Memo: Model Leadership Behavior Overview Your efforts at finalizing the Change Management toolkit are appreciated by the vice president (VP) and management team of the U.S. branch of the Singaporean s

Running head: Change Plan 0

6-1 Milestone Two: Change Management Plan

Jacqueline Campbell

MBA687 SNHU

Professor Brent Duncan

6-1 Milestone Two: Change Management Plan

This stakeholder's critical contribution to the transformation process at the U.S. branch is made as a senior manager in the Singapore headquarters. In addition to monitoring compliance with the change management strategy, they manage the organization's overarching strategic goals.

The senior manager of the Singapore headquarters can serve as a liaison between the main office and the United States branch to voice the organization's viewpoints. They may impact support, acceptance, and buy-in for transformation among departments by formally endorsing and promoting the change efforts. To ensure the successful execution of the change management strategy, they will play a crucial role in explaining the significance of the transformation and its advantages to the United States branch staff members.

The United States Branch group leader is a crucial member of the branch's executive team. They oversee and manage the team's daily operations, encourage teamwork, and ensure the change management strategy is successfully implemented.

The United States Branch group leader may encourage and guide their teammates through the transformation process by taking on the roles of a counselor and a journalist. They can increase the chances of success by acting as a representative for the change efforts and addressing any worries or opposition within the team. Additionally, they will help the change management strategy work better overall by encouraging a culture of cooperation and open communication.

TABLE 1: Stakeholder analysis

The strategic objectives in the organization's Vision, Mission, and Strategic Goals statement center on utilizing people, technology, and resources to foster innovation, generate value, and deliver world-class customer service. These objectives strongly emphasize marketing initiatives, growth, talent, and learning.

The Leaders' Self-Evaluations and United States Branch Overview offer information on the United States branch's present situation. The organizational plan should align with the strategic objectives of the U.S. branch, which should also consider the branch's particular features and difficulties.

The U.S. branch's strategic objectives should align with the organization's overall strategic objectives and the change management strategy. This coordination ensures that the U.S. branch's transformation activities support the organization's overarching vision and goal.

For effective change management, it is essential to investigate new trends that may impact U.S. branch personnel. It will be easier to adjust the change efforts and ensure their significance and success if we are aware of the evolving requirements and expectations of the workforce.

The departure interviews identified several areas for change, such as a lack of training, poor management relations, a shortage of job prospects, and irregular work practices. These issues must be resolved to promote a healthy work atmosphere and increase staff engagement.

By boosting management connections, upgrading training programs, expanding career progression possibilities, and developing standardized procedures and processes, it can favorably influence worker conduct at the United States branch. Improved employee happiness, motivation, and output will result from these enhancements.

1. Encourage Open Communication: According to managers, team and location-wide communications must be transparent and open. They must offer all team members the chance to contribute and have their voices heard, and they ought to listen intently to workers' ideas, input, and concerns. Periodic team meetings, online and in person, may promote cooperation and communication.

2. Recognize and Reward Collaboration: Employees may be inspired to practice collaboration if their efforts and successes are recognized and rewarded. Various types of recognition are possible, including possibilities for job advancement, public acclaim, and rewards. This highlights the value of teamwork and motivates workers to work closely with their colleagues.

Team collaboration issues include a lack of training, poor management relations, a shortage of job prospects, and irregular work practices.

There are several reasons team members in different places do not collaborate. Physical distance is important because it causes communication problems such as time zone variations, linguistic difficulties, and insufficient face-to-face connection. Furthermore, poor communication routes might prevent cooperation and information exchange, leading to solitary work settings. Collaboration is made more difficult by cultural variations in communication, decision-making, and working methods (Anderson, 2019). Last, a lack of trust between workers and management can stifle free dialogue, information exchange, and collaborative problem-solving.

People need to become better team players to boost team cooperation. This entails several steps, including developing a common goal for coordinating efforts, cultivating close connections that foster trust, promoting engagement in integrating different viewpoints, establishing efficient communication abilities through training, and fostering a collaborative environment that accepts mistakes and promotes innovation. Using these principles, teams may become more cohesive and collaborative environments where individuals can play to their strengths and work toward shared objectives.

Enhancing team cooperation requires developing leadership trust. To accomplish this, leaders should embrace important traits like responsibility, empathy, openness, delegating responsibility, and candid communication. Transparency entails publicly disclosing decision-making procedures, objectives, and plans while keeping the team up to speed on business developments. Bearing yourself and others accountable for deeds and commitments ensures dependability and completion. Empathy entails being aware of and encouraging team members' worries, struggles, and goals (Hofmeyer & Ruth, 2021). By giving team members duties and responsibilities, delegation gives team members more influence. Transparency, feedback, and chances for team members to offer their thoughts and perspectives are all fostered via open communication. Together, these actions foster a climate of cooperation and trust.

The following actions can be made to implement Kotter's 8-Step Change Model at the American branch (Tang, 2019).

