Your Help Needed – New Blog – Leaving the Public Sector

I’ve been blogging here at Wisewolf Talking for the last couple of years!  Now I’ve decided to add another blog to the Wisewolf family – Leaving the Public Sector – and I’m seeking your help.

Following the 2010 UK Government Spending Review it was revealed that between them UK Government departments were expected to shed over 100,000 civil service posts as part of their efforts to reduce administration costs.

The UK Government’s cull of quangos, in which 192 public bodies are to be abolished and a further 112 will be merged, will also contribute to an overall headcount loss in the civil service.

In addition vast numbers of posts are likely to be lost from the wider public sector – Local Authorities, the NHS, the BBC etc.

Many public servants have already been invited to consider taking voluntary redundancy, and many more will be invited to do so as reorganisation plans begin to take shape.

Compulsory redundancies cannot be ruled out.

For many public servants this is a time to consider the future and the challenge it presents.

Four years ago I was facing the same challenge.  I left the Civil Service in May 2007 and despite the changing economic climate I have not had one moment of regret!

Since then, as a coach, I have worked with a number of other people leaving public service.

So I’ve decided to start this new blog to share learning and to help people leaving make the most the time ahead. The aim is to;

  • Give them honest advice about the realities of life outside
  • Support them in making their plans
  • Help them carry their plan through!

It will also be a place for people to express their views, if they wish, in the form of comments and to ask questions!

I will welcome contributions from those with experience of leaving, or supporting people leaving, the public sector.

I would be really grateful for your help.  Would you please pass the word on about Leaving the Public Sector to anyone you think might find it helpful!

Also I would love to hear from people who might  be interested in writing for it or sponsoring it!

I am sure this is worthwhile exercise: helping people make the most of their lives has got to be a good thing to do!

Please pass the word on!

Wendy Mason is a performance, programme, contract management and change specialist. She works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her atwendymason@wisewolfconsulting.com or ring ++44(0)7867681439

Bewildered by the change you have to make – here is help!


Do you need to make a change in your organisation?  Does the prospect feel overwhelming?  Well why not use the simplest model of change – the Freeze Phase Model, also known as Square-Blob-Star!  This post tells you how to use it!  If you care about leading you organisation well and if you are committed to being a good manager, you have all you need need to implement this approach well!

This post appeared on my blog in July 2009.  It is one of the most popular pieces here and I believe that many readers have found it useful!  So I am have revamped it slightly with some links to techniques to use when you implement the model.  I’ve seen this approach work many times.  I wish you luck with your change and if you would like further advice, please get in touch!

In the early 20th century, psychologist Kurt Lewin identified three stages of change that are still the basis of many approaches today.

UNFREEZE

People like to feel safe and in control and their sense of identity is tied into their present environment particularly if it has been relatively stable for a while!  This creates a feeling of comfort and any challenges to it even those which may offer significant benefit, can cause discomfort. See why change hurts! Talking about the future is rarely enough to move them from this ‘frozen’ state and significant work is usually required to ‘unfreeze’ them and get them moving.  In frustration some managers may revert to using a Push method to get them moving – coercing them into a change.  The Pull method of leadership, persuasion and modeling behavior takes longer but has a much better long term effect . The term ‘change ready’ is often used to describe people who are unfrozen and ready to take the next step. Some people come ready for change whilst others take a long time to let go of their comfortable current realities.

TRANSITION

For Lewin change is a journey.  This journey may not be that simple and the person may need to go through several stages of misunderstanding before they get to the other side.  A classic trap in change is for the leaders to spend months on their own personal journeys and then expect everyone else to cross the chasm in a single bound. Transition takes time and needs leadership and support!   But sometimes  transition can also be a pleasant trap – it may feel better to travel hopefully than arrive – particularly for the team leading the change.

REFREEZE

At the other end of the journey, the final goal is to ‘refreeze’, putting down roots again and establishing the new place of stability – embedding new processes and developing a new culture.  In practice, refreezing may be a slow process as transitions seldom stop cleanly, but go more in fits and starts with a long tail of bits and pieces. There are good and bad things about this.   In modern organizations, this stage is often rather tentative as the next change may well be around the next corner. What is often encouraged, then, is more of a state of ‘slushiness’ where freezing is never really achieved (theoretically making the next unfreezing easier). The danger with this that many organizations have found is that people fall into a state of change shock, where they work at a low level of efficiency and effectiveness as they await the next change.

