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As the organization is an open system the mission of the creative leader is to approve and ensure the implementation of a strategy of regular changes aimed at continual improving the effectiveness of the organization. The subject of change management is becoming more and more relevant. If earlier it was possible to plan for 5 ... 10 ... 15 years, recently, as a rule, the planning period is limited to a much shorter period.
Preview, encouraging and implementation - are the most important functions of a creative leader. Talented staff and their ideas become the main competitive advantage in modern business. High-speed changes in the world have become the norm. For business, the main thing is not to stay out of these changes. Therefore, any project in the organization becomes a project of change.
In order to succeed, the leader must take into account the "pitfalls" of change management projects that are very complex. They are:
- Changes often involve anything unknown. In this case, the leader really doesn’t always know what to do. Any activity can be a success but at the same time - the risk;
- Everything that happens will be the subject of "change curve" law. An outstanding psychologist Elisabeth Kübler-Ross[59] described 5 stages of reaction to changes: Negation; Anger; Bargain; Depression; Adoption. At the first stage (Negation ) people can sabotage leader's endeavors. The next reaction is the anger - "They waste our time and money!", "It would be better if they tackled other things!" Then comes the depression - "Everything is bad," "Nothing happens," "Maybe I'll have to leave ..." At this stage apathy appears, and the work is done mechanically. But further, having accepted the inevitable, people will begin to analyze all alternatives and bargain with the leaders of changes for the best positions. The leader can't undo the first three stages, he can only know about the complexities that each of them creates, and pass them effectively and quickly.
- There is the need for effective coordination of different people and groups.
A good change-leader is a good project manager. He is well-organized, he can use the tools of project management and he can coordinate the team, create navigational documents and maps for the project, hold effective working meetings and so on. Often the failure of projects of change is not so much connected with the idea of change or motivation, but with the poor organization in the project, and the drop in motivation is tightened behind it.
- Employees' motivation falls without positive reinforcement. And, alas, the motivation is not completely regulated by the human will, but it very much depends on the emotional background. The creative leader needs focusing on creating an atmosphere of interest, excitement, joy, and, ultimately, victory. To illustrate the relationship between the emotionality and the rationality it is necessary to turn to the concept of the Horseman, the Elephant and the Path, described by the brothers Heath[60] in their book “Switch: how to change things when change is hard”: "Rider" - this is your rational will, "Elephant" - your emotions, "Way" - this is how convenient the road proposed to go is. Considering business problems the concept can be explained like this:
"Horseman" -The leader who has the plan of activities;
"Elephant" - Persons who don't want to act;
"Way"- how honesty the leader has organized their transition to the new activity, has offered training, daily SOS-support, has drawn up check-lists, has arranged feedback collection and has reformatted the design of the motivation system so that it would be beneficial to function. The Way cannot be neglected.
The leader needs to manage the "soft" factors. Each successful leader should have a well-developed "social" competence - the ability to listen and hear the interlocutor, empathy, controlled emotionality, excellent presentation skills. Change management is to a large extent the art of attention and courtesy, empathy and charisma. Unfortunately, a large proportion of the transformation projects failed because their leaders did not possess such art.
Introducing innovation the leader needs to let the resistance "flow out" - to arrange a debate, to fight. For example, if he is implementing business processes, it is necessary to ask the teams to prepare arguments on why it is convenient to work on business processes. Thus, he will learn what the essence of resistance is and he will be able to work with specific arguments, to "sew" counter-arguments into the propaganda of changes, and avoid the effect "Nobody asked us what we think!" He has to give them balls of different sizes that they can throw at each other. Ritual wars among ancient tribes are good enough to "drain" conflict energy and avoid real wars.
Change Management Frames
The notion "frame" means a model, a structure in which it is possible to design or describe an object systematically. Change management frames allow planning specific actions, taking into account a variety of communication, information, motivational and organizational tasks. Frames are chronological, i.e. describing the temporal sequence of stages, and spatial, i.e. representing the area of the project changes as a collection of some spaces, in each of which different actions are taken at different times.
