Contact Form
 
 
Holger Manske & Partner GmbH
Kurfürstendamm 22, 10719 Berlin Locate address using Google maps
Tel.: +49 (0) 30 319 80 41-0
Fax +49 (0) 30 319 80 41-23
Email: info@hmp-change.com
 
 
 
The information that is gathered on this site will not be shared with or sold to ANY third party.
      Email Page
 
 
Holger Manske & Partner GmbH
Kurfürstendamm 22, 10719 Berlin Locate address using Google maps
Tel.: +49 (0) 30 319 80 41-0
Fax +49 (0) 30 319 80 41-23
Email: info@hmp-change.com
 
 

1. Target setting - "WHAT should be changed"
Only what gets measured gets done. Therefore, a clear target setting and a continuous progress measurement are mandatory for managing change. There are three important aspects regarding objective setting:
1.1 Objectives should be tangible
This is often referred to as "SMART" goals, that are specific, measurable, achievable, realistic and with a defined timeline.
Example: instead of the objective "Increase customer focus" you should use "Reduce average waiting time for customers by 50%"
1.2 Define interim steps
Results are often measured most clearly in the longer-term future. But measuring interim steps avoids frustration due to the long time period until success. Also, unwarranted hopes of progress that is not happening can be avoided by interim measurements.
Example: in addition to "Reduce time to market by 30%" add the objective "deliver product x until end of quarter three to y customers"
1.3 Shared goals
When objectives are "broken down" to units and individuals this may make goals more tangible but can also lead to reduce cooperation or even create internal fights. It can be advantageous to define instead of "Unit A has to improve by 10% and unit B by 20%" a shared goal of "Unit A and B to improve a total of 15%".
 
Communication

2. Communication - "WHY do we need the change at all?"
Changed behavior is a mandatory prerequisite for performance improvement. Behavior is strongly dependent on the mindset of people - and communication can help to change the mindset:
2.1 Get people's interest
Whether you use a burning platform argument or joy and entertainment, there are many ways to get attention before facts and emotions can be transported. Newspapers do this very well by presenting a photo or a headline that captures the reader's interest - and to change behavior, i.e. buying the newspaper.
2.2 Deliver facts
Most people are interested in facts and specifically in those that matter to them most. "Social multiplication" works more through the content and maturity of the message than because of choosing the right multipliers. Story telling is a proven method to deliver facts more entertaining, understandable and relevant to a specific target group.
2.3 Convince emotionally
Employees are often motivated often by very differently than superiors or shareholders. Relevance for society as a whole, the customer, the organization, the team and the individual can be found equally often. Therefore, telling five stories at once is the challenging task communication has to solve.
 
Motivation

3. Motivation - "WHO needs to change and has to be involved?"
Three approaches can help to revive change activities that are stuck in the "valley of tears":
3.1 Nudge
When employees can choose instead of being commanded, they are much more willing to adjust their behavior. This method is also called "nudging", see http://www.nudges.org
3.2 Trigger emotions
Deficit based argumentation (the classical burning platform) can make the need for change clear but can also lead to resistance and reduced motivation. Positive arguments (e.g. exploiting opportunities) creates more enthusiasm but can also produce too careful solutions. Therefore combining both sides of the argument is the best approach to convincing employees of the need for change.
3.3 Carrot and stick...
...is probably a too harsh expression but people's motivation is influenced most when negative and positive stimuli are used in an combined way. The standard solution "bonus payment" often is a highly expensive kind of motivation. It may even be totally ineffective, specifically, when there is no adequate distinction between strong and weak performance. Small, unexpected rewards have a much stronger effect on employee motivation.
 
Enablement and replacement

4. Enablement and replacement - "HOW does each individual have to change?"
4.1 Recognize potential - in a fair process
To best utilize potential it is key to recognize it first. As the decision on potential has so much impact on individuals it is very important that it is recognized by them as fair. Employees often even act against their personal interests if those interests are seen by others as unfair.
4.2 Enable where possible
The head of training of a large automotive manufacturer said: "We train our employees but next Monday they fall back into their previous behaviors." Research on learning methods shows that long-term success is increased when learning is done through watching and doing, rather than just listening. Therefore 80% of resources should be spent on learning close to the job, e.g. taking over additional tasks, rotation, projects and so on.
4.3 Replacement where needed
Despite the success of on-the-job learning it is sometimes necessary to replace employees. The new requirements may include certain personality factors or deep skills that can only be acquired over a long time. In those cases early replacements are necessary to speed up change.
 

Content on this page requires a newer version of Adobe Flash Player.

Get Adobe Flash player

Content on this page requires a newer version of Adobe Flash Player.

Get Adobe Flash player

To achieve that people have to be willing and able to change. Supporting activities can either be directed towards a group or an individual. The combination of willing/able and individual/group results in a two by two matrix that is shown below:

Able Target setting Enablement and replacement
Willing  Communication Motivation
  Group Individual