You can find out more at the following links

More of the Freeze Phase/Square-Blob-Star Model – general introduction continued

Getting ready for the Change (Unfreeze) – some unfreezing techniques

Helping people to change (Transition) – constructive ways to manage transition

Completing the Change (Refreeze) – constructive ways to embed the change and make sure it sticks


Managing transition; moving from unfreeze to freeze

Managing transition; moving from unfreeze to freeze

Managing transition takes time and needs leadership and support! The three stages of change identified by psychologist Kurt Lewin are the basis of most managing transitionchange management approaches today. They are very easy to understand – unfreeze, transition, re-freeze! Recently I wrote here about how to unfreeze. This post deals with managing transition. Sometimes transition can be a pleasant trap – it may feel better to travel hopefully than arrive – particularly for the team leading the change. It is very easy to get caught up in this middle stage.

Here are some techniques to help you in managing transition

Give them a challenge

Stimulate people into change by challenging them to achieve something remarkable. So, show confidence in their ability to get out of their comfort zone and do what has not been done before. This can work particularly well with small groups, as well as individuals. And, once the group has bought the challenge, with some support from you, they will bounce off each other to make it happen.

It is most effective when the people create their own stretch goals. So rather than telling them to do something, challenge them to achieve greatly. Then, when they are fired up, ask them how far they can go.

Coach them

Are people are having difficulty in managing to adapt to change? Do you, or your colleagues, have coaching skills? Plus, have you enough time? If so, working with people one to one can be particularly effective. But you do need to know what you are doing. So it really is worth carefully identifying those who have been trained in coaching. If you can afford it, hire a qualified, experienced, coach to help people through this time.

In a change situation, coaches need time and skills to understand the individual person. This is so they can uncover internal problems which might be creating barriers. The approach seems expensive and it is often reserved for senior executives. But it can be a good investment further down the management chain. And, it is certainly helpful for any senior manager who has to go through change themselves, while leading their team through change

Use Facilitators

Use skilled facilitators to support change activities. If you don’t have any, either hire them in or train your own. Facilitators can be used to guide various group events. For example, this could be brainstorming or planning the change. Facilitators can also act as team coaches, helping people to improve within themselves and work together in better ways. Often in change people know what needs doing. But they do not know how to change or work together in the new context.

Facilitators literally ‘make things easier’. They do this in meetings and group sessions. This is by owning the process whereby decisions and other activities are done. Although facilitators never own the content. Thus, they will help you make a decision, but they will not make the decision for you. Facilitators are particularly useful for leaders who want to engage in a meeting without worrying about its process.

Education and Training

Teach people about the need for change. Show them that embracing change is a far more effective life strategy than staying where they are or resisting. Teach them about the models and methods of change. This is about how to be logical and creative in improving processes and organisations. The approach can include presentations, communications and full-on training sessions. Education, done well, draws out understanding from the other person rather than talking at them.

Leading in change is itself often a process of education. An issue in change is that people often feel powerless. Education gives them the power to change. On the training front, remember usually it’s going to be much cheaper to re-train than to recruit. So, help your people gain the skills they are going to need in the new organisation.

The next post, on Lewin’s third stage – re-freezing, follows shortly.

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

 

Embedding change: how to refreeze successfully

Embedding change: how to refreeze successfully

Refreezing is the third of Lewin’s change transition stages. This is where people are taken from a state of being in transition and moved to a productive, healthy state that is stable. It means embedding change successfully. Embedding change takes time and needs leadership and support!

The three stages of change identified by psychologist Kurt Lewin are the basis of most Embedding changechange management approaches today. They are very easy to understand – unfreeze, transition, re-freeze! Recently I wrote here about how to unfreeze and transition. This post deals with ensuring your change you made is truly embedded in the organisation.

Embedding Change

Here are techniques to ensure your change is truly successful.

Evidence stream

Show your people time and again that the change is real. This means providing a steady stream of evidence of results. It “proves” that the change has happened and is successful.  So, you could plan for change projects to reach milestones and deliver real results to a regular and predictable timetable. This would be accompanied by a stream of regular communications that is also delivered on a well-managed timetable. And it is the opposite of planning for an early ‘big bang’ followed by a long period of relative silence.

You should communicate through a range of media. Get people who have been involved to stand up and tell their stories of challenge and overcoming adversity. And, ensure the communications reach everyone involved, and do so over and over again.  Keep posters and data charts up to date. Regularly show progress, demonstrating either solid progress against plan or robust action to address any slippage.

Institutionalisation

Build the change into your formal systems and structures. The formal systems and structures within the organisation are those which are not optional. So, people do them because they are ‘business as usual’ and they will be criticised or otherwise punished if they fail to do them. After a while, institutionalised items become so entrenched, people forget to resist. And they just do what is required, even if they do not agree with them.  So you can make make changes stick by building them into the formal fabric of the organization. For example:

  • Build them into the systems of standards – “this the way we do things here!”
  • Put them, or elements of them, into the primary strategic plan.
  • Build them into people’s personal objectives including the CEO.
  • Ensure people are assessed against them in personal reviews.
  • Reward people for following the “house rules.”

