Launched during a by-gone age (1985!), it became an object of media and popular ridicule during 1980s Britain and was a commercial disaster, selling only around 17,000 units, although according to Sinclair, it was “the best selling electric vehicle” until November 2011 when the Nissan Leaf had sold over 20,000 units.

Ah, 1985. What was management like in those days? Well, many managers could get away with what today would be decidedly un-PC behaviour and get rid of people almost on a whim.

How have management techniques changed over the years? That was the subject of our discussions after we had had a few giggles at the C5′s expense.

And we reckon we have come up with today’s management ideas in a nutshell.

Your job as manager today is to create a climate that encourages and values the contribution of each person to the team effort. Your people’s energies should be directed towards problem solving, task effectiveness and achievement of your goals. Your energies should be directed at providing the best possible conditions that allow your people to contribute effectively.

Quite a change, I’m sure you’ll agree. Better, as well? We think so.

How do you encourage people? How do you make sure their energies help you achieve your goals? How do you provide the conditions for people to grow and thrive?

Today’s manager simply has to be a good leader as well. Management skills refer to the hard skills that are necessary to get the job done. Leadership involves the softer skills that builds on the ideas people have, deals with the resistors they come up with, and gains the buy-in that is necessary to allow people to motivate themselves to achieve the goals you need to hit.

A far cry from those halcyon days when Clive Sinclair ruled the electronic vehicle world. Tell the truth, not sure if I could actually have fitted in one!

Thanks again

Nick

Nick Hill

Training Director

MTD Management Training Course

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Many companies we visit to consult with have their visions on display, often in the reception or boardroom. But, whenever we ask how they are being applied within everyday interactions, we are often disappointed by the replies. The visions and missions are lofty aspirations, but the quality of the integration into the workplace leaves a lot to be desired.

So how can you turn the vision into reality, so it isn’t just left as a set of platitudes, dreamed up in some long-forgotten directors’ away-day?

To establish an effective strategy to make the vision work for your people, ask yourself these questions:

* What does the vision mean for what we do and the ways we behave in our part of the company?

* If it’s a centrally-located or international vision, how can we give ourselves a local sense of mission and commitment?

* What can we do on a daily basis that contributes toward achieving the vision?

* What do we do in our daily work that impedes us in achieving the vision?

* What feedback can we as a team give to management about how we can improve the application of the vision?

* How can I personally set the example to others about how to live up to the vision?

The answers to these questions require you to be prepared to commit in practical and behavioural terms to the applications of the vision. You must share the elements of the vision to all team members to make sure it really means something, and isn’t lost in the ether. You must put it across in an inspiring and motivational way, so your people want to commit to it. And you must constantly re-inforce the vision.

Make sure you involve the team in these discussions. Resist the temptation simply to tell them what they should do. To get buy-in, they must be involved in all the discussions so they really feel involved in the way forward.

The vision is the forward-looking direction the company wants to go. If it’s inspiring to others, it drives momentum and motivation. So if it’s a good vision, it’s worth investing your time into making it become reality.

Thanks again

Mark 

Mark Williams

Head of Training

MTD Management Training Course

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Kotter analysed the data and said that in most change situations, managers initially focus on strategy, structure, culture or systems, which leads them to miss more important issues. Kotter states:

“The core of the matter is always about changing the behaviour of people, and behaviour change happens in highly successful situations mostly by talking to people’s feelings.

This is true even in companies that are very focused on analysis and quantitative measurement. In highly effective change situations, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought”.

In other words, when change works, it’s because leaders speak to people’s hearts as well as their minds.

Kotter says that most companies think change happens in this order: ANALYSE-THINK-CHANGE.

But big change situations don’t look like that. In most cases, the parameters aren’t well understood and the future is fuzzy. The analytical arguments for change do not work well. (For example, if someone is reluctant to marry their long-term partner, discussing the tax benefits and rent savings are probably not going to swing it for them!).

In almost all big change situations, the sequence of change is thus:            SEE-FEEL-CHANGE.

You’re presented with information that makes you feel something. Either pain associated with the current position, or future reward promised if change takes place. Whatever it is, it hits you at the emotional level.

So, if you’re faced with changes in your own business, naturally talk through the analysis and think through the repercussions. But if you want your people to accept, get involved with, and drive the change forward, you need to identify the emotional impact on them.

Have some people who will be affected by the change been working with you for a long time? If so, what will the psychological effects be for them? How will you monitor the changes they have to go through? What emotional impact will it have on them? You need to consider this as they go through the change.

Conversely, what about new people? Do they still need some support as they go through the changes? What emotional impact might it have on them? Have you made sure they know why the changes are necessary?

Trying to fight inertia and indifference to change with analytical arguments is like throwing a fire extinguisher to someone who’s drowning. The solution doesn’t match the problem.

Analyse how people feel about the changes they are going through. Deal with the emotional aspect. All the analytical, rational, process-driven arguments in the world won’t help if people feel their emotions aren’t tied to the results.

