OBJECTIVES
The intended objective of this program is to provide leaders with a working understanding of “Leading Bold Change” and how to utilize the 8-step process to implement change in their organisation. Also, this program aims to assist in identifying barriers in achieving change in an organisation as well as develop intelligent strategy to overcome these barriers.
By attending this workshop, participants are able to:-
- Instill a profound sense of change readiness and agility within your organization.
- Learn to apply John Kotter's 8-Step Process for successful change in your organization.
- To initiate a process to document positive impact of leading bold change and develop specific 8-step actions plans for change.
- To implement needed changes to move forward in spite of obstacles and issues
- Provide participants with a working understanding of "Leading Bold Change" and how to use the 8-step process to implement change
TARGET GROUP
- CEOs/ Managing Directors
- Senior Management
- Human Resource Directors/Managers
- Head of Departments/Sections
TRAINING METHODOLOGY
Classroom and activities
DAY1
| Time | Topic | Objectives |
| 9.00am – 9.55am | · Introduce the "Leading Bold Change" program for MasterCard | · Connect with Leadership Model |
| · "Leading Bold Change" - Group Expectation and Introductions | · Give group context and answer any questions. | |
| · Leading Change Objectives for the day | · Make sure everyone is on the same page | |
| · Welcome Intro - Change Video Start (10 min) - Focus is about businesses that failed. STOP When John asks Pop Quiz "when did US Labor movement peak" STOP | · Give the group context around what happens to organizations that are not focused on change as a part of the culture | |
| · Kotter Video Review | · Provide participants with real examples of success using the change process | |
| 10.00am – 10.45 | · Review OIIM Story Telling - room tell the story & include discuss around the key penguin characters, their style and role | · The participants are in the story again, even those who don't say anything have been thinking and listening - Common understanding |
| · Penguin Character Name Tag Stickers - Help people understand they each play a role in the org | · Allow participants to identify with their preferred style and understand what character is missing in the team | |
| · Have people understand their role, have them to identify with 1 or 2 characters, get the penguin language going | ||
| · Have participants understand their own NoNo's | · Make clear there are all different kinds of NoNo's | |
| · NoNo's are Saboteurs (Kotter) - oftentimes behind the scenes, different from Devil's advocate | ||
| 11:00 AM | BREAK | |
| 11.00am – 12.30pm | · The Success of the Colony | Understand What helps & Gets in the way |
| · The Eight Steps Of Change | Review the headings for the 8-Steps | |
| · Change Steps In-Depth - What it looks like if Done Well and Not Done Well - Step Forward and Back | Gain a common understating of how the process looks when it is working and not working | |
| · 8 - Change Steps In-Depth - PRESENT LEARNING | Learn connection points between 8 steps (not always chronological), circular. What to do when steps are not in order or you join a team during the process | |
| 1:00 PM | BREAK | |
| 2.00pm – 3.30pm | What Does Our ICEBERG Look Like? - The Big Picture/Vision - CURRENT STATE | Helps understand the players/situations in their world. Identify real vs perceived fissures. |
| Fissures to Focus | To narrow down to a specific fissure & change that an individual or team can commit to leading | |
| What key fissure stands out from the scavenger hunt? | ||
| Exploring Our OWN Iceberg - Individually - Overview - Make decisions and visualize plans to implement that change | To begin to focus on the real conditions affecting this change effort; create a visual map to anchor the learning / begins focus on real issue | |
| Further Exploring our Iceberg - Teams create visual maps of what their new change journey. A new Iceberg. | Anchors the individual and team leanings in memory. | |
| 4.00pm | BREAK | |
| 4:15pm – 4.55pm | All teams report out on their work | Sharing across teams |
| Wrap up day - Review Work and Assign Homework | To link the events of the day | |
| Closing comments | ||
DAY2
| Time | Topic | Objectives |
| 9.00am – 9.50am | Welcome and review yesterday's work | To reconnect |
| Page 27: Scorecard | To provide a big picture view of current state of change effort / help target efforts | |
| People rate where their level accomplishment on each step | ||
| 10.00am – 10.30 | KOTTER VIDEO Part II - Southwest - Buffet - Rockwell - Can do before or after break. Depends on groups energy | Each participant begins to understand the need for change formula |
| VIDEO DEBRIEF | Learn from each other what Change looks like when it works | |
| 10.30 am | BREAK | |
| 11.00am – 12.00pm | Introduce Action Plan - Discuss | |
| Action Plan Forms - ALL 8-STEPS - Top Sections | To create structure to guide efforts - think through the many issues associated with change | |
| Where people make decisions to focus energy where it will do the most good and make plans to do so | ||
| 12:00 PM | BREAK | |
| 1.00pm-3.30pm | Discuss turning Action Plan Elements into Strategies for Action | |
| Action Plan Forms - ALL 8-STEPS - Bottom Sections - Can do as follow up assignment with Intact team. | It is essential to have a clear understanding of | |
| 1. Steps to be taken | ||
| 2. With Whom | ||
| 3. By When & Success Indicators | ||
| Revisit 8 Steps and discuss how they would apply to own work. | ||
| Develop a demonstration of a sense of URGENCY | By sharing approach each team will provide insight and learning for the other | |
| Create some fun and humor for change | ||
| 3.30pm | BREAK | |
| 3.45pm – 5.00pm | Present URGENCY | Create some fun and humor for change |
| Evaluations | To get feedback while it is fresh in the minds of participants | |
| Questions and Answers regarding post-work and support | To link the events of the day | |
| Closing comments | ||