New challenge

Get them looking to the future. One of the key things that makes people happy is challenge. In particular, people who have discovered this get hooked on the buzz and fall into the psychological flow of getting deeply engaged. Challenge is a future-based motivator that focuses people on new and different things. This is rather than basic motivations such as control and safety that may lead people to resist change. So, get people to maintain interest in a change by giving them new challenges, related to the change. Stimulate them and keep them looking to the future.

Reward alignment

Align rewards with desired behaviours. A surprisingly common trap in change is to ask (or even demand) that people change. Yet the reward system that is driving their behaviour is not changed. For example, requesting teamwork and rewarding individuals rather than teams.  Many people are driven by extrinsic rewards, and the saying; ‘show me how I’m paid and I’ll show you how I behave,’ is surprisingly common.  So, when you make a change, ensure that you align the reward system with the changes that you want to happen.

Rites of passage

Use formal rituals to confirm change. Rituals are symbolic acts to which we attribute significant meaning. A celebration to mark a change is used in many cultures; ranging from rites of passage to manhood for aboriginal tribes to the wedding ceremonies of Christian and other religions. Such ritual passages are often remembered with great nostalgia, and even the remembrance of them becomes ritualised.  When a change is completed, celebrate with a party or some other ritualised recognition of the passing of a key milestone.

You can also start a change with a wake (which is a party that is held to celebrate the life of someone who has died) to symbolise letting go of the past.  Create new rituals to help shift the culture to a new form. If possible, replace the rituals that already exist with new ways of behaving.

Socialising

Build your change into the social fabric. Society is almost invisible and people accept its rules without even noticing that they are doing so. A change that is socialised becomes normal and the ‘way things are’. When something becomes a social norm, people will be far more unlikely to oppose it as to do so is to oppose the group and its leaders. So, seal changes by building them into the social structures. Give social leaders prominent positions in the change. And, when they feel ownership for it, they will talk about it and sell it to others.

Golden handcuffs

Make sure you put rewards into your team’s middle-term future. If loyalty and the joy of the job are not enough to keep people, they may need some financial or other rewards. However, this can re-bound. Paying them today could still lead them to leave. But, the promise of future reward, may be enough to keep them engaged. The promised rewards cannot be too far out or they will not be enticing. Usually, reasonable rewards need to be within a twelve-month time-frame. The risk is that when a reward is gained, this could still be a point at which the person leaves. If you want them to stay, you may need to keep a rolling “handcuff” system.

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

COMPLETING THE CHANGE – CONSTRUCTIVE WAYS TO EMBED CHANGE

Refreezing is the third of Lewin’s change transition stages, where people are taken from a state of being in transition and moved to a stable and productive state.

Here are some positive and constructive ways to make it happen:

Evidence stream

Show them time and again that the change is real.

Get people to accept that a change is real by providing a steady stream of evidence to demonstrate that the change has happened and is successful.  You can plan for change projects to reach milestones and deliver real results in a regular and predictable stream of communications that is delivered on a well-managed timetable. This is as opposed to the early ‘big bang’ followed by a long period of relative silence.  Communicate through a range of media. Get people who have been involved to stand up and tell their stories of challenge and overcoming adversity. Ensure the communications reach everyone involved, and do so over and over again.  Keep posters and data charts up to date. Regularly show progress, demonstrating either solid progress against plan or robust action to address any slippage.

Golden handcuffs

Put rewards in their middle-term future.

When loyalty and the joy of the job are not enough to keep people, they may need some financial or other rewards. However, this can re-bound -paying them today could still lead them to leave. The promise of future reward, however, may be enough to keep them engaged. The promised rewards cannot be too far out or they would not be enticing — usually reasonable reward needs to be within a twelve-month timeframe. This risk is that when a reward is gained, this could be a point at which the person leaves. If you want them to stay, you may need to keep a rolling handcuff system.

Institutionalization

Build change into the formal systems and structures.

The formal systems and structures within the organization are those which are not optional. People do them because they are ‘business as usual’ and because they will be criticized or otherwise punished if they fail to do them. After a while, institutionalized items become so entrenched, people forget to resist and just do what is required, even if they do not agree with them.  So you can make make changes stick by building them into the formal fabric of the organization, for example:

    • Building them into the systems of standards – this the way we do things here!.
    • Put them or elements of them into the primary strategic plan.
    • Build them into people personal objectives including the CEO.
    • Ensure people are assessed against them in personal reviews.
    • Reward people for following the house rules – see below

New challenge

Get them looking to the future.