Do this effectively, and they will buy in to your ideas and help you deliver the necessary changes.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

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I came across an interesting equation fora management recently, and it clarifies why some change management programmes fail and others succeed.

It was developed by Dave Gleicher and enhanced by Dick Beckhard and others. Simply put, it states…

C= (DVF) >R

In this formula, Change is possible when the level of dissatisfaction with the status quo, the clarity of Vision and the grasp of the First steps to be taken can combine to be greater than the existing Resistance to change.

So, firstly, there has to be some pain associated with what’s happening at the moment. It’s only when this dissatisfaction level is acknowledged at the conscious level (called ‘threshold’) that the first momentum to change occurs.

Then there has to be some vision, or forward-future-focus, that will take the person or organisation forward out of the ‘pain’ and towards something that is seen as rewarding or wanted.

Without a plan of action, the first steps can’t be taken. As the Chinese proverb states ‘A journey of a thousand miles starts with the first step’. Without knowing what that first step will be, there is no action and no momentum.

All of these have to be big enough to counter the resistance to change, or there will not be any progress.

How do you sell change within your business to the staff who will have to drive it? Take each step of this formula and identify how you can build commitment to the change by highlighting the results of remaining in the same position. Then create a vision of what will happen if change is embraced. Determine the first few steps that need to be taken. With the motivation of forward-future-focus, it should overcome any resistance you may be facing, and you can drive it in the direction you wish you go.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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So many market dynamics affect the way businesses operate today.  To survive and thrive, companies not only must identify the right new strategy, but also must employ it quickly so it reaches all levels of the organisation.

Knowledge alone, though, does not motivate action. Employees can always build resistance to change. There are many reasons why they would resist, so let’s take a look at four techniques that can change people’s reaction to what is happening:

Ensure employees know the external pressures that are driving change. Staff can be energised to participate in a change initiative if they understand how their work contributes to the company’s success. You can use small group meetings to reach all employees and to explain changes in what’s happening in the marketplace. Make sure everyone is clear on why the change HAS to happen.

Create motivation for the change in people who have the power to drive it forward. People who “own” and drive the change can serve as role models. Some will have influence because of their positions or titles; among them will be early adopters and resisters of change, and both will affect the way people around them think. Some are already demonstrating the behavior, values, and capabilities crucial to the future operating model, and these are the ones you need to encourage and support.

Understand and appreciate how people feel during change. Help people deal with their emotional reactions to change and decide whether they can thrive in the new environment. Their emotions will either drive or put a brake on the forward momentum. Be aware of what they are going through and how it will affect each person. It’s surprising sometimes how their feelings can influence their logical thinking patterns.

Support the change by establishing the new culture. When change is in progress or has been established, it’s vital to offer support to people by employing the right tools and processes that drive change so that the foundations for the new ways of working can be built on. The changes have to be embedded into the everyday working environment so that people identify there is no going back. The climate needs to be supported so there is a feeling of permanence concerning the new ways.

These four techniques can act as antidotes to resisting change, especially if they are driven by the management team and supported all the way by the teams affected.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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Kotter states that management consists of a whole set of processes that keeps people and technology running smoothly. Leadership, however, defines the future, aligns people to that future vision and inspires them to achieve it. He thought there were common mistakes made by managers during a change process. They were:

• Under-estimating the need for a clear vision
• Allowing too much complacency during change
• Failing to create a substantial coalition
• Failing to communicate the change process and vision clearly enough
• Permitting roadblocks to halt progress
• Failing to create short-term wins
• Declaring victory too soon
• Not anchoring change into the corporate culture

These eight mistakes allowed Kotter to formulate his ‘phases of change’ and they are now accepted as vital in any change process a business is going through.
Here are his eight steps:

• Create a sense of urgency: This can be due to a crisis or a sense of crisis. People need to believe that the status quo is not an option

• Put together a guiding team: This strong coalition recognise the need for change, have the power to influence the change, possess the credibility to drive change, have the commitment to it, harness the necessary skills for it to work, identify the connections they need to drive change and enjoy the reputation for making things happen

• Create vision and strategy: This is the bridge that joins the current situation to the future state. The sense of direction and aligned efforts start at this point. The visions should be clear, motivating and situation-specific

• Communicate the changed vision: This is crucial if everyone is to be committed to the change. Any inconsistencies at this stage can have a demotivating and debilitating effect on the change mechanism

• Empower People: The change management team should empower people to carry out the necessary changes and remove any roadblocks that may exist in their way

• Generate short-term wins: Setting milestones along the journey should be a prerequisite to the process. All short-term victories should be communicated and aligned with the overall goal

• Consolidate and enable more change: As the journey continues, the momentum is built towards successful implementation of the changes. New activities should become the norm relating to the vision and should provide the driving force behind the efforts

• Anchor new approaches in culture: The changes should become permanent with people accepting the new way as the norm. Without those anchors, the old ways will seep back in. Kotter states that the key to lasting change lies in changing the culture itself, through consistent action over a sufficient time-scale.

