sarah olson dan vogt, pmp, cpehr, cphims, cobit, lssgb · 1974. john m. chandler, cpa managing...

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Managing Through Change: A Multi-Perspective Approach

April 25, 2018

SARAH BELLIVEAU, CPAPrincipal

SARAH OLSONDirector of Recruiting/HR Consultant

DAN VOGT, PMP, CPEHR, CPHIMS, COBIT, LSSGBSenior Manager

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SARAH BELLIVEAU SARAH OLSON DAN VOGT

PRESENTERS

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FOUNDED IN

1974JOHN M. CHANDLER, CPA

MANAGING PRINCIPALAND CEO

37PRINCIPALS

340+ EMPLOYEES

PORTLANDMAINE

BANGORMAINE

MANCHESTERNEW HAMSHIRE

GLASTONBURYCONNECTICUT

CHARLESTONWEST VIRGINIA

PHOENIXARIZONA

INTRO TO BERRYDUNN

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AGENDA

Introductions

What is Change?

Facilitating Successful Executive TransitionsSARAH OLSON

Working Effectively With Your Board in Times of ChangeSARAH BELLIVEAU

Networking Break

Building the Foundation for Effective Change ManagementDAN VOGT

Where to Find Us

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WHAT IS CHANGE?

WHY SHOULD YOU CARE?

WHY IS CHANGE HARD?

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THERE ARE CONSEQUENCES OF NOT MANAGING THE PEOPLE SIDE OF CHANGELower productivityPassive resistanceActive resistance Turnover of valued employeesDisinterest in the current or future stateArguing about the need for changeMore people taking sick days or not showing upChanges not fully implementedPeople finding work-aroundsPeople revert to the old way of doing thingsThe change being totally scrappedDivides are created between ‘us’ and ‘them’

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EXAMPLES OF CHANGE

PROCESSES

SYSTEMS

BEHAVIORS ATTITUDE

LOCATION

TEAMWORK

WORKFLOW

TOOLS

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DATA SUPPORTS THE CONNECTIONPERCENT OF STUDY PARTICIPANTS WHO MET OR EXCEEDED OBJECTIVES

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SUCCESSFUL EXECUTIVE TRANSITIONSARAH OLSON

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SUCCESSION PLANNING• Early and Often• Performance Management• Knowledge Sharing• Collaboration, Involvement• Identification• Outside Assistance

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He who fails to plan is planning to fail.

WINSTON CHURCHILL

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EARLY AND OFTEN• Begin today—review annually• Review mission, vision, and financial stability• Assess skills and competency of current and future staff

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PERFORMANCE MANAGEMENT• Setting expectations, performance system, and goal setting• ED/CEO, senior team, staff• Ongoing review and feedback

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KNOWLEDGE SHARING• Executive Director/CEO• Senior team• Staff• Board

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COLLABORATION AND INVOLVEMENT• Communication• Communication• Communication

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IDENTIFICATION• Executive Director or CEO plan• Key senior team plan• Formal plan

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OUTSIDE ASSISTANCE• Planning• Facilitating• Coaching• Interim• Formal search

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SO…..WHOSE RESPONSIBILITY IS IT, REALLY?SARAH BELLIVEAU

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What is, or has been, your biggest challenge working with your board through change?

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THE ORGANIZATION’S MISSION AND PURPOSE

ENSURE EFFECTIVE ORGANIZATIONAL PLANNING

SELECT THE CHIEF EXECUTIVE

ENSURE ADEQUATE RESOURCES

SUPPORT AND EVALUATE THE CHIEF EXECUTIVE

BOARD RESPONSIBILITIES

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MANAGE RESOURCES EFFECTIVELY

ENSURE LEGAL AND ETHICAL INTEGRITY AND MAINTAIN ACCOUNTABILITY

DETERMINE, MONITOR AND STRENGTHEN PROGRAMS AND SERVICES

RECRUIT NEW MEMBERS AND ASSESS ITS OWN EFFECTIVENESS

ENHANCE THE ORGANIZATION’S PUBLIC STANDING

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BOARD RESPONSIBILITIES

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CHANGE OFTEN IMPACTS MULTIPLE DIMENSIONS OF AN ORGANIZATION:

• Strategy• Structure• Culture• Technology

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Build your board for the change you can anticipate but with enough diversity and dimension for the change you can’t.

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Is change usually planned or unplanned?

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CHANGE = RISK

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HOW DO YOU ENGAGE YOUR BOARD TO BE THE CHANGE MANAGERS YOU WANT?

KEY FACTORS IN A SUCCESSFUL RELATIONSHIP:• Respect and trust• Open and clear communication• Transparency in voice and action; clear motivations• Inclusivity of ideas; everyone is heard• Others?

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COMMUNICATE, AND WHEN YOU’RE DONE? COMMUNICATE SOME MORE.

ENGAGE IN STRATEGIC PLANNING.

BUILD BUY-IN.INCORPORATE DISCUSSION OF RISK AT EVERY MEETING.

TELL THE STORIES (ENGAGE THE BOARD W/ PROGRAM STAFF).

COMMUNICATE.

ENGAGING THE BOARD IN CHANGE MANAGEMENT

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FIND THE BALANCE BETWEEN COMPLACENCY AND EXCESSIVE CHANGE

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NETWORKING BREAK

CLICK TO EDIT MASTER TEXT STYLES5 WAYS TO LEAD IN AN ERA OF CONSTANT CHANGE

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HOW DO I GET TO SUCCESS?DAN VOGT

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WHAT DOES CHANGE LOOK LIKE?

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What Is Change Management?

Change management is the application of a structured process and set of tools for leading the people side of change to achieve the desired outcome

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ORGANIZATIONAL CHANGE CAN BE REPRESENTED AS THREE STATES OF CHANGE

How things are done today

How things will be done tomorrow

How to move from current to future

CURRENTSTATE

TRANSITIONSTATE

FUTURESTATE

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SUCCESSFUL CHANGE REQUIRES BOTH THE TECHNICAL AND PEOPLE SIDES

CURRENT TRANSITION FUTURE

TECHNICAL SIDE

PEOPLE SIDE

DESIGNDEVELOPDELIVER

EMBRACEADOPTUSE

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CURRENT TRANSITION FUTURE = BENEFITS

CURRENT TRANSITION FUTURE

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How I do my job today How I will do my job after the change is implemented

CURRENTSTATE

TRANSITIONSTATE

FUTURESTATE

CURRENTSTATE

TRANSITIONSTATE

FUTURESTATE

ORGANIZATION

INDIVIDUAL

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AwarenessA

DesireD

KnowledgeK

AbilityA

Reinforcement®R

ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are a registered trademarks of Prosci, Inc. All rights reserved.

PROSCI ADKAR MODEL

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EFFECTIVE COMMUNICATORS

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PROSCI RISK ASSESSMENT GRID

CHANGE RESISTANT

CHANGE READY

ORGANIZATIONAL ATTRIBUTES

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35

SMALL,INCREMENTAL

LARGE,DISRUPTIVE

MEDIUMRISK

HIGHRISK

LOWRISK

MEDIUMRISK

CHANGECHARACTERISTICS

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Applied to Your Project

Prosci® PCT™ Model

PROSCI® PROJECT CHANGE TRIANGLE™

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WHERE TO FIND US

SARAH OLSONsolson@berrydunn.com | 207.541.2269

SARAH BELLIVEAUsbelliveau@berrydunn.com | 207.541.2237

DAN VOGTdvogt@berrydunn.com | 207.541.2279