Instructions ‘This Change Management Profile Questionnaire is designed to provide you with feedback on how you see yourself when it comes to four aspects of managing change. © Use of a Change Management Process. © Level of Change Management skills. = Application of Change Management knowledge. = Your underlying Betiers About Change. ‘There i 9 zeparate cection for each of the four aspects. Each section consists of 15: statements and alongside each statement there fs 8 choice of five boxes to use to respond ko the statement. Ploace zolect one box for each of the statement: and place a cross (X) in the box. Consider the statements thinking back over the last twelve months (i.e. the recent past) and how you see yourself today. Be as honest as you can be a: the profile is designed to be used to assist you in improving your personal effectiveness as a leader/manager in the area of managing change. ‘There is no time Limit to the completion of the questionnaire. Instructions on how to score and interpret your results follow the questionnaire.Assume that each statement starts with the words “When leading and managing change.. Section One - The Change Management Process Consider each statement and put a cross (X) in the box alongside the statement which best describes how you see yourself. Never Rarely Sometimes ‘Mostly Always 1 Tereate a sense of urgency to reinforce the need for change. Zz T provide people with facts, figures and evidence to persuade them of the need for change. T select the right people to form the guiding coalition (key sponsors) for change. T get the guiding coalition to ‘work together effectively as & team. Tcreate a clear and tangible vision for change. T construct effective strategies to deliver the vision. T communicate the change vision clearly and frequently to get buy-in to the vision. [change systems or structures that get in the way of delivering the change vision. Tencourage and equip others to take actions at their level to deliver the change vision. 10 Tachieve short-term wins to provide evidence that the change vision is working. 7 | visibly recognise and reward those delivering short-term wins towards achievement of the long term vision.. TZ Trecruit, promote and develop the right people to implement the change. 1 Tuse projects, themes and new initiatives to keep up the urgency and build the momentum for change. 4 Tmodel and example the new behaviours sought for culture change. 5 Tensure that the right people are chosen for leadership and management roles to anchor the change in the organisation. ‘Scores By column (total the number of X's in each column)Section Two - Change Management Skills Consider each statement and put a cross (X) in the box alongside the statement which best describes how you see yourself. Assume that each statement starts with the words “I am able to No Skill Little Skill Fair Degree of Skill High | Total Level | Skill of Skill 16 Tnclude in my analysis of change @ description of the current situation as well as the future preferred situation. 17 Identify restraints and key issues getting in the way of change 8 Set out a logical sequence of events required to deliver the change. 9 Identify key stakeholders to whom | sell the benefits of the change to gain their support. 20 Involve key stakeholders in the planning process to obtain their ownership of change plans. a Consult with those impacted by the change in the communication process to include their ideas. 2 Communicate my final change plan to all key stakeholders before | implement the plan. 2 Ensure that all roles and responsibilities are clear and accepted in the change management process. 24 Put in place milestones and other controls to ensure effective implementation of the change plan. ry Keep people focused in the implementation phase. 76 Regularly assess results and provide timely feedback to those involved in implementing the change. a Effectively confront problems and resolve conflicts in the implementation phase. oo Provide high visibility leadership to motivate, encourage and support people in implementing the change. oo ‘Share successes and learn from mistakes in the change management process. 30 Positively motivate those involved in delivery of the change. Scores by column (total the number of X75 in each column)Section Three - Application Of Change Management Knowledge Consider each statement and put a cross (X) in the box alongside the statement which best describes how you see yourself. Assume that each statement starts with the words “I know how to .. Not at all To Some Degree Fairly Well Very Well Completely eT Take into account the bigger picture when planning a specific change initiative at my level. 3Z Identify the key drivers of change and assess their impact on changes | am planning to make. 3s Differentiate between my leadership and management role in the change management process. 34 Apply the most effective leadership style when influencing people in the change management process, 35 Identify the reasons for people’s resistance to change. 35 identify the reasons for people’s resistance to change. 36 Empower others with freedom to act plus accountability in the change management process. 37 Create culture change. 38 Influence key stakeholders in the most effective way. 39 Use creative and innovative thinking processes when introducing change. 40 ‘Manage people's positive and negative reactions to change. at ‘Confront behavioural issues with people when managing change. 42 Affirm people. 43 Resolve conflicts with people in the change management process. at Connect with people’s beliefs and a Reproduce leaders to ensure that changes are effectively implemented and ‘anchored’ in the organisation. “Scares by column (total the number of X= in each column)‘Assume that each statement starts with the words “I believe that Section 4 - Beliefs About Change Consider each statement and put @ cross (xX) in the box alongside the statement which best describes how you see yourself. Strongly Disagree Disagree Partly Agree Agree Strongly Agree a6 Flexibility and adaptability are necessary in formalising change plans. a7 Change plans invariably change ‘once the change management process has started. a8 People have to see and feel change before being willing to change. a9 People take more notice of what they see versus what they hear in times of change. 50 ‘The need for personal control is one of people’s primary motivators. oT Information sharing te Key to effective empowerment. 32 Effective leaders use inspiring beliefs and standards versus charismatic communication skills to attract followers. 33 Tf you are not undergoing deep change you are slowly ‘dying’. 34 ‘You cannot change the world around you unless you first change yourself. Es For effective change to take place there must be a need, desire and capability to change. 36 ‘A leader must have integrity and honesty to obtain willing followership to his/her change plans. 37 Leaders must possess courage, resilience and perseverance to be successful change agents. 3 People need nurturing and affirmation as well as challenging and confronting in the change management process. 