Chronological Frames:
1. Frames of Kurt Levine[61] "Defrosting - Movement - Freezing" and of William Bridges[62] "End - Transition - Beginning". These two concepts have several similar stages:
· Tasks of the "End / Un-Freeze" phase:
- To proclaim "the end of the old world" by making an official statement;
- To talk about the inability to act by "the old way" at meetings, to cancel ineffective procedures, to dismantle iconic rituals;
- To recognize the inevitable losses and difficulties, to accept the reaction of rejection, anger, and fear honestly;
- To attract new people to solve new problems in new ways.
This stage ends with the fact that people understand why it is necessary to change, and recognize that it will not be possible to avoid changes.
· Tasks of the “Transition / Traffic” phase:
- To go into the test mode;
-To create prototypes, to generate ideas, to carry out pilot projects.
This is the time when there should be a lot of discussions, group work, consultations and brainstorming. There are own rules at this "phase of movement" - this is a safe working/game mode. However, it is important that the company does not stay in it for a long period.
· Tasks of the "Start" / "Re-Freeze" phase:
- To decide which processes/ structures/principles can be considered ineffective, and allow them "walking away" along with the flow of "water", and which - will remain and become prototypes of future effective systems;
-To proclaim new principles, formats, strategic provisions to empower new heroes;
- To work diligently to "freeze" changes in organizational systems.
If the leader proclaims the policy of internal customer-orientation he must make sure that this vector is reflected in the methods of selection, and in the system of rewarding and in HR-branding as well as in the work of a PR-specialist.
Kurt Levin believed that changes occur only in emotionally charged space and the effectiveness of the activity without a strong motive - "Towards changes / From changeless " - will be negligible. He suggested the following orientation of motives: “To changes/ out of changeless”.
Examples of motives "To changes":
• "After integrating the new ERP-system, each of us will be able to work one day a week from home ..."
• "By changing the organizational structure in this way, we will increase the speed of implementation of projects, we can raise prices for our services and increase wages by 20% ..."
• "The new manager will change the system of work in the department so that each of you can pass the refresher course, thereby investing in your future ..."
Examples of motives "From changeless":
• "Without implementing ERP, we cannot cut costs, and in the future, we will have to reduce your bonuses ..."
• "By retaining such an organizational structure, we will have to attach more paperwork to each client manager ..."
• "Without changing the system of work in the department, we will not be able to maintain the profitability of sales, and, therefore, we will refuse to move to a new office closer to the metro, with a fitness club and good dining rooms ..."
2. Frame-pattern for implementation of CRM
Stage I. "End" / "Un-Freeze":
- To hold a meeting in which to announce that sales are lower than expected, create a motive "from" (the future which is unsuccessful because people earn little);
- To hold working meetings with personnel dedicated to the problem of sales management;
- To invite the employees to prepare their proposals for remedying the situation, discuss their proposals at a working meeting, to hold the training meeting with the invitation of an external facilitator that will help in the right direction.
Stage II. "Transition" / "Movement":
- To talk about all the options for correcting the situation, including the introduction of CRM;
-To discuss the risks of implementing CRM, to identify supporters of the idea, to thank the opponents of the idea for their opinion and to use it to conduct risk analysis and study the "objection tree";
- To create a test configuration of the work in CRM;
- To conduct training, to create a permanent "hotline" - friendly and competent;
- To create a project of a motivation system, including work in CRM; to promote its use;
- To invite external and internal experts, to collect feedback, to finalize.
Stage III. "Start / Re-Freeze":
- To adopt new KPI, to fix bonus policies;
-To accept the conventional working standard of the manager in CRM;
- To consolidate the internal working schemes of the duties to maintain the quality of work with CRM;
- To register the regular up-to-date process (meetings, reports), which allows analyzing once a month, a quarter and a year how effectively CRM works for solving business problems.
