change management: why you cannot afford to … · crm, as the position opened due to an unplanned,...

November 12-14, 2018 | Las Vegas

CHANGE MANAGEMENT: WHY YOU CANNOT AFFORD TO IGNORE IT

Maureen Gervais

Learning Objectives


In this session we will discuss the essentials components of Change Management, how to assess your organization’s change management needs, the basic steps to successfully meet them, without a complex and daunting administrative role.

By the end of the session you will understand:• The basic components of Change Management • The value Change Management can bring to an organization• The potential impacts of not utilizing Change Management

What is Change Management


“Change management is the process, tools and techniques to manage the people side of change to achieve the required business outcome. Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.”

PROSCI

PROPRIETARY AND CONFIDENTIAL PAGE 4Slide 4

Without Change Management

Low Adoption and Usage

Employees feel surprised and besieged by change

Extended Project Schedules

LAUNCH FEBAPRILJULYSEPTDEC???

Failed ProjectsX

Additional Project Costs$ $$$


With Change Management

6x’s More Likely to Meet Objectives

5x’s Likely to Stay on Schedule

2x’s Likely to Stay on Budget

Adoption and usage

Employees feel prepared, equipped and supported


Directional confusion

Lack of Employee TrustNegative Environment

Disengaged Employees

Lower Quality (Service)Decreased Customer Satisfaction

Negative Financial Impact

Positive Financial Impact

Increased Customer SatisfactionHigh Quality Product (Service)

Engaged Staff

Collaborative EnvironmentEmployee Trust

Directional Understanding

Organizational Effects

With Change ManagementWithout Change Management

Communication

The Basics Components


Change Management

Measurement Culture & Climate

Accountability Planning

Communication


Two-way street

Change Management

MeasurementCulture

& Climate


COMMUNICATIONTimely

Clear

Explains the Who, What, When, Where and Why

Prepare different versions for different audiences

Communicated through various media

Repeat as often as necessary

EFFECTIVE AND MEANINGFUL

Delivered by immediate manager when possible

Culture is modified through reviewing and analyzing your existing processes & procedures and making modifications and/or additions

Opportunity to modify the existing culture and climate

Culture


Change Management

Measurement

Culture & Climate


Communication

Business Culture is the manner in which your organization executes business ⎼ processes, policies, and procedures

Business Climate is how your people interact with each other. It is driven by how your leaders manage⎼ there can be different climates within different areas of

your business

Climate is modified one leader at a time. How you execute that is dependent upon your individual leaders.

Planning


Change Management

Measurement

Culture

& Climate

Accountability

Planning

Communication

Be realistic

~ Identify your communication requirements

~ Identify tools/media you are going to use

~ Identify your timeline

Utilize change management tools

~ Identify your entire audience

Accountability


Change Management

Measurement

Culture

& Climate

Accountability

Planning

Communication

Providing your employees a well-defined set of responsibilities can empower and engage them, because they feel they have a hand in the organization’s plans for change.

Set clear roles and expectations for staff members

Hold staff accountable for their actions

Acknowledge and share accomplishments


Measurement

Change Management

Measurement Culture

& Climate

Planning

Communication

Accountability

Identify successes and shortcomings

Evaluate what is and isn’t working

Which employees are /aren’t embracing change

Make adjustments as needed

SCENARIO

Communication

Change Management

MeasurementCulture

& Climate


BUSINESS TRANSFORMATION INITIATIVE AT FLORIAN INDUSTRIES


30 y/o, family owned companyMedium size business

Florian Industries

Employees are very happyAverage tenure is 19 yearsGenerous packages

Excellent reputationA+ rating from BBBAcknowledged for superb customer service

Continued growth since openingRespected by vendors and clients


Dave is the CEO/Owner & COO at Florian Industries. He is the sponsor of the Business Transformational (BT) initiative.

• There are two reasons Dave wants the BT initiative:o Begin offering new products. Dave feels that he must further reduce operating

costs, while maintaining / improving quality and production levels. Complete transformational December of 2019 to begin new products in Q1 2020.

o August 2018, Dave’s negotiations with one of their vendors will result in their ability to purchase the vendor in Q4 2019. The Vendor is small (40 employees), but has a highly efficient operations and has two exciting new products in their pipeline. Becoming the sole proprietor of the vendor’s products, would significantly move ahead of their two primary competitors.

• Dave is also overseeing the customer service functions while he looks for a new VP CRM, as the position opened due to an unplanned, early retirement. Its been a bit stressful but he will do what he needs to do for the business.

Background - Dave


Dave

“Good guy”

“Honest”

“Integrity”

“Highly successful”

“Smart and experienced”

“Sincere”“Bit of a control freak, but only because he cares”

“Doesn’t like having to repeat himself more than once, twice if you’re lucky.”

“Listens to suggestions, usually.”

“When he gets annoyed or angry he shuts down, but it’s infrequent and he

usually comes back around.”

“Sometimes you need to know what he means and not just hear what he says.”

“Customers first”

“High standards & expectations”

”Believes in work-life balance”

“Cares about all of us”

“Limits noise so we can focus on work”

“Will roll up his sleeves and help”

Enjoys his job Company is his dream fulfilled

May retire within 3 years

”That my senior leaders take more initiative and stop asking for permission.”


Michelle is the VP of Operations and reports into Dave. She began as a manager in the company 24 years ago and moved into her current position 10 years ago.

During her tenure Michelle introduced Six Sigma, significantly increase the product quality and level of productivity; launched a highly effective employee development plan; led the creation of a diversity team: and sponsors yearly events for both United Way and Habitat for Humanity, along with helping a several other charities.

Michelle has a total of 240 people om her team, 130 from operations and 110 from Supply Chain/ Distribution. She knew that Jