We are committed to delivering to our 2030 vision of creating a positive future for Rotorua and it’s community.

As Henry Ford once said, “If you always do what you’ve always done, you’ll always get what you’ve always got.”

Delivering our vision will require us to change how we do things, ranging from small tweaks to large transformational changes.

As leaders in the business, we are expected to lead these changes by being innovative, progressive and challenging the way things are done today.

Your responsibility

Is to understand what the 2030 vision requires of your team, and be an active change agent. You must support your team in challenging the status quo, proactively seeking, and successfully implementing, opportunities to do things better in alignment with the vision.

Delivering successful change requires real leadership, skillful management and the right tools. Use the following guides (which will scale depending on the size and impact of the change) to help you be a successful change leader.

How do I lead change successfully?

Begin with a strong case for change. Use the change management business case to provide an overall picture of why, what, when, where and how the change will impact people and process, and how it will be implemented. People say its like herding cats!

To understand the ‘who’ and ‘how’ in more detail the business case document includes a change impact assessment which helps us think through how individuals, and groups, will be affected and plan the change process to support them. The assessment identifies the different impacts the proposed change will have on various individuals or groups affected (e.g. job security, status, skills, responsibility, relationships, remuneration, risk etc). This assessment also describes how we plan to manage that impact to win support for the proposed change. Our guidelines to manage resistance to change provide you with a background understanding of how change impacts people, why they resist change and how you can implement change successfully.

There are a number of change management frameworks, John Kotters Eight-Step framework and the ADKAR model are two of the more common frameworks used.

Our change plan template is a comprehensive planning tool (based on Kotters eight step) to help you plan and implement change successfully. Our template provides planning questions at each stage and identifies risks/failure points to be managed or avoided.

Ultimately, change comes through conversations – talking with individuals about proposed change (use our conversation plan template to help you through these).

Legal obligations – Caution!

You have legal obligations where proposed change significantly impacts someone’s job (content, responsibility, reporting lines, relationships, prospects etc) or terms and conditions of employment.  This includes a general obligation to consult people before making such changes to provide opportunity for feedback to the proposed changes from the person impacted.

Where the change you are contemplating includes restructuring with the potential for redundancy or significant impact on current working arrangements (hours, duties, location, reporting etc) discuss this first with your manager and the People & Capability team and review the restructuring and redundancy page for more information.