2. Frame “EASIER”
EASIER is a frame that makes the process of organizational changes easier. It was developed by D.E. Hussey[63] and introduced in his book ‘How to manage organizational change,’ he puts forward an additional framework, which captures the following elements in order to manage successful change. Again, you can see similarities as to other change management models:
● E – Envisioning is to create a vision. At this stage, the leader needs to form a coherent view of the future: the vision of how the organization wants to change. What is the goal: to bring five new brands to the market next year or to be a leader in the production of innovative products in the next 10 years? The more clearly the goals are described, the better. He has to inspire everyone with the end goal which will underpin the organizational goals.
● A – Activate is activating the followers. At the first stage the leader has created the active substance - now he needs to integrate it into the "transport", which could suffer changes in the "capillaries" of the organization. "Transport" means people, formats of discussion, materials in mass media (in the scale of the company, of course) communication, etc. Activation = informing + discussing + answering the questions + comprehension and addition. The leader must engage the members of the command and communicate the vision, ensuring that they fully understand where the organization is and more importantly where it wants to be, and how it will get there.
● S - Support is the arising of the first concrete actions within the framework of the draft changes:
- New training programs / consultations / mentoring;
- New project specialists hired for solving problems;
- New equipment / programs;
- New temporary role structures for implementing changes (committee, project team);
- New temporary policies that facilitate movement along the path of change.
During phase 1an individual impulse is formed; during stage 2 it has become a group one. During phase 3 there is the maintenance of the momentum of concrete, practical, help, empathy and the inspiration which comes through the credibility of the Leader.
● I – Implementing is completing the tasks and plans in order to turn the vision into reality. A new organizational mechanics is being installed, new IT resources are being put into operation, new product technologies or service processes are being developed. At this stage, it is important to "check-up the map" and to monitor how far the results correspond to the vision formed at the first stage. Note that if it was not worked out, it becomes impossible to verify the fact with the plan, and the entire draft of changes turns into a nursery rhyme "We cannot be knocked out of the way, we do not care where to go." Of course, the vision can be developed and supplemented.
● E – Ensuring means "to guarantee", "to hedge", and this point is about ensuring the deepest penetration of changes into all organizational subsystems and monitoring of the implementation process, addition, correction.
● R - Recognizing is approval, recognition. During the last stage the leader thanks to the supporters, encourages and promotes those who behaved "correctly": used the new IT system, participated in the prototyping of new products, etc. It is very important to complete the project by making a positive reinforcement of new behavior. Completing the draft changes by the stage of recognition and approval is necessary even if the originally intended goal is not fully achieved. But the command has become smarter and stronger in the process of introducing changes. They've learned valuable lessons. Therefore the leader must admit it, discuss new knowledge and thank each participant.
3. ADKAR
ADKAR was developed by Jeff Hiatt[64] of Prosci research in 1998 and was initially used as a tool for determining if change management activities were having the desired results during organizational change. ADKAR change management is one of the many change management models which can assist in the development of a cultural transition program. It focuses on change at an individual level, and the specific needs of that individual, in order for that person to change their behavior to the desired ways of working – the new culture. Following this change management model assumes 5 stages:
● A – Awareness - People should learn about what the draft changes will be and why it is needed:
- The initiator of the project describes the idea of the project in the special letter, inviting colleagues / instructing colleagues to join the initiative group meeting;
- At the end of the meeting, the "Internal Customer Orientation Concept" is created - a presentation or a text that explains what it is, what the customer-oriented behavior is, what changes will occur, etc.
- "The concept" is sent to all by mail, is put out on the Intranet, working meetings are held at all levels, the goals and content of the project are being explained at all the levels.
● D – Desire - Participants of changes should like the proposed "destination" and they should want to "get the train":
- A competition for a better story is announced on the corporate portal - an example of how a company employee displayed "internally client-oriented" behavior. The competition has a good "eventful" prize, for example, if there are several winners, you can pay for their dinner in a good restaurant or for image-session or a culinary class. And not to forget to invite the photographer. Winners will share good pictures with colleagues thus working on the task of informing your idea and broadcasting an emotional charge: customer orientation is cool!
