Accomplish the Change
A change is something you go through, something you experience, something you prepare, something you generate, something you follow. Are we undergoing change or are we the driving force behind it?
Are we surfing the wave of change or are we resisting it by rowing against the stream?
This course, open to all employees, deciphers the change that the company and its people are experiencing today.
You will find many keys for the attitude to adopt and how to accompany your colleagues in the face of change. As well as tools to define and manage these transformations in the best possible way.
The Dynamics of Change
Extracts from The Dynamics of Change
Companies nowadays live in an era of permanent transformation. It is no longer a question of organizing themselves, then transforming themselves to finally organize themselves differently as they did in the era of one-off changes. On the contrary, in the era of permanent transformation, it is necessary to organize and transform oneself simultaneously and continuously. The company becomes an organic living being, an eco-system in constant evolution, and this requires 1, great organizational flexibility and 2, significant team agility.
Change is rarely accepted up front. Our habit-filled and controlling mind finds it disturbing. Idriss Aberkane speaks wonderfully well of this individual and collective instinctive resistance to real change. Inspired by Schopenhauer, he asserts that any revolution in the history of humanity, whether political, philosophical, moral, technological, artistic, etc., systematically passes through three stages. First this idea is considered RIDICULOUS, then DANGEROUS and finally EVIDENT.
Time is speeding up! Funny expression when we know that there is nothing more stable and linear than time. Seconds, minutes, hours, days, months, and years will always have the same measurement. It is our relationship to time that is, in fact, shaken. Caught in the spirals of collective pressure and technology. Spirals that question the organization of life and work in the future.
The digital transformation of your company is an existing fact. Whether you want it or not, digital has taken over from analogue. It has imposed itself in the habits and reflexes of consumers.
All professions, all companies are affected by the advent of digital. Don’t think you can escape it. We will see in this video how the digital transformation is an opportunity and how to apply it to all your internal departments.
Managers can no longer confine themselves in being a mere transmitter of the change desired by the Senior Management. They must be a driving force for this change. In our changing world, they must anticipate and initiate change rather than undergo it.
Three talents are therefore necessary:
Being on the lookout (benchmarking, etc.), making your teams think and brainstorm with them, and finally being proactive during transformations and continuous improvement.
The Individual in the Face of Change
Extracts from The Individual in the Face of Change
In this video entitled Getting out of your comfort zone (part one), we will look at what the comfort zone is and the benefits of staying in it. Then we will analyze the locks and tensions that keep us there.
Finally, we will describe all the advantages of leaving this comfort zone to enter a creative zone.
Stepping out regularly of your comfort zone will evidently help you make one discovery after another, as well as better manage periods and situations of stress and change.
You will be accustomed to facing unusual situations that require adaptability and self-confidence.
In this second part about Comfort Zone, we will study the antidotes, the strategies and gains we get from stepping out of the known and routine zone.
Do you prefer to be right or to be happy ?
“Things are neither good nor bad. but thinking makes it so. We are victims of the narrowness of judgement we pass on the world” wrote William Shakespeare. Here are 5 steps (4 questions and a turnaround) used in coaching that will allow you to shake up some certainties that do not serve you.
Is your employee or colleague not on target with a goal that you have agreed on?
Are their attitudes and actions not in line with the expectations?
Don’t delay refocusing with them.This is a great opportunity for you to show courage, caring and agility.
Your boss has told you that you lack leadership, your colleague criticizes your lack of listening, your client deplores your lack of agility, …
It is uncomfortable to receive negative feedback, especially if it is addressed awkwardly or brutally.
How can we turn these “critics” into constructive feedback? Here are the 5 steps to receive feedback and then the KSS method to take in feedback.
It is not “normal” to be constantly stressed at work.
The observation of permanent stress requires work on yourself, of course, but also, when possible, intervention from your superiors.
In this video, we will see how to listen to stress signals, how to break out of silence and intelligently express your difficulties.
80% of those interviewed by the ANACT express that when they are stressed by work, they seek to recharge their batteries in personal activities. How do you resource yourself? In this video we will see the importance of taking “refreshing” breaks. Then we’ll discover 6 powerful tips to resource yourself. And finally we’ll see how to reconnect to your own source.
Resistance to change is a crucial part of the change process.
There is no impacting change without resistance (denial, anger, bargaining, decompensation,…).
Here in detail are all the phases of change that you and your employees will go through and how best to accompany them towards the new organization.
Human beings need attention and consideration to fully express themselves and give the best of themselves. As adults, acknowledgement seems to take a back seat, especially at work.
So why are signs of acknowledgement so important? Why are they so little or so badly given? And especially how to give them?
Extracts from Defining Change
Who are we and where are we going? Two main questions to ask in the middle of our changing environment. So moving that an organization can be swept away in the space of a few years, by a new entrant or a failed technological shift.
We don’t know what the world will look like in 10 years and despite everything we have to make choices and define a vision. In this video we will see the vital interest in defining a vision and the 3 pillars of developing a vision: purpose, values, and ambition.
The management of change has long been the decision of the hierarchy accompanied by a team of consultants. The change used to be punctual, declined vertically.
There followed a long period of stability pending the next reorganization.
