Why I coach this course
Over recent years it’s become evident that businesses are challenged by the pace and complexity of change and how to respond. This is leading to changes in what they offer and how they operate. Alongside this is the need for a different approach to how they make those changes with their people.
I had heard about Jason Little’s Lean Change practice and decided to do his course. His 3 step cycle hit the nail on the head in terms of simplifying steps and engaging people in the process. My business mantra is Connect, Simplify, Change, which is very aligned to Jason’s breakthrough in approach to current challenges.
I am also passionate about new ideas and coaching others to see things differently. I believe we need to change the world of work, and addressing the change process in organisations is an integral part of that world.
I offer either a one day or two day workshop. The diversity of people interested in this course range from experienced change managers, business analysts, and people who are already working in an agile way.
Depending on their needs, we can either start with agile and lean awareness sessions and the fundamentals of change, or get straight into what good agile looks like, what a lean change approach is, and how and when to use this in their day job.
So, by focusing content and exercises directly to those needs we can move through the learning process of information – tools – exercise – and application either faster or slower.
The learning outcomes
Because I am disciplined around tight content, practical work and application to participants’ current work programs, my hope is that people will be able to use their learning on their return to work.
A fundamental take out for me is that they start to see through a new lens and to then think independently and confidently about different ways of approaching their change work.
In large part, change work is about engagement, collaboration and communication, and if participants gain ideas, insights and shared stories on how to achieve this through the use of a blend of tools then I am very happy.
An open mind and tailor-made solutions
I am experienced in the use of a blend of methodologies, tools and engagement techniques in change work and big on creating tailored solutions to every change situation.
In my opinion, if people who have been given responsibility to deliver change successfully don’t continue to learn and adopt and try new things they will not be relevant in today’s and tomorrow’s marketplace.
If participants have an open mind or a similar mindset to mine coming into, and during, the course then they will gain the most value.
Prep before you attend
Think about your current change program, project or problem in the most succinct way possible. Get to the core one or two issues and write it down. Capture what insights you might have as to why these issues exist, what you’ve already done to respond, or what you could do. Essentially get your thinking cap on and root out the essence of the “why” question.
This will assist on the day as you will come with a heightened desire to solve your problem, will have done the groundwork, and importantly started to think about the solution in terms of the 3 step lean change cycle of: Insight – Solution – Experiment.
I also recommend that they read some core material on Jason Little’s website
at www.leanchange.org to have a broad knowledge of the process he uses and case study stories from blogs.
My advice when back at work
When you return to work after this course you will need to be confident in having conversations along the lines of ‘different times require different solutions’. Even if you are not in a position to influence changes, I have had personal success and success with coaching clients who have simply changed one thing they personally do.
This has led to change in those around them and then in wider and wider circles. The old saying, ‘build it and they will come’ actually works. You can’t change others but you can start by changing something in and for yourself.
Also, start small and don’t think you have to change everything in a wholesale way from the get go. Blended models work really well. Lean Change and Agile doesn’t work in every scenario, and it doesn’t have to. That’s not what the challenge is about in terms of building a new way of working. In my experience it’s about having an agile mindset is bout ‘being agile’ not just ‘doing agile’.
Influence. The feeling that you will be unable to start a new conversation or not empowered due to your role or level of experience or many other factors.
The other common hurdle is Risk. Organisations are still very risk averse, and as the outcome of change is inherently unknown, they prefer to avoid it and stick with the status quo.
One of my favourite sayings is “nothing changes if nothing changes”. In this course I cover the two key principles of lean change which are …
‘you can’t control the way people are going to respond to change, and people are more likely to be engaged if they are involved in designing the change’.
So a logical solution to the implementation hurdle is to adopt lean change ideas to engage more people in the business so they feel included and to collectively become more comfortable with trying new things and supporting each other.
This way when the next change comes, which it will, there are increasing levels of comfort embedded in teams around the experience of change.
At the end of the day, we’re all in the same boat and lean change is one enabler to smoother waters.