- Announce a change of the motivation system, according to which the most client-oriented department is given a significant bonus. The bonus should be based on the evaluation of 360 °. The department which showed, regardless of the absolute indicator, the largest relative increment to the previous period must be given bonus also. Thus, not only successful but also the most powerful effort will be rewarded. It means a positive support of the movement in the right direction.
● K – Knowledge: But the desire only is not enough. Everybody needs to know what exactly he needs to do:
- A brochure or a section in Intranet is created with a large number of specific examples of client-oriented behavior for each position/function;
- A small test appears in the brochure, which everyone will have to pass;
- The module for internal client-orientation gets into the starting training that every newcomer goes through.
● A – Ability - In this case, it is about the ability to implement changes day by day. Desire to act + Knowledge of how to act + Daily perseverance = Efficient change project. In order to maintain the ability to drive the project of introducing internal customer-orientation up to its institutionalization - a state in which it seems that "it has always been so" and nothing special to do to support it is not necessary - the project team should regularly discuss the progress of the project, the satisfaction with the results of the project and the ways to make the work in the project more effective.
● R - Reinforcement model is confirmation, consolidation:
- It is necessary to strengthen the team with the right people, who sincerely and deeply understand the meaning of these words: "internal customer-oriented culture";
- It is necessary to strengthen the knowledge of internal customer-oriented atmosphere adding more and more specifics to the library of examples of behavior; to discuss difficult cases of where the customer orientation ends and the undemanding begins.
- It is necessary to strengthen the propaganda of internal client-orientation celebrating that this is a new component of the corporate culture and to resume good rewards that have a strong viral effect.
4. Change - Model of J. Kotter
John Cotter[65], Professor of the Chair of Leadership named after Konosuke Matsushita at the Harvard Business School and the sought-after business consultant. He is the author of the bestsellers "The driving force of change", "Ahead of change", "Speeding up the changes", "Our iceberg is melting away", etc. Besides, he is the owner of the McKinsey Award for the best publication in Harvard Business Review, a sought-after business consultant. His model serves as an excellent guide both in planning the project and in managing and shows what kind of errors should be avoided and suggests possible solutions to problems.
Step 1 is to create a sense of need for change: to present the motives "Towards" and "From" to people; to ask the following questions:
- What's wrong with us if we do not change?"
- Why is not it enough for us what we have?
- Why it is necessary to act without delay?
Step 2 is to create the team of reformers. At this stage, it should be clear who will be the "think tank" of the draft changes, and then the "center of will." It is necessary to pay special attention to the word "team" - it is not a physically formed group of reformers, but a full-fledged team that has passed all the stages of the corresponding group dynamics.
Step 3 is the definition of vision and strategy. At this stage, it should become clear what the reform team will do and where it will go. How the final product of the draft changes will look like. But the "Definition of vision and strategy" should not be in words only but in putting ideas in a readable and attractive form - a presentation, a "big" plan, a letter.
Step 4 consists of propaganda of the new concept of the future. "Propaganda" is a very precise word in this context; it is used in its original meaning - "the faith to be spread". Working groups, facilitation, letters - all this should be aimed at popularizing the ideas of change. A team of reformers should consider a detailed propaganda plan.
Step 5 is to create conditions for the participation of all employees in the changes; to consider the mechanisms and ways that colleagues of reformers can support their endeavors; to invite; to participate; to evaluate; to offer; to come; to write, etc.
Step 6 is about "Quick wins". There is no better motivation and more convincing evidence of rightness than success - success speaks louder than words. The leader can hope that success will be or he can plan the work purposefully so that it happens. He must start the project of changes from the lightest nodes, do tests and pilots in those working subsystems where he has the strongest support. Then the overall environment of the system will change. He will have more "agents of change" telling how they saw success with their own eyes. A new pattern of behavior will become more familiar and therefore less frightening. The absence of fast, small but significant victories demotivates and makes him doubt in the chosen path.