1. Increase the Feeling of Urgency: Explain the necessity of transformation and its justifications in plain language. Describe the obstacles and chances the American branch is encountering and how the modification will take care of them. Use facts, figures, and examples from your own experience to inspire a feeling of urgency among your staff.

2. Create a Strong Coalition: Determine the key U.S. branch leaders who favor the reform proposal. Create an alliance representing the various organizational levels and functions. This alliance will spearhead the change, offer direction, and serve as change advocates.

3. Create a Vision and a Strategy: Engage with the partnership to create a convincing plan for the future of the United States branch and a plan of action to get there. Ensure the company's overarching aims and values align with the vision.

4. Communicate the Vision: Create a thorough communication strategy to ensure that the mission and approach are successfully communicated to every employee of the United States branch. Utilize a variety of platforms, including town hall meetings, email newsletters, electronic mail, and the intranet, to make sure that the change program is widely known and understood.

5. Empower Action: Eliminate any impediments or roadblocks that can make it difficult for staff members to accept the change. Give staff members the tools, training, and support they need to engage in the transformation process actively.

6. Generate Short-Term Wins: Decide on fast successes which could be accomplished at the beginning of the transformation process. These victories should show the effectiveness of the transformation program and inspire people to feel successful and advanced.

7. Consolidate Gains and Produce More Change: Build on the early accomplishments and advance the transformation. Address any potential opposition or obstacles and modify the change plan as necessary. Continued assistance and resources are needed to keep the shift moving forward.

8. Anchor the Change in Culture: Make sure the adjustment is ingrained in the American branch's culture. Adapt the change to the company's systems, norms, and values. To strengthen the desired actions and guarantee long-term sustainability, incorporate the modification into the management of performance procedures, educational initiatives, and other human resources (HR) operations.

1. Effective Communication: Make the change known straightforwardly, honestly, and consistently. As the transformation process unfolds, address employee concerns and give frequent updates to keep them informed and involved.

2. Stakeholder Involvement: Engage important stakeholders, particularly the workforce, in the preparation and decision-making procedures for the transformation. Ask for their opinions, address any issues they may have, and provide them with chances to participate in the change effort.

3. Addressing Fear and Uncertainty: Understanding and addressing the worries and concerns staff members might encounter due to the change. To aid staff members in adjusting to the change, offer them assurance, support, and resources.

Anticipate and prepare for potential problems in any change management process. Following are some tactics for handling planned and unforeseen adjustments and contingencies:

1. Risk evaluation and management: Conduct a thorough risk assessment to find possible problems and barriers that could appear throughout the transformation process (Paltrinieri, Louise , & Genserik, 2019). Create backup plans to deal with unanticipated occurrences and reduce risks.

2. Flexibility and Adaptability: Make the change management strategy flexible to allow for unanticipated changes or modifications. Keep an open mind to suggestions, and change the strategy as necessary to account for new problems.

The following benchmarks should be reached to guarantee the accomplishment of the modification implementation:

1. Finishing the Change Readiness Assessment: Determine if the American branch is prepared for change by assessing its culture, communication methods, and leadership backing.

2. Development of Change Vision and Strategy: Assuring alignment with the company's overarching objectives, defining a clear vision and plan for the change program in the U.S. branch.

3. Communication of the Change: To ensure that all workers at the United States branch are aware of and comprehend the change, it is important to explain its purpose and approach effectively.

The following measures can be used to assess the change management plan's effectiveness:

1. Employee Engagement: Use focus groups, questionnaires, or interviews to gauge satisfaction with work, enthusiasm, and commitment. To determine the effectiveness of the change program, track shifts in participation rates over time.

2. Cooperation and communication: Evaluate the frequency and effectiveness of team member cooperation and communication across various locations. Keep track of advancements in coordination, collaboration, and information sharing.

The success of a company depends on improving teamwork and successfully managing transformation. Companies may enhance communication, eliminate silos, and use collective intelligence by implementing cross-functional team initiatives and encouraging a culture of cooperation. Using Kotter's 8-Step Change Model, leaders must cultivate trust, communicate openly, and include staff members in the change process. These tactics aid in reducing resistance, dealing with unforeseen circumstances, and reaching milestones. Monitoring important indicators helps determine success and problem areas. Partnership and change management are prioritized because they boost productivity, creativity, and the achievement of strategic goals. The challenges include adopting these tactics, getting through opposition, and developing a flexible workplace that flourishes on change.

Anderson, R. J. (2019). Communication between healthcare professionals and relatives of patients approaching the end-of-life: A systematic review of qualitative evidence. Palliative medicine.

Hofmeyer, A., & Ruth, T. (2021). Strategies and resources for nurse leaders to use to lead with empathy and prudence so they understand and address sources of anxiety among nurses practicing in the era of COVID‐19. Journal of clinical nursing.

Paltrinieri, N., Louise , C., & Genserik, R. (2019). Learning about risk: Machine learning for risk assessment. Safety science.

Tang, K. N. (2019). Change Management. Leadership and change management.