Free Thinking Guide

About our guides

Never quite find time to think? Want a bite sized look at current employment topics? Enjoy a geeky discussion about the latest HR developments? (okay, the last one might just be us…)

Clients and colleagues tell us they appreciate chatting with us about what’s happening in their world, and getting our ideas. So we thought we’d share our thinking in our regular Free Thinking Guides.

You are welcome to use our guides how you wish – challenge your senior staff to see if they have done this already and can answer your killer questions; challenge yourself to see how you are going to deal with the areas we cover; or simply file them as a reference for the future. And you can get them straight to your mailbox by signing up – we promise we never send spam or pass on your details, because we hate that too!

thinking in your head

Latest guide

Are you thinking about change management?

In the last three years our team have designed and implemented over 200 change projects, large and small, which have changed the working lives of 340,000 people, so it’s something we think about a lot.

Strategic

  • Choose your team well. Get the right mix of staff with the right experience. Get people who can talk, who can think, who can do, and those who can do the lot.
  • Plan contingencies at regular intervals. What happens if the project delivers early, on time, or late? What happens if the deadlines change? Are the resources there? Do people know there are review points where they may exit? Are people clear when the project finishes or know what to do if the money runs out!
  • Get buy in for the Programme. The team will work alongside the business but may be seen as a threat to business as usual. Ensure managers and directors in the change team are supported as they may be directly affected by the change programme being implemented.

Tactical

  • Get the comms right. Remember communication should give the big picture, provide an update and then give detail. Find different ways of doing it and get the message out quickly.
  • Don’t make simple errors. In an effort to get things done quickly, simple mistakes can affect the credibility of what you are trying to achieve. Check spelling, proof read information and get messages out in a blended way.
  • Keep the momentum up and be prepared for when it flags. Acknowledge the progress you’ve made, restate the vision of the future and point out the next small tangible steps along the way.

Operational

  • Make sure staff know what is going to happen and why – the business case for change can sometimes be the most difficult hurdle. What may be good for Execs may not make sense to the front line. Find clear messages or rationale that staff can buy into.
  • Don’t continually change your change team – the business will think people are not delivering, even if you are swapping skills in line with project phases.
  • A Gantt chart doesn’t make sense to everyone – remember this isn’t just a process, it’s a journey. Some staff will want to support the change; others will do it because they have to and some will do everything they can to derail it! Deal with issues as they arise but remember change can elicit an emotional response that people may regret. Be measured even if you have to implement quickly!