The Future Belongs to Successful Change Leaders. Are You One of Them? Dr. Mary Cannata Change Leader Trissential

Size: px

Start display at page:

Download "The Future Belongs to Successful Change Leaders. Are You One of Them? Dr. Mary Cannata Change Leader Trissential"

Bridget Randall
8 years ago
Views:

1 Moderator: Dan Early, Dir. of Business Development National Solutions The Future Belongs to Successful Change Leaders. Are You One of Them? Dr. Mary Cannata Change Leader Trissential 2013 Trissential. All Rights Reserved. 1

2 Change Management Needs to Change! 70% Failure Rate for Organizational Change Projects This statistic has stayed constant since the1970s 1970s 1980s 1990s 2000s Source: Change management needs to change (2013), HBR Blog Network, Harvard Business Review Trissential. All Rights Reserved. 2

Common Mistakes 1. Lack of a visible, committed sponsor 2. Thinking HR will do the job 3. Unclear messages by leaders 4. Cultural attributes not considered 5.

3 Common Mistakes 1. Lack of a visible, committed sponsor 2. Thinking HR will do the job 3. Unclear messages by leaders 4. Cultural attributes not considered 5. Jumping to the doing too fast 6. If we build it they will come is really if you build it they will admire it from afar 7. Try to take shortcuts 2014 Trissential. All Rights Reserved. 3

5 Change Management vs. Change Leadership According to Kotter change leadership is associated with: The bigger leaps Windows of opportunity that are coming at us faster Windows of opportunity are shorter Bigger hazards and bullets coming at us faster Making a larger leap at a faster speed. Change leadership is going to be the big challenge in the future, and the fact that almost nobody is very good at it is well, it s obviously a big deal. (J. Kotter) 2013 Trissential. All Rights Reserved. 5

6 What is Change Leadership? The ability to lead people through a change / transition / transformation as smoothly as possible Productivity / Performance Change Endings Transition has occurred faster and with minimum disruption Less trauma, higher trust, stronger focus on objectives An earlier beginning, potentially higher than expected productivity Beginnings Neutral Zone Source: William Bridges, Managing Transitions 2013 Trissential. All Rights Reserved. 6 Time

7 Change Leadership Horizontal Analysis Align to company initiatives Prepare leadership for their role in leading the change Assess the organization for cultural attributes, readiness for change, risks Vertical Analysis Create clarity about what the future state looks like in very specific terms and behaviors Create tactical plans to bring the organization through the transformation smoothly and effectively Tactical Work Execute Change and Learning Plans Assess adoption and acceptance Measure results and coursecorrect Master and sustain the new state 2014 Trissential. All Rights Reserved. 7

8 Organization s Change Journey Commitment to Change Purpose: Change Leadership is focused on cultural assimilation and adoption. Goal: To move stakeholders along the Adoption Curve throughout the transformational journey in order to sustain the new normal. Leadership Innovation Best Practices Awareness Desire/Understanding Acceptance Adoption Sustain/Reinforce Jumping on the Bandwagon! Current Paradigm Time 2014 Trissential. All Rights Reserved. 8

9 Commitment to Change But how.? 3 Critical Stages There are no shortcuts! Employees need to HEAR IT Tell employees They might hear you Repeat! Be clear about the vision Repeat! Tell a story Repeat! Awareness Desire/Understanding Adoption Acceptance Jumping on the Bandwagon Leadership and ROI Innovation Best Practices Sustain/Reinforce Current Paradigm Time 2014 Trissential. All Rights Reserved. 9

11 Commitment to Change But how.? 3 Critical Stages There are no shortcuts! Employees need to HEAR IT Employees need to KNOW IT Tell employees They might hear you Repeat! Be clear about the vision Repeat! Tell a story Repeat! Create understanding Help employees internalize (wiifm) Identify the changes Engage employees Leadership and ROI Innovation Best Practices Sustain/Reinforce Awareness Desire/Understanding Adoption Acceptance Jumping on the Bandwagon Current Paradigm Time 2014 Trissential. All Rights Reserved. 11

12 Communication What is the challenge? It s an emotional roller coaster It s a group event, but an individual experience What am I giving up or losing? What s in it for me? What s going to happen to me? I ll just ignore it. It will go away Prove it to me 2013 Trissential. All Rights Reserved. 12

13 Its like peeling an onion You don t start projects knowing every single thing that will change for employees Discovery.of both positive and negative reactions Need to listen for those hints that something is going to be different or something is going to be a point of resistance I don t understand. Ooooo. That is awesome! I don t like that. Ohhh that s not how we do it today! Boy, is that going to make my life easier! Who is listening for these comments? 2013 Trissential. All Rights Reserved

