organizations will not be able
to sustain excellent performance over the long haul unless they have a corporate
philosophy allowing them to adapt to a changing environment.
A survey of 500 executives concluded that resistance was the main reason
why organizational changes fail.
A recent study found that 60% of the reengineering projects that failed were
due to employee resistance.
Change management presentations deliver proven solutions
to top change management issues that managers and change leaders can implement
right away.
Critical management mistakes during change: learn how to avoid them
Receiving feedback and creating open communication
Overcoming employee resistance to change
Obtaining support from
all levels
Effective ways to approach the change management process
The greatest contributors to the success
of a change management program
Defining the role of top management
Discovering the most effective methods of communication
A good change management team
member: what is the most important criteria
Communicating change management objectives
How to be right without making others wrong
The truth about team building: myths and motivators
Creating a plan for success: what the most successful do differently
The flywheel effect: making change work
How create consistency without robbing people of their uniqueness
Listening like a leader: the truth about trust
How to get people to listen to you
How top auditors succeed: our customized research
Creating an open environment for telling the truth
How to help people move through change comfortably
The three reasons people don’t tell the truth
Job protection vs. action
How to avoid blame distribution
Focusing on what’s important: picking your battles
How to increase employee accountability and buy-in
Everything you ever wanted to know about effective questioning techniques
but were afraid to ask
How to create the defined outcomes you want your questions to deliver
Creating questions that identify needs without bruising egos
The five best questions in the world
How to customize the best questions for your audit process
Open- and closed-ended questions and how to use them
How to identify issues that are not being discussed
How to detect the reoccurring patterns of dishonest answers
Face-to-face communications
Being prepared: when you are on the firing line
Organized information-gathering techniques
Effective processes: ask, listen, agree, and recommend
How to avoid an argument
How get people to agree with you
How to build rapport quickly: relationship management
Body language and eye contact: yours and theirs
Voice tone and sincerity
Overcoming objections
Managing expectations and emotions
Developing the most common objections in advance
Isolating objections and handling them one at a time
Understanding the difference between objections and conditions
Why objections indicate interest
How to treat objections as a request for more information
Handling objections without being defensive
Structuring and delivering your management solutions
Using the flywheel effect: proving change works
Creating awareness
How to make their ideas part of the solution
Outlining the benefits of a consistent approach
How to guide people from resistance to acceptance
How to clearly explain the value of your solutions
Presenting your ideas
Lay the foundation: defining your goal
How to outline your concepts for maximum impact
How to create a concise presentation from too much information
Structure and flow: professional presentation skills
Speaking with passion and confidence
How to a create value proposition
Communicating Change Management:
How management can motivate people to listen
Resistance to change is the issue.
Change
happens and while we can't control much of the world changing around us, we
can control how we respond.
We can choose to anticipate and embrace changes or
resist them. When things change, people are afraid
they will no longer be experts. They will have to learn the new way, and no one
wants to be a continuous senior beginner. Our studies show that to make change
work, we have to prove to our key people that the change means getting better results than the old way (or at least equal results), assure them that their experience
has value, and then get them to spread that message through the organization. (change management article - managing what employees say)
When you tell someone you know exactly how they feel, you rob them of their
uniqueness. Our three-year study of top communicators showed that when someone
tells you their core issues and you say, “we had a situation exactly like
that last month, and as a matter fact the guy looked just like you, and this
is what we did,” you create your own resistance. They will then try to
show you how their problems are special and need more of your attention. However,
if you acknowledge the difficulty of their problem and then share your experience
in similar situations (the key word being similar), they are more likely to use
your solutions.
The manager as a change advocate When managers and frontline supervisors communicate well with employees,
understanding their fears and misgivings, they can find ways to not only help
employees through the transition but to involve employees in the change process, thereby
building ownership for the change and increasing accountability.
Change management commandment: Send a clear and united message
Research
shows that executive involvement is the greatest contributor to change management success.. If people don't
know "what" the change
is and "why" it's being implemented, then "how" to implement the change is a
moot point. Change leaders must show alignment with senior management's
business objectives. and back up words with behaviors and actions that support
change.
Managing the Journey: A formal communication plan for change
It is important
for executives to communicate a structured change
process showing where we the
company is going, how they are going to get there and what results they expect
at the end.
The change is going to make it harder for them to meet their needs
The risks seem to outweigh the benefits
They don't think they have the ability to make the change
They believe the change will fail
Change process is being handled improperly by management
The change is inconsistent with their values
They believe those responsible for the change can't be trusted
Making change work: The flywheel effect
Doing more with less: Increase productivity People want to have more organized
communication systems and be on the same page with how they are communicating.
Change management requires learning the best form of communication for change-related
issues (for example: when to use email, when to use voice mail, when to have
face-to-face meetings and when upper level management needs to show up and be heard).
Organizational Change Management The toughest challenge of organizational leaders today is to manage
at the speed of change. With the pace of technological advancement and the knowledge
explosion, leaders face tremendous pressure as they attempt to gain support for
change. While resistance is always a problem, it is especially harmful during
an economic slowdown. Regardless of how good or necessary a change may be, resistance
should be expected.
The fewer moving parts something has, the less likely it is to break down.
Before you decide that everyone has to become more organized, you might want
to simplify the system as much as possible. After you have done all you can, providing training that begins
with clearly defined outcomes and includes hands-on experiential learning techniques
can have maximum impact on your organization's belief systems.
Please call us at 888.833.2902 or fill out the form below for questions about programs, pricing and availability
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