Step 7 is about the implementation: Monitoring of the work; tracking the progress; encouraging "correct" and understanding the causes of "wrong". A quick success should not confuse the leader: it is a motivational "candy", but not a sign that everything has turned out. He must know that the business system is complex and sometimes contradictory, and therefore, it is necessary to work hard to complete this by the next stage.
Stage 8 is devoted to institutionalization. The leader must make sure that the activity on getting the products of the draft changes led to a system regeneration of the organization. The corporate culture has changed, the principles of interaction have changed, and new strong ties have formed. He must also make sure that the draft changes did not lead to an increase in inconsistency, incoordination in the system - if it is so, the system will quickly return to its previous state - he must make sure that he has everything to save the new state, namely:
- New goals;
- New people;
- New ways.
Spatial Frames
Spatial frames differ from chronological ones which propose to look at the draft changes from the point of view of passing stages from the first to the last. The proposed spatial frames offer to allocate organizational areas, zones in which changes should occur in this or that chronological order.
5. Model of Changes by Nadler-Tushman
Nadler and Tushmen[66] suggest the leader to look at things as follows:
- People should change their values, ideals, beliefs, identification, qualities, knowledge and skills;
- The content of the daily duties of people must change: they must start doing something new and stop doing something old, do something differently, show other qualities, say other words, etc.;
- The formal organization should change organizational structure, business process diagrams, officially declared scenarios of inter-functional communication, etc.;
- The informal organization should change. It is possible that informal leaders will change (or their beliefs will change), new unwritten rules will appear.
It is this spatial structure of changes that gives stability to changes, provides a strong and tenacious framework.
6. The model of changes by Blanchard.
In the model of Ken Blanchard[67] the following levels are distinguished:
- Knowledge level: everything that the company's employees know about the changes, the reasons causing the changes, the ways to participate in the changes, how to be effective and successful during the project of changes and in the new reality that comes after its completion;
- The level of emotional relations: everything that the employees of the company feel in relation to the project of changes;
- The level of individual behavior: how each employee behaves individually in relation to the project of changes or to the new reality;
- The level of collective behavior: the way groups of employees behave in the field of formal or informal interaction.
Working with spatial change frames allows avoiding "blind spots" and designing changes in all parts of the business system. Especially since the frame for one's own project of changes can combine techniques of chronological and spatial design (Table 4).
Table 4
Decomposition of activities on the project
| 1. Project Management | 2. Information and advocacy | 3. Training | 4. Creating materials | 5. Changing of business processes |
| 1.1. To organize the first meeting of the team of reformers, prepare a presentation of the project | 2.1. To organize the club and to conduct it regularly | 3.1. To select the provider for training | 4.1. To remove a training film | 5.1. To adjust the job description |
| 1.2. To approve the form of the final report on the project | 2.2. To organize a video blog with tips | 3.2. To arrange the training programs | 4.2. To write a corporate book "XY-Manager XXI" | 5.2. To create new selection assignments for candidates for managerial positions |
| 1.3. To organize the practice of monthly working meetings on the project in order to control the speed / quality of work | 2.3. To increase the prestige of the project by organizing a closed group in the Intranet, in which it will be "interesting": competitions, problem solving, debates, interesting leisure, etc. | 3.3. To train | 4.3. To create a matrix of regular manager HRM processes | 5.3. To create a new adaptation program for the new leader, paying special attention to his HRM skills |
| 1.4. To complete the project, hold a conference on lessons learned, use the final project report to correct the firm's strategy | 3.4. To collect "homework": the essay of the training participants on the topic "What is the job of a successful leader?" after stage 1, | 4.4. To draw beautiful compelling posters-comics for the office and departments, clearly translating the necessary meta-messages | 5.4. To implement the practice of regular assessment 360 and work out its relationship with the system of motivation | |
| 1.1. To organize the first meeting of the team of reformers, prepare a presentation of the project | 3.5. To create the content for the internal training course "XXI: the management of personnel" with the help of the participants after step 2 | 5.5. To adjust the job description | ||
| 1.2. To approve the form of the final report on the project | 3.6. To create an interactive training course with an external provider. |
Certainly, such units as the creation of a book serve several purposes at once: it's training, agitation, and giving the project prestige, etc. The leader must strengthen this connection; achieve maximum "depth of penetration" of new ideas through synergy. His manual on new behavior such as the "XY Manager Book" must be supplemented with quotes from the "homework" of the participants of the training. It is necessary to indicate them in co-authorship; many of them will be flattered and become effective agents of change that the leader is striving for. On the other hand, he must make sure that every bright, emotional presentation supporting the project becomes also an element of learning, supplemented by specific tools in order to adopt the new behavior.