14 Change Examples Check-Mark vs hitting Enter Key Shop Order vs Work Order Chrome is not the optimal browser to use with SAP Single source of truth o Address Book, INV/MRP Shortcuts for Applications o Multiple ways to get to same place Login/password - same as network login Mental Model Shift from data entry to analysis Changes range from miniscule to large. You need help capturing all of the changes! 2013 Trissential. All Rights Reserved. 14

CL Action Plan Template CL Action Plan Template Pro s (Positive Attributes of the organization s culture) 1. 2. 3. 4. 5. Con s (Negative Attributes of the organization s culture) 1. 2. 3. 4. 5. What task / change are you trying to implement?

15 CL Action Plan Template CL Action Plan Template Pro s (Positive Attributes of the organization s culture) Con s (Negative Attributes of the organization s culture) What task / change are you trying to implement? Actions that preserve Positive Attributes Actions that shift the Negative Attributes Trissential. All Rights Reserved. 15

16 Change Impact Spreadsheet Example Description Recipient Impact (H,M,L) Chart of Accounts: new terminology Cost centers are now called Business units. Accounts are now called Objects Preserve Positive Shift Negative Action Plan Finance M This is an awkward change. Just need to bite the bullet and learn the new terminology. Leverage the fact that employees rally and come together during a crisis (not that this is a crisis). But if this new terminology isn't learned - we won't be successful, and we all want to be successful. Therefore we must do it. Leverage 'common language' as often as possible to move away from the 'tribal knowledge' that exists. Terminology is a way to illustrate the 'common language' perspective. Start using new terminology now during team meetings. Share this issue with other employees during a town hall - illustrate the change and the awkwardness of it "Just gotta do it." This will give them a head's up when it is there turn. Explain why this is a non-negotiable. Turn this into a game as it gets close to 'go-live', like everyone that misuses a term has to put a quarter in a jar...or something like that... One # for agent, vendor, and customer Will be less confusing. Going from three sets of numbers for each agent to just one. Finance, Customer Service, Sales, Purchasing M Leverage the team perspective. We will have common language across the org which will make us more efficient and effective. Easier for us to communicate about our agents by all using the same number as reference. Consistency and sole location of info which reduces multiple practices, tribal knowledge and the appearance of working in silos. Action: Other depts. need the new table and process. They need to know when to start using the new numbers. Old numbers will no longer be needed at all Need to create a solid plan and start building awareness now about the change in numbering. Cross-reference capability will be in JDE Will agents need to be informed of their numbers? 2013 Trissential. All Rights Reserved. 16

17 Commitment to Change But how.? 3 Critical Stages There are no shortcuts! Employees need to HEAR IT Employees need to KNOW IT Employees need to MASTER IT Tell employees They might hear you Repeat! Be clear about the vision Repeat! Tell a story Repeat! Create understanding Help employees internalize (wiifm) Identify the changes Engage employees Instill confidence and competence Engage employees Test, practice, rehearse Put it into context of their job Leadership and ROI Innovation Best Practices Awareness Desire/Understanding Acceptance Adoption Sustain/Reinforce Current Paradigm Time Jumping on the Bandwagon 2014 Trissential. All Rights Reserved. 17

18 How do people learn their jobs? 70/20/10 Rule Internal and Experienced-based Interacting with fellow employees Formal Training and Reading Developed by Morgan McCall, Robert Eichinger and Michael Lombardo at the Center for Creative Leadership 2014 Trissential. All Rights Reserved. 18

21 Upcoming Webinars June 19 Thrive by Getting The Right People In The Right Seats Keith Korsi, Cofounder, Trissential July 23 No. That s NOT What I Meant! Jennifer Battan, Discipline Expert Business Analysis Details at: Trissential. All All Rights Reserved. 21

22 Trissential At A Glance Trissential is a management consulting firm focused on business improvement. Supply Chain Management Enterprise Transformation Program Management Portfolio Management Project Management Change Leadership Business Analysis JD Edwards Trissential. All All Rights Rights Reserved. 22

Navigating Organizational Change: 3 Stages, 2 Tips, & 1 Mistake

Navigating Organizational Change: 3 Stages, 2 Tips, & 1 Mistake Created for: www.retensa.com (212) 545-1280 Chason Hecht President, Retensa Agenda 1. Organizational Change vs. Change Management 2. Understand