0:14
And I'll be working with Reetu who's got a lot of experience in
leading people through change.
So Reetu, in your experience, and I know you've had a lot of situations where
you've managed and led people through change.
What particular skills have you found helpful when you're
trying to take people with you?
>> In any change scenario I've ever managed or
led on, my priority is, and
my foremost consideration is the people I am working with.
And I have found that to managing
any change process is really important to know who you are working with,
to know how your team functions as individuals and as a team.
1:09
>> Right, so, taking your people with you, you're really put an importance on
the individual and the collective [INAUDIBLE] as a group.
>> Yes.
>> So what specifically have you done in terms of,
let's pick the individuals first.
So what exactly is it you do with the individuals to make that work so well?
1:28
Like I said, I get to know the individuals and
I look at it as an investment in people.
>> Right. >> So, I spend a lot of time with each
individual and I get to know them as people.
So what the strengths are, anything that they don't particularly
enjoy when they're working and what really motivates them.
2:07
the insurance of a regular meeting with me.
So I catch up on a weekly basis.
For example and in other cases where things have especially gone a bit wobbly.
>> [LAUGH] >> During.our
change >> As they can.
>> As they can.
>> And change is quite disconcerting for many people, me included.
Going out for lunch with a colleague and just getting to know them as people and
taking a genuine interest in them has proven really, really helpful.
2:40
Yeah. >> So, we've already started to see, then.
The importance of understanding every individual in a team.
And we've already started to discover from Reetu's experiences, that every
individual is different, every individual requires a slightly different approach.
You also mentioned, you can get reactions of apprehension.
>> Yes. >> And
of discomfort with change >> How much experience have you had with
that then within the teams that you've managed, and how have you dealt with that?
>> We do that quite extensively because
the very nature of change is that it is uncertain.
And I think most human beings don't enjoy uncertainty.
I think there's a lot of opportunity that comes out of it.
But the first reaction to change is usually, my God.
What am I going to do?
[LAUGH] I don't know what is going on.
And my approach to that is to keep individuals your team informed,
very well informed any developments, anything that's going on.
I might feel okay that's a really small think but
it might actually impact a lot on the team you're working with.
So to give you an example I recently ledge on a review of my area work.
>> And what we were all aware of when the team is that is potentially going
to lead and impact on the way we do things.
It will lead to a change in approach, attitude and
how we actually deliver what we deliver.
And I had so many questions.
My God, Reetu, what is going to happen?
What is expected of us?
Are we being reviewed?
And so my first step in the process was to say, nobody is being reviewed
as individuals is not overview of people being singled out and being reviewed.
It's a review of where their work,
there is a lot of possibility in opportunity coming out of it.
And it might just mean we streamline things and
we have more time to do things that can be done better.
5:00
>> Really, really terrific example,
there because what we've really started to discover is that for many,
the majority in any workplace situation fear they dislike Change.
They are unnerved by change and yet you have this immediate stakeholder
tension that says the organization has to deliver this change.
It's going to happen and therefore it's for
the likes of Reetu and anybody else who's in this situation to
take their people with them the best way that they can.
And the word opportunity has been used several times.
So putting a positive vision on what's going to happen,
and also lots of regular communication as well is something that you've used.
And also really, really important here to understand what it is that's making
each individual either, in a situation of denial,
5:56
frightened, unnerved, really understanding what it is.
Because what is causing that degree of uncertainty might be something that,
in our world, is just so
small It might be something perhaps we don't know unless we've spoken to them.
>> Absolutely.
>> And sat down and built that positive relationship.
So, how did you overcome this uncertainty at the time,
when you were looking at everybody's work?
You really made it clear that it was not looking at anybody individually, but
at the collective.
6:29
>> One of the things I recognized quite early on in
the process was that I may have to explain the same
bit of information may be over and over again.
>> So repeat the message.
>> Repeat the message and you mention the word vision.
So when I'm leading on a change, I think getting people on board with
that change for the vision is so important to get them passionate about it.
And to actually recognize that they have a role to play in it.
They're not mere puppets and they're not being asked to do anything but
they're actually being asked to contribute in the process.
And so repeating the message reiterating what
each individual's role is and how valuable their contribution is.
7:32
I think each person, no matter what the grade,
plays a very important role and that's how teams tick.
They are cogs in the wheel.
>> There's some absolutely fascinating examples there.
The importance of repeating information more than once so to consolidate.
But of course that information has to be consistent.
And what that does, it helps to reinforce any message that you've given because
people are hearing it more than once, it also helps to disarm the great vine.
And if you're not communicating regularly, there's a big risk that rumors start.
And rumors start, and they become rife, and
they can become very divisive in a time of change.
And exactly as Dr Joan Carter says, you create a compelling vision as to
what it would look like when you get to To the end of this change situation.
That can help also, but that won't mean anything unless you've really got each
individual in your team alongside, working with you,
and trying to understand their importance of the change as well.
So, as part of this change, was there an outcome that included cutbacks?
>> Do you mean cut back in resource?
>> Yes.
>> Actually, we were working to a very tight deadline.
>> Right. >> So in terms of resource, I would say
9:09
But we were working to very tight deadlines which
required us to prioritize what we had.
>> So it's about being more efficient effectively.
>> Absolutely and having focus and
being very realistic about what we could focus on and
what needed to solve >> Take the back seat for this week.
>> So, if you, this wonderful thin cold hindsight.
>> Yes.
>> If you were to look back on everything that you did in this change when you
were leading your people's through this review of what you did, all the processes,
how are you going to make them smart and more efficient?
And all the time that you spent with the individuals and
you're giving this compelling vision of what it would look like.
10:09
>> Four very unique, very capable but
have a very different skill sets, the four individuals and
actually make the review go really really smoothly and
we had excellent feedback from the panel.
10:42
In hind site, I would perhaps would have requested
the review panel to have more time with the team.
>> All right, okay.
>> Which is actually an external factor.
It's not really something I think we have much control
over but I did wonder could have influenced that.
>> Right, okay.
That is really quite powerful what we've just heard because
you all have read that many authors many pieces of research
talk about the times change as being managed unsuccessfully.
And there're all sorts of reasons given for why that might have happened.
What we've hear of Rachel, is about a process of change with a team of four,
that has ended up with a great success.
And we can pull together some of the key reasons why that has happened.
First of all, very effective leadership.
Secondly, painting with compelling vision about what is will look
when it's in place.
Thirdly and really importantly, paying great attention and
respect to each of those four very different individuals in the team.
And really understanding what it is that motivate and what it is that
they're worried about really underlining the importance of their role.
12:03
And really working with them to get the situation when they examined and
judge at the end of the change, what needs to happen right away up to that change and
also what will happen afterwards in terms of what the new world will look like.
So that was a really really interesting case study.
Thank you Reetu.
>> Thank you.
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David JamesFounder and Director, DJ Learning Ltd