The universal rule for creating decompositions is as follows: to write down everything that takes a significant time on the scale of the project, and will cost much money. So, it is quite possible to take into account the work on the coordination of contracts, the approval of content plans, etc. The more hierarchical and "organized" management structure is the more this activity is expedient.
Gantt chart is one of the most popular tools for the visual illustration of the calendar plan.[68] An important stage is the demonstration of the dependence of some tasks on others. The diagram is a set of strips consisting of two main axes: cases and time. Each time gap is assigned a specific task, which must be performed. In the diagram, in addition to the main blocks, there may be a special additional column showing the percentage of the work performed. Special milestones are used to highlight two or more tasks and demonstrate the sequence of their execution (Table 5).
Table 5
Gantt сhart
ACTIVITIES ON THE PROJECT
PERIODS
Performing
Performing
Performing
Leadership needs to be learned. The first thing you need to remember is that leaders always make mistakes, and it's great because mistakes help you to become stronger, to become better, to become wiser. Do not be afraid of making mistakes. Of course, mistakes are painful, but not fatal. The given check-lists will help to estimate the mistakes and to turn them into advantages.
Table 6
CHECK-LISTS OF CREATIVE LEADER
| № | LIST OF QUESTIONS | YES | NO |
| 1 | Do you know what exactly should happen as a result of the project, what will the product of the draft changes be? | ||
| 2 | Can the idea of the draft changes' product be called complex, multi-layered? Does it include changes in processes, organization, it, competencies, cultural patterns, restructuring of social ties in the organization? | ||
| 3 | Can the idea of the draft changes' product be called complex, multi-layered? Does it include changes in processes, organization, IT, competencies, cultural patterns, restructuring of social ties in the organization? | ||
| 4 | Do you have a "Change Project Passport" containing, for example, "Purpose", "Budget", "Team", "Key Success Factors", "Measurable Results", etc.? | ||
| 5 | Is the duration and scope of the project reasonable? | ||
| 6 | Are you guided by any change management frame/model? | ||
| 7 | Have you conducted a "reconnaissance of the terrain" upon the project? Have you thought about who supports it, and who doesn't; what factors operate and which ones counteract? | ||
| 8 | Have you wondered what propose to people who do not support your project and how to convince them? | ||
| 9 | Are you ready for a quick and convincing reaction to sabotage? | ||
| 10 | Are you ready to formulate the strong motives "To the product" (draft changes) and "From" (life without product), i.e. - "sales points" of your project? | ||
| 11 | Do you know who will join you in the team of reformers? | ||
| 12 | Are you convinced that these people want to be part of your team and that they share your vision of the product of the draft changes? | ||
| 13 | Do you have a list of the work that needs to be done in the framework of the draft changes? (Decomposition of works on the project, backlog, etc.) | ||
| 14 | Has the reform team adopted this list as a guide to action / has made changes to it? | ||
| 15 | Does this list include actions on informing people on the progress of the draft changes? | ||
| 16 | Does this list include actions on internal PR, the creation of a positive atmosphere, motivation, co-optation, propaganda? | ||
| 17 | Did you carry out the risk management of the project by creating a table of "Risk Events" and "Anti-Risk Measures"? | ||
| 18 | Do you have a plan of stages (milestones)? | ||
| 19 | Do you have a communication plan for the project? | ||
| 20 | Do you have a DACI matrix for the project? | ||
| 21 | Have you thought of small, obviously successful "pilot projects"? | ||
| 22 | Have you considered how the positive and negative reinforcement of supportive and non-supportive behavior changes will occur? | ||
| 23 | Do you know what people should start to do in order to join the projects of change? | ||
| 24 | Have you created temporary supporting institutions for the transition period - hotlines, specially appointed curators, training formats? | ||