37 Understanding the human dynamic is key to the successful implementation of change. 6 ‘Your appetite for change ha & significant impact on others’ appetite for change. “Scores by column (total the number of X= in each column)Scoring Your Profile To score each section of the profile use the point scoring process below. Section One - Use of a Change Management Process Never Rarely Sometimes Mostly Always o 1 2 3 4 Section Two - Level of Change Management Skill No Skitt Little Skill Fair Degree High Level Total o 1 2 3 4 Section Three - Application of Change Management Knowledge. Not at All| ToSome Degree | Fairly Well Very Well Completely o 1 2 3 4 Section Four - Beliefs About Change. Strongly Disagree Agree Partly Agree Agree Strongly Agree 0 1 2 3 4 ‘Summarise your scores from each section using the scoring process above. scored out of a possible total of 60 points for the section. Section One - Section Two + Section Three - Section Four - Use of a Change Management Process Level of Change Management Skill Application of Change Management Knowledge Beliefs about Change Each section is Now transfer your scores onto the Matrix on the following page and join the plots on each axis to provide you with your Change Management Profile.Your Change Management Profile Process 60 Skills 60 | 50 | 40 | 30 | 20 | 10 10 | 20 | 30 | 40 | 50 | 60 Knowledge BeliefChange Management Profile -Interpretive Notes- Pare Burkina eur sucuaesses There is sufficient research evidence to suggest that Change Management follows a process. This process is represented by the statements in this section. Some leader/managers are more process driven than others and consequently are more naturally suited to both recognizing and adopting process methodology. In the change management environment the process if adhered to will be marked by gradual changes that lead toward a desired overall change. If you have scored highly in this area it is likely that you are comfortable with the concept of following a series of actions or ‘operations contributing towards a desired ‘end result. Key to maximising the effectiveness of the change process is to. recognise that change involves the development of people. People development is fundamentally different from process management. There is a cognitive element to change management which requires a different set of skills, For example the ability to create a sense of urgency whilst not engendering anxiety is easier to achieve tn high trust environments where leader/managers have provided stakeholders with honest, consistent and current information; good and bad news. Many managers acknowledge that cognitive ability is a potential area for self- development. ‘The higher your score the better you are at grasping the essential elements of managing change, from a process perspective. You may need to invest in the more cognitive abilities of managing change. Eur eae ay It takes considerable skill, sensitivity and ‘emotional investment to create a high trust working environment in which people are resilient to change. Not all stakeholders will have positive and constructive attitudes towards change. Indeed some may even be hostile to it. Thus the ability to use one’s knowledge effectively and readily in execution or performance of change management requires a multi-faceted skill set, both in terms of rational, sequential analysis and ‘empathetic communication. In addition, leader/ managers will need to cultivate the ability to both identify and gain the buy-in of the key stakeholders. Leader/managers that are able to engage in healthy confrontation and are adept at confli resolution have a natural advantage over their ‘counterparts that are more likely to keep the peace rather than make it. Successful change agents not only promote but also personally model the desired behaviours being implemented. The leader/manager is charged with the responsibility of maintaining both the urgency and the enthusiasm for the desired change. He or she must be believable, innovative, and inspirational. Consideration must be given not only to the management of the change process but also the management of stakeholders’ expectations. Good change managers are necessarily good and transparent communicators. Communication, the act of transmitting and receiving information requires empathy- a quality of the stake-holder-centered manager, characterized by the manager conveying appreciation and understanding of the stake- holder’s point of view. Good communicators are skilled in the art of active listening- This involves listening with undivided attention, an ‘open mind and an ability to summarise the message accurately. ‘The higher your score the more likely it is that you will be able to communicate, consult and gain commitment from key stakeholders when, managing change.Petey eee eure Section 4 - Pte eeu enero ed ore cy Change management requires a marriage between knowledge and wisdom. In this context knowledge knows how to make change; whilst wisdom is the inner-sense to know when to make it and to understand the impact of interventions on people and to develop the key influencing know how for the effective implementation. Moreover the leader/manager who is able to empower others is acutely aware that people want to be led not driven. Resistance when it surfaces can occur because of the nature of the change or because of the implementation process of the change. It is now widely recognised that our people are our competitive edge; certainly people are the key differentiator. In order to get the highest return on our human capital we must combine IQ and EQ. Consequently ambitious leader /managers will want to develop themselves in this area as it is ‘well proven that effective leadership is a key enabler for change. It provides the vision and creates the empowerment for stakeholders. The higher your score the more capable you will be in obtaining wilting followership of your change plans. For many managers there will be a first time when they have come face to face with the stark reality of change. For these managers the idea of EQ and stake- holder centred management may be & new concept. Whilst the importance of developing cognitive skills and EQ are well recognised amongst industrial psychologists, it is a relatively new science for many managers. Good managers need to be able to demonstrate both professional and emotional competence in order to manage change. The likelihood is that a person is stronger in one than the other and going forward it is not appropriate to compensate one with the other but to develop both. An appreciation of the cognitive issues involved in change management is critical to their success. If their beliefs are not valid they are in danger of failing no matter how good their skills and use of processes. The higher your score the more in touch you will be with the root causes of support for or resistance to change initiatives from people.Action Plan Consider each issue concerned with the effective management of change and select aspects of that issue you want to focus on for personal development. What actions can you take to develop yourself? ISSUE GZ) PROCESS SKILLS KNOWLEDGE BELIEFS