Leading Change
Lilongwe, May 2012
Dr Alan Davies MB MRCP MD
Medical Director, EMEA
GE Healthcare
alan.g.davies@ge.com
Outline of next 45 minutes
Thinking beyond the ‘solution’
to a ‘change strategy’
AND what it means for you,
AND your teams, peers and colleagues.
2
April 2012
Being a Change Leader
Session Philosophy
KNOWER
IF I DON’T HAVE
ALL THE ANSWERS,
SOMETHING IS
WRONG WITH ME
LEARNER
IF I HAVE A
QUESTION OR I
DON’T KNOW THE
ANSWER, I’LL SAY
IT AND LEARN
GOAL: Excellent patient care
3
April 2012
Becoming a Change Leader
What has been your approach to CHANGE?
What are the challenges that you encountered
when you wanted to implement CHANGE?
What would you do differently towards your
goal of excellent patient care?
4
April 2012
Five key principles
 Different people react differently to change
 Everyone has fundamental needs that have to
be met
 Change often involves a loss, and people go
through the “change curve"
 Expectations need to be managed realistically
 Fears have to be dealt with
CHANGE involves an emotional reaction
5
April 2012
The Change (or LOSS) Curve
Commitment and
Improved
performance
Denial
Emotional
Intensity
Exploration
Resistance
Time
6
April 2012
Top Tips for leading change
Give people information – be open and honest not
overoptimistic. Meet OPENNESS needs, do not set UNREALISTIC
EXPECTATIONS. SAY “I don’t know, but I will know by next date”
Have communication strategy. Don't let the grapevine take over.
Meet INDIVIDUAL REACTION to change. SAY “We will meet again
tomorrow to discuss this again.” SAY “I will arrange individual
meetings with those who wish to have them over the next week.”
Give people choices to make. Be honest about consequences .
Meet CONTROL and INCLUSION needs
Give people time, and support their decision making. Help them
through LOSS CURVE
7
April 2012
Top Tips for leading change
Where change involves loss, identify replace the loss .
Help assuage potential FEARS.
Give individuals opportunity to express concerns and
provide reassurances. Help assuage potential FEARS.
Keep observing good management practice. Make
time for informal discussion.
Treat significant change as a project.
Project objectives. Include the five principles
8
April 2012
Things to think about before leading
change
 What is the problem with the current situation?
 Is there an obvious solution?
 How will it differ from the current situation?
 How will it be better?
 What are the risks?
 What might the detractors say?
9
April 2012
Things to think about before leading
change
 Which groups will be affected, and how?
 What sort of resistance will you meet?
 What are the reasons for resistance?
 Include emotional, vested interests, fear, concerns
 How will you find out about the concerns?
 What will you do to meet and overcome concerns?
10
April 2012
Things to think about before leading
change
 Who are the opinion influencers?
 How are they engaged?
 Who do you need to engage and win over?
 How will you communicate the plans?
 How will you secure an early win?
 What support, help, or training is available?
 How will you evaluate success? Metrics?
11
April 2012
Finally, of course, and by no means
least …..
Good Change Leaders still
Manage!
Maintain the disciplines of
the organisation
12
April 2012
Thank you.