| 25 | Have you determined with a team of reformers how often you will audit the progress of the project and in what form? | ||
| 26 | Do you know in what form you will work with "lessons learned" (conclusions) and how they will become an increment of "organizational change capability" (systematic corporate ability to change)? | ||
| 27 | Have you thought about how you will reward the reform team after the project is completed? | ||
| 28 | Do you understand what part of an extended program with a long-term/scope this project can become, how its products can be developed and scaled? | ||
| 29 | Do you understand why the change project is necessary for you personally? |
Table 7
Check- list for a convincing presentation of the draft of changes
| № | LIST OF QUESTIONS | YES | NO |
| 1 | Is it clear what good will happens if the command makes a draft of changes from your presentation? | ||
| 2 | Is it clear from your presentation what bad will happen if the command doesn’t make a draft of changes? | ||
| 3 | Are current market and social trends logical prerequisites for points 1 and 2? | ||
| 4 | Are there in your presentation elements of rational thinking - figures, facts, statistics? | ||
| 5 | Are there in your presentation elements of emotional persuasion - metaphors, bright phraseological phrases, quotes, proverbs, colorful epithets? | ||
| 6 | Can you give practical examples - tell someone else's story that confirms that it is necessary / not dangerous to do the project of changes? | ||
| 7 | Are you ready to talk about your vision of the change project's product at the end? | ||
| 7 | Is this vision practical and concrete? | ||
| 8 | Are you ready to discuss the timeframe for the draft changes? | ||
| 9 | Are you ready to name 1-2 critical success factors? | ||
| 10 | Are you ready to name 1-2 critical project risks? | ||
| 11 | Are you ready to name 2-3 concrete steps from which the project will start? | ||
| 1 2 | Are you ready to announce what kind of support will be organized for people who will join the project? | ||
| 1 3 | Are you ready to inform people delicately that you understand and share their feelings according to the "curve of change"? | ||
| 1 4 | Are the visual means on which the presentation is based (text documents, slides, etc.) of the reasonable extent? | ||
| 15 | Does it have an understandable structure? | ||
| 16 | Is it written in a simple, concrete, figurative language? | ||
| 17 | Is it labeled and marked with bullets lists? | ||
| 18 | Does it have pictures? | ||
| 19 | Could you tell about your project in the decisive speech in 1 minute? | ||
| 20 | Can you propose a bright, short, accurately conveying essence and vigorous name for the project? | ||
| 21 | Do you understand what kind of audience is there in front of you, would you be able to understand their fears, to offer each of them a unique motivation? | ||
| 22 | Do you understand why the presentation of the draft changes takes place exactly at this time and in this place? Are "Decorations" consistent with the idea of the project? | ||
| 23 | Are you ready to summarize the presentation with concrete proposals for people who are ready to join the draft changes? |
Table 8
Check-list for effective facilitation
| № | LIST OF QUESTIONS | YES | NO |
| Before Facilitation | |||
| 1 | Do you understand why you have invited these people? And why did not you invite those whom you hadn't invited? | ||
| 2 | Have you thought about how they will be divided according to the commands: will this happen in a random way or will you allocate all of them in advance, taking into account the social connections, the function performed, the conflicts/tasks of socialization, etc.? | ||
| 3 | Did you inform people about the meeting in advance? | ||
| 4 | Did the letter you announced the meeting of people include the following elements: - the schedule; - the list of participants; - the aim of the meeting; - the argument why the meeting is necessary. | ||
| 5 | Do you think that the letter was written in such a way that people had got the desire to take part in the work? | ||
| 6 | Was it emotional, interesting, inspiring? | ||
| 7 | If this format of work is new to you did you enlist the support of the opinion agent in a private conversation before sending the letter? | ||
