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Change & Transformation

CFA1

Manager's Action Cards®

offer simple and adaptable structures that guide managers in their daily actions and promote both caring and demanding communication.

Facilating a kick off

Reading Time : 02:30

The objective of the kick-off is to announce the change and help our collaborators cope with it. Logically, they should express counter-arguments. On the day of the kick-off, it's essential to be in good shape!

HOW DO I PRESENT THE CHANGE TO MY COLLEAGUES?

1. I state the current situation, both in its positive aspects and its limitations.
2. I acknowledge with the group the limits of the current situation
3. I present the change (with a negotiable aspect if possible).
4. I inquire about the disadvantages of the change.
5. I inquire about the advantages.

Note: The sequential nature noted here is neither dogmatic nor exhaustive. It provides logic for the references needed for action.

Exemple 

1. Good morning. As you know, we have a new Japanese client. This new client is facing an issue. He cannot benefit from our hotline due to the time difference. On Wednesday, he was left without assistance for 4 hours, waiting for our offices to open...
2. Do you agree that this poses a problem? Damien? Nadia?...
3. So, I thought of implementing an on-call duty with hours that could suit everyone. This point remains to be defined together.
4. What do you think? What constraints do you see?...
5. Okay! Now, what are the advantages?


 * The words and codes used belong to the author. They are to be adapted to individual environments.
1.
I express the expected results. 
I start with the advantages of the current situation to weigh in, then quickly mention the limitations, often in view of emerging needs. Attention, I mention the current situation without uttering a word about the change, otherwise, I risk eliciting resistance too early that will be difficult to manage. Here, I am surfing on a cultural bias: criticism.

2.
I acknowledge with the group the limits of the current situation
 I proceed with the validation of the limitations, and I don't forget anyone: "Do you agree that this poses a problem? Damien? Nadia?..." I have every interest in also questioning the impacts of the problem to let the importance, even the urgency of the issues be realized. I avoid mentioning the upcoming change. It would be awkward to formulate, "Do you agree to change hours?" If undecided individuals prefer not to respond, I insist with more specific questions like, "Does the situation pose a problem or not?"

3.
I present the change (with a negotiable aspect if possible). 
I address the upcoming situation without beating around the bush (the term "change" can be scary as it disrupts the balance). I remain succinct without praising the change because this point will be addressed in phase 5. In my example, I propose a negotiable aspect that will aid in the appropriation of the change and will be discussed later: "This point remains to be defined together."

4.
I inquire about the disadvantages of the change. 
I open the door to objections and welcome them by reformulating, then immediately submit to the group: "What you mean is that... What do you think?" Ideally, I note on a whiteboard. I don't seek to persuade at the risk of generating sterile confrontations. I content myself with bringing out ideas and producing a cathartic effect that prepares for the next phase.

5.
I inquire about the advantages of the change. 
When everyone has expressed themselves during phase 4, I continue with questions about the advantages. If colleagues try to avoid my questions, I ask conditionally to facilitate access to the answer: “If there were an advantage, what would it be?”

ADDITIONAL TIPS

● Prepare for the kick-off by arming yourself with courage and using proximity.
● The goal is not to convince but to instill the change in the minds of the collaborators! So avoid negotiations in front of the group (reserve them for individual moments).
● It is important to thank everyone and set the next step in the change.


To go further

 vidéo in progress