Delivering Change and Innovation
Delivering change and innovation is about inspiring and motivating staff to identify opportunities to implement change and encouraging staff to experiment with new ways of working. It involves ensuring consistent, timely and positive communications during change, and respecting and acknowledging others’ responses to change.
Behavioural Statements
- I communicate change in a positive and timely manner.
- I recognise, respect and acknowledge others’ responses to change.
- I inspire and motivate staff to identify opportunities and implement change.
- I foster a culture of continuous improvement.
- I encourage staff to experiment with new ways of working.
Example of on-the-job development activities (70)
Discuss change projects with your team and get their ideas on how change can be implemented successfully. Champion an area to improve and work towards a change of practice with team members. Create positive message about the changes and test with your manager.
List those who will be affected by change and note how they will be affected. Think of ways to make them feel more comfortable with change.
Think about whether your actions are consistent with your message about change. For example, do you ask others to question established work practices, but continue to reward those who do not examine new ways of doing things or accept new ideas.
Encourage your team to take reasonable calculated risks and reward people for thinking outside the box.
Be open to suggestions from your team about how to improve ways of doing things. Discuss the ideas as a team and encourage and support them to implement.
Example of social and peer learning activities (20)
Champion an area to improve and work towards a change of practice with team members. Create a positive message about the changes and test with your manager.
Work with a few peers to gather intelligence on the people reactions to change. What did they do to ensure this landed as well as it could?
Read an article about Change, find out information on best change management practices, methodologies, and processes. Raise these findings with your managers and explain what you are going to do differently.
Find one of your peers who has ‘continuous improvement’ embedded in their team as a way of working. How did they achieve this, and what models, theories and practices did they follow?
What areas of the University are good at letting staff experiment with new ways of working? Why are they good at this? What things are they trialling out? What’s the process and results?
Recommended Learning Resources (10)
TMS200 Leading People Through Change (L&OD Course)
Use your voice effectively (LinkedIn)
TOPN015 Presenting with Impact (L&OD Course)
TMS200 Leading People Through Change (L&OD Course)
Change Management Essentials (Staffnet)
I was inspired (L&D Toolkit)
How great leaders inspire action (Ted Talk)
An introduction to continuous improvement (L&D Toolkit)
Drive success with continuous improvement (L&D Toolkit)
Empowering action (L&D Toolkit)
The human skills we need in an unpredictable world (Ted Talk)
Suggested reflection / discussion questions
What do you do to ensure you communicate your message positively, even though the change is not positive?
How will you recognise, respect and acknowledge other responses to change? How will you look after yourself when dealing with others going through change?
How can you inspire and motivate your team members who are de-motived and worried about changes you’ve communicated?
What actions do you need to take in order to embed continuous improvement, and continually review your teams way of working?
How do you let your staff experiment with new ways of working? If not, why not?