| 8 | Have you prepared sheets of paper, markers, stickers, chairs, coffee,biscuits? | ||
| 9 | Is there Internet access in the facilitation room? If so, then you can use one of the cool online timers on the site http://www.online-stopwatch.com/classroom-timers/: The timer on the common screen helps to organize a well-coordinated work. | ||
| 10 | If there is no Internet in the facilitation room, have you brought a big alarm clock? | ||
| 11 | If the head takes part in the facilitation, have you spoken with him in advance for it is necessary and he should behave himself in the correct way (it is necessary: to respect someone else's right to another opinion, to promote the creation of a trusting working environment; it is not necessary to make it clear that someone does say something "wrong" by word and facial expression)? | ||
| 12 | Are you ready at any time to convincingly answer the question, "Why do we do all this?" | ||
| During the facilitation | |||
| 13 | Have you formulated the rules of work? (Not to interrupt, not to go out to answer the phone, to respect someone else's right to another opinion). | ||
| 14 | Do you know what you will write on the board? | ||
| 15 | Have you thought about how it will be digitized? | ||
| 16 | Did you manage to think through a dynamic scenario of facilitation that will not let people get bored? | ||
| 17 | Do you feel you are determined enough to put an end to non-constructive disputes correctly, but firmly and to return the general conversation to the right track, if the topics discussed are too painful and lead to a conflict between the participants? | ||
| After facilitation | |||
| 18 | Have you sent a letter of gratitude to the participants on the same day or on the next one? | ||
| 19 | Was it informal, unique, marking the important ideas of yesterday and citing the best jokes that make the participants smile and think that it was great? | ||
| 20 | Have you mentioned when the materials created during the work will be digitized? | ||
| 21 | Have you informed how the further work will be organized? | ||
| 22 | Can you keep your promises? | ||
CONCLUSION
The main message of this manual for the person who wants to become a creative leader is that he must do what he really likes, reflect his own ideas and dreams, put his soul into his business. Moreover, he must create a circle of loyal customers-friends, ask for help from colleagues, and not to forget about ethical principles (it is very important) and must make an atmosphere of interest, pleasure, prestige around the company. If he sincerely accepts the idea of working with people as the main work of the leader his command will reach out to him; there will be more people with developed social competencies; new pleasant and useful formats of pastime will take root. There will be more friendly, charming and open, but at the same time able to maintain a high performing discipline people in the company. If the people know what is written in the corporate management book and apply specific practices and techniques they will be ready (loving and able) to exchange experience with colleagues; ready to learn and improve. The joy of management and communication will become an important part of the work in a new way and the changed corporate environment will organically alienate those who do not share it.
Using the methods of activities outlined in the book will allow the creative leader changing much in the formal organization: all employees of the company will be regularly trained; each of them will receive a package of new mandatory and recommended job responsibilities in the matrix of regular work processes. There will be such processes as quarterly feedback, regular information meetings, etc. The system of motivation, principles of recruiting will change, new interactive formats (input assessment), a set of internal rules will appear. The document circulation system will become more concise, but complete, practical, readable, emotional, functional and, ultimately, maximally oriented to the internal client.
These activities lead to the creation of the leader, whose focus is to help individuals to do the job of their lives and to develop their talents, while also helping organizations to make better use of the talented people they employ.
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