Kotter doesn’t misunderstand the complexity of organisational structure, but recognises that these steps build cohesion between departments and a will to succeed, especially when people are fearful of the implications change may bring upon them and the company.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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Here are some tips that will help you along the road. There are never any guarantees, but there will always be better chances if you have a specific process to go from.

Firstly, always involve and seek the support from everyone affected by the changes. Remember that people will be more committed if they feel some ownership, so ensure your team get the chance to support the organisation as it’s going through change.

Secondly, ensure everyone knows where you are starting from and which direction you are going. Without that, people won’t know the expectations you have of them and their role and involvement in the change.

Then, make the end results clear with specific, measurable outcomes. Not only will this help you achieve your change goals, but also others see what you’re trying to achieve. It will make it easier to gain commitment as well, as everyone will understand the reasons why they are going through all this.

Also, plan each stage of the process in measurable steps, so everyone knows where they are on the journey. This means you need to communicate early and often – don’t spring any surprises on the team. They will be wanting quality leadership through the transition, so keep them informed of developments, which will stop any wild rumours from circulating.

Following these principles will help you on the journey through change, and will allow you to control exactly what happens on that journey. Keep people informed and there’s a good chance you’ll get full commitment.

Thanks again
Sean

Sean McPheat
Managing Director
MTD Management Course

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He suggests there are a number of reasons why many change initiatives fail, and they include:

* Too much complacency within the department
* Failing to build a substantial team effort towards the change
* Not understanding the need for a clear vision
* Failing to clearly communicate the vision
* Allowing obstacles against the vision to build up
* Poor planning and lack of short-term wins
* Finishing the process of change too soon
* Not anchoring the changes in the corporate culture

Kotter suggests there are a number of stages to go through in order for change to stick:

* Establish a sense of urgency as to why change should happen
* Create a team that will drive the change forward
* Develop a clear vision that everyone can buy into
* Share the vision through out the team and other stakeholders
* Empower people to get rid of obstacles to the change
* Create short-term wins so everyone can see progress
* Keep moving toward the end goal
* Ensure the change is deeply embedded in the culture

We can see that following Kotter’s ideas can create a foundation for change that can be a normal force acting on the business. Instead of fearing change, therefore, everyone can embrace it as the way forward. By not doing so, your competition will quickly overtake you in the mission to achieve corporate success, because, as Charles Darwin said, “It is not the strongest of the species that survives, nor the most intelligent. It is the one that is the most adaptable to change.”

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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Well, you’re not alone. Many managers have hit the wall of resistance and created real challenges by not approaching the situation in the right way.

Here are four reasons why the resistance to change may be quite large:

The need for security and stability: some people rely heavily on the current status quo for their self-worth. Changing something may affect their secure position and all they associate with change is pain.

They fear the results of the change: personal effects for themselves may outweigh the benefits they see happening.

A misunderstanding of the reasons for change: the person may lack information as to the reasons for change, or it hasn’t been communicated properly with them.

Disagreement as to the reasons for change: they assess the situation differently or may disagree that change is needed at all.

Any of these reasons may produce obstacles to the changes you are attempting to put forward.

There are many ways that these obstacles can be overcome, though they seem to boil down to specific methods that lay the foundations for change.

They include;

• Communicating an effective message using the correct medium
• Involving the people concerned in the change process instead of insisting they follow directions
• Support the change mechanism and help people adjust to it
• Agree what will happen to those who may lose out in the change
• Work with people to create a team consensus where they play a major role in the development of the change
• As a last resort, managers can use force by making clear what the end results of not changing would be.

It’s important to ascertain the reasons for the resistance before prescribing the way forward, as using the incorrect means may crank up the resistance levels and you’re left with even more obstacles than before.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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Lewin was an American social psychologist perhaps best-known for developing Force Field Analysis, an analysis that determined if change was necessary within a company.

According to Lewin “An issue is held in balance by the interaction of two opposing sets of forces – those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)”.

Lewin viewed organisations as systems in which the present situation was not a static pattern, but a dynamic balance (“equilibrium”) of forces working in opposite directions. In order for any change to occur, the driving forces must exceed the restraining forces, thus shifting the equilibrium.

How do you conduct a Force Field Analysis?

Here’s some suggestions:

1. Describe the current situation

2. Describe the desired situation

3. Identify where the current situation will go if no action is taken

4. List all the forces driving change toward the desired situation

5. List all the forces resisting change toward the desired situation

6. Discuss and interrogate all of the forces: are they valid? can they be changed? which are the critical ones?

7. Allocate a score to each of the forces using a numerical scale e.g. 1=extremely weak and 10=extremely strong

8. Chart the forces by listing (to strength scale) the driving forces on the left and restraining forces on the right.

9. Determine whether change is viable and progress can occur

10. Discuss how the change can be affected by decreasing the strength of the restraining forces or by increasing the strength of driving forces.

11. Keep in mind that increasing the driving forces or decreasing the restraining forces may increase or decrease other forces or even create new ones.

Thanks again,

Sean

Sean McPheat
Managing Director
MTD Management Course

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