Launching a managers personal change check list

We appreciate that leading change (be it small or large) in a University is never easy and can often be frustrating for many concerned. We also acknowledge that there are lots of factors to think about in making change happen smoothly and effectively, and we cannot expect to retain all of this in our heads.

With this in mind we have created a manager’s personal change checklist. Please view it as an informal coaching tool with a series of thought provoking prompt questions and suggestions to assist a manager to undertake a change in their area. It also directs the manager to useful information and further support within the University.

In developing the checklist I was conscious that a one size fits all approach does not resonate well in our sector. Therefore it is not the intention that this becomes a compliance checklist. This checklist was developed through consultation, including face validity testing with a broad range of managers at Brookes.

We are making this resource available to the wider sector under a Creative Commons (Attribution, noncommercial, share alike) licence) which observes that

  • ShareAlike If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original (which you will need to do as this has Brookes specific info in it) (to un-restrict editing the password is password)

  • You may not use the material for commercial purposes.

  • You must give appropriate credit, provide a link to the license. You may do so in any reasonable manner, but not in any way that suggests the licensor (that’s us) endorses you or your use.

These materials plus other useful information can be found on our new change support web pages found at OCSLD/Your-development/Leadership-and-management/Change-support.

In addition to the check list I would like to recommend the How to manage change” booklet produced by ACAS. This small booklet is packed with sound practical advice to assist managers in engaging and supporting their people through change. I am using it as the basis for a new leading change workshop which we are launching for our new managers this month.

If you have found this useful and end up adopting something similar please let us know as we would find it useful to understand whether this has impact within our sector.

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About the author

Ian Whiting

Ian is a learning and development practitioner experienced in delivering new initiatives into a variety of industry sectors, applying well-honed consultancy skills, project management rigour and general pragmatism. Industry sectors include high-tech engineering (European Aeronautical Defence and Space Company EADS), airlines (British Airways), hotels (Inter-Continental Hotels) data marketing (Claritas), maritime (Sea Containers), Travel (Trailfinders) and multi media contact centres (iSKY Europe). This is combined with experience in organisational development and HR.

At Oxford Brookes, Ian’s interests have led to the development of a variety of business desired target culture (PDF) including the very popular project management programme, introduction to consultancy skills, facilitating change, negotiation skills and the newly introduced participative process reviews. Acting as an internal consultant within the University Ian works with his link areas on a variety of bespoke initiatives aligned to business operational plans, examples include developing a coaching culture and more recently carrying out an all inclusive staff initiative to define their desired target culture which is now a central point of reference to how the Directorate operates.

Practicing what he teaches has seen Ian being seconded to the Senior Management Team here at Oxford Brookes to oversee the implementation of key University initiatives. In 2010/11 Ian was appointed Project Manager overseeing the largest restructure project ever undertaken within the University. In 2012/13 Ian was tasked with setting up and programme managing the “Programme for Enhancing the Student Experience” (PESE) consisting of 12 key University wide projects. In 2013/14 Ian initiated the University’s Virtual Project Office (plus) to provide a range of services to support a co-ordinated approach to project management.

Ian has an MA in Human Resource Management, is a Chartered Fellow of the Chartered Institute of Personnel and Development, ILM Certificated Coach and an MBTI practitioner.

Ian also represents OCSLD on the Midland Staff Development Partnership panel and is the key University contact for the Association of Project Management (APM).

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