The time of changes in fits and starts is over. Change has now become permanent and pervasive.
Here are the 8 collective and individual levers on which you can rely in order to succeed and balance the changes.
Never lead a change before thinking about the possible impacts of that change.
Studying the impacts of the change will help you:
1) validate (before initiating a change) its relevance: does it represent a real interest for the organization and for people?
2) prepare to manage the consequences and other risks generated by the change
3) anticipate resistance in order to overcome it.
Let’s discover, in this video, 3 change impact analysis matrices.
Benchmarking means comparing oneself with benchmarks / references (services, companies) in order to keep and apply the best practices.
Used for years by the marketing professions in their analysis of competition, benchmarking is making a place for itself in all trades and services.
In this video we will see what to benchmark, with whom, how, and we will offer you a structured benchmarking method.
According to Yves Gagnon, at least two out of three changes in business (70%) are failures, both in SMEs – Small and Medium Enterprises – and large companies. Deadlines are not met, budgets explode, expected benefits don’t really materialize or, even worse, employees reject changes by forcing a backtracking. Failure often comes from a poorly mapped out path…
In this video we will focus on a way of drawing the path of change: where are we going and what steps we need to take.
The Appreciative Inquiry approach started in the USA at the end of the 1980s.
It offers a positive and participatory approach to support change, breaking free from the traditional approach which is often focused on problem solving.
In this video, we will see the origins of the appreciative process, its principles and finally the 5 Ds, the 5 stages of its deployment.
Working Collectively for Change
Extracts from Working Collectively for Change
The so-called reflection and decision-making meetings are those that bring about change in the office: from continuous improvement to major reorganization.
We’ll look together at the 4 stages of these transformational meetings, including the qualities you will need in order to lead them.
Regulatory meetings take place in order to solve problems between team members and require the true talents of a mediator.
In this video we will see when this type of meeting should be held, and in what spirit, as well as the 3 steps to lead it successfully.
Managing employees and customers intelligently means anticipating the difficulties and resistance that will inevitably punctuate your meetings. Because some people are difficult, because some subjects are delicate. We will deepen the management of objections and the use of counter-questions to facilitate your meetings in difficult contexts.
Stimulated by the group, freed from judgement, teams show an incredible ability to propose innovative and effective ideas, particularly in problem solving.
The “real” brainstorm follows a very rigorous approach.
We will see in this video how to prepare a brainstorm, how to facilitate the idea production phase, then how to classify and select solutions.
Have you heard of the acronym SWOT?
A tool for analyzing: Strengths,Weaknesses,Opportunities andThreats
The SWOT is a tool widely used by consultants.
I will describe what the SWOT is and give you an example of an application in meeting facilitation when you need to analyze a product, a service, a strategy, etc
The GROW model comes to us from the world of coaching. Ideal for making decisions and establishing an action plan together.
I will describe the 4 simple steps for an efficient group work sequence and give you an example of how to use the GROW model (ex: improve the commitment and performance of your department).
GROW: Goal, Reality, Options and Will/Way forward.
Here are the 7 steps in facilitating a creative meeting: presentation of the subject, definition of the rules, ice-breaker, creativity warm-up, divergent phase of idea production, convergent phase and finally concretization.
In this video we will describe these 7 steps with many examples and we will give keys on the role of the facilitator at each step.
Teleworking, telecommuting, travelling subcontractors .., how to properly organize remote meetings?
Let’s explore the advantages of virtual meetings.
What tools are needed?
How to lead these on-line meetings to make them as efficient (even more effective) than on-site meetings?
Leading the Transformation
Extracts from Leading the Transformation
How can I accompany change as a manager?
Here are 3 tips that will make all the difference: share, co-construct and act.
Share by listening and expressing yourself in the middle of the transformation process
Co-construct, in project mode, the application of the decided change in the department,
And finally make sure to involve employees in the action towards innovation (test and learn mode,…).
Sometimes described as simplistic, the model of Kurt Lewin, a researcher in social psychology, offers an interesting framework for leading change.
Imagine a block of cubed ice that you want to turn into a cone? The best way to proceed will be to unfreeze the block of ice, format it into a cone and then freeze it again to stabilize its conical shape. This is the Unfreeze – Change – Refreeze model.
Created by David Gleicher, then refined by Kathie Dannemiller, the formula for change is a simple yet powerful tool that gives a quick, first impression of the possibilities and conditions for change in an organization. This equation states that: in a context of transformation, individuals will accept to evolve, to change, to transform themselves if and only if D x V x F > R
Dissatisfaction x Vision x First Steps are greater than Resistance to Change.
Management must support the teams so that resistance to change is overcome one by one and that its implementation is real and positive.
In this video, I will describe the different causes of resistance to change (and how to overcome them): individual causes, collective or organizational causes, causes related to the change itself and causes related to the way the change is conducted.
Author of the bestseller entitled “Leading Change” and Harvard Business School ProfessorJohn Kotter asserts that 70% of organizational transformations fail for lack of a holistic aka global approach.
After 30 years of analyzing the successes and failures of transformation efforts, he suggested a change process based on 8 steps, whatever the program and the field of change.