Topscore To Change-Simulation
Learn with simulation games – just like Danske Bank:
We have cooperated with Danske Bank on developing a case scenario in our Change-simulation. Mette Winge Leisner, Head of Change Management, tells how Danske Bank has benefitted from using the Change-simulation for their leadership development.
Change-Simulation Shines A Spotlight On Change Management
In Danske Bank we are facing a rapid development towards a digital future – a large part of this change happening has a great impact on our ability to lead in a change process. It has been a strong and realistic experience to simulate a change, which has been very inspiring for all of us. I have heard our leaders express:
” What if I had this insight every day into what my employees think and feel about the change process – as well as a recommendation for my actions yesterday? And what will I be able to achieve if I spend 5-10 minutes reflecting on my next action?”
The Change-workshop has broadened our perspective and created great respect and humility for the role of a change leader.
An Eye-Opener To Situational Management
The Change-simulation has opened our eyes to situational management and the importance of leading with a balance between management and leadership. We have used this angle to relate to: What is my preference as a leader and what is my natural starting-point and comfort zone? The awareness on this has been important for us to strengthen in order for us to make the best decisions at the right time.
Topscore & Top Engagement On Change-Workshop
We introduced the Change-simulation to our 250 managers at our annual leadership gathering. The change workshop achieved the best score ever in this setting with a score of 9.6 on a scale of 1-10. The managers were very surprised that three hours had passed when the workshop reached the end. They were ready to continue for another three hours. It was really awesome – and very satisfying!
Learning Connecting To Reality
The desire to learn more and continue to work with change management and Change-simulation has been extensive and kept us busy developing our next step in this process. We have continued the mindset we have been introduced to by the Change-simulation and we are now revisiting the learning at the floorboard, which we use as a coaching board. This has given us a mutual frame of reference, a shared language as well as a shared image, which has made it easier for us to talk about the change and reflect on where we are in the process.
Mette Winge Leisner
Head of Change Management