One of the key things that makes people happy is challenge. In particular, people who have discovered this get hooked on the buzz and fall into the psychological flow of getting deeply engaged. Challenge is a future-based motivator that focuses people on new and different things, rather than basic motivations such as control and safety that may lead people to resist change.  Get people to maintain interest in a change by giving them new challenges, related to the change, that stimulate them and keep them looking to the future.

Reward alignment

Align rewards with desired behaviors.

A surprisingly common trap in change is to ask (or even demand) that people change, yet the reward system that is driving their behavior is not changed. Requesting teamwork and rewarding individuals is a very common example.  Many people are driven by extrinsic rewards, and the saying ‘Show me how I’m paid and I’ll show you how I behave’ is surprisingly common.  So when you make a change, ensure that you align the reward system with the changes that you want to happen.

Rites of passage

Use formal rituals to confirm change.

Rituals are symbolic acts to which we attribute significant meaning. A celebration to mark a change is used in many cultures, ranging from rites of passage to manhood for aboriginal tribes to the wedding ceremonies of Christian and other religions. Such ritual passages are often remembered with great nostalgia, and even the remembrance of them becomes ritualized.  When a change is completed, celebrate with a party or some other ritualized recognition of the passing of a key milestone.  You can also start a change with a wake (which is a party that is held to celebrate the life of someone who has died) to symbolize letting go of the past.  Create new rituals to help shift the culture to a new form. Use these, if possible, to replace the rituals that already exist.

Socializing

Build it into the social fabric.

Society is almost invisible and people accept its rules without even noticing that they are doing so. A change that is socialized becomes normal and the ‘way things are’.  When something becomes a social norm, people will be far more unlikely to oppose it as to do so is to oppose the group and its leaders. Seal changes by building them into the social structures.  Give social leaders prominent positions in the change. When they feel ownership for it, they will talk about it and sell it to others.  Create rituals, utilize artifacts and otherwise build it into the culture.

HELPING PEOPLE TO CHANGE – CONSTRUCTIVE WAYS TO MANAGE TRANSITION

All change models mean there will be a journey from one place/state to another.  This journey is unlikely to be simple and most of us go through several stages of misunderstanding before we get to the destination. Here are four themes that can be explored to help people on the journey. There are others!

Give them a challenge

Stimulate people into change by challenging them to achieve something remarkable. Show confidence in their ability to get out of their comfort zone and do what has not been done before. This can work particularly well with small groups, as well as individuals. Once the group has bought the challenge, with some support from you they will bounce off each other to make it happen. It is most effective when the people create their own stretch goals, so rather than telling them to do something, challenge them to achieve greatly, then, when they are fired up, ask them how far they can go.

Coach them

If people are having difficulty in managing to adapt to change and you, or your colleagues, have coaching skills and enough time, working with people one to one can be particularly effective. But you do need to know what you are doing – so it really is worth using only those who have been trained in coaching. If you can afford it ,you can hire an executive coach to helppeople through this time. Coaches need the time and skills to understand the individual person and uncover their internal problems which are causing them problems. This is an expensive method and it is usually reserved for senior executives. It can be a good investment for the senior business manager who has to go through change themselves while leading their team through the change

Use Facilitators

Use skilled facilitators to support change activities (if you don’t have any, either hire them in or train your own). Facilitators can be used to guide various group events, from brainstorming and planning to improvement projects and change activities. Facilitators can also act as team coaches, helping people to improve within themselves and work together in better ways. Often in change people know what needs doing, but they do not know how to change or work together in the new context. Facilitators literally ‘make things easier’. They do this in meetings and group sessions by owning the process whereby decisions and other activities are done, although they never own the content. Thus, they will help you make a decision, but they will not make the decision for you. Facilitators are particularly useful for leaders who want to engage in the meeting without worrying about its process. Normal coaching feeds people, helping them solve problems without teaching them how to solve problems. ‘Developmental Facilitation’ seeks to teach people to fish, for example by having sessions at the end of meetings where dysfunctional behaviors are surfaced and discussed.

Education and Training

Teach people about the need for change and how embracing change is a far more effective life strategy than staying where they are or resisting. Teach them about the models and methods of change, about how to be logical and creative in improving processes and organizations. This includes presentations, communications and full-on training sessions. Education, done well, is more of a process of elicitation, drawing out understanding from the other person rather than talking at them. Leading in change is itself often a process of education, and may be done in many situations. An issue in change is that people often feel powerless. Education gives them the power to change. On the training front remember usually it’s going to be much cheaper to re-train than to recruit – help your people gain the skills they are going to need in the new organization.

There will be more on this in the coming weeks – each of these topics deserves more time and explanation and there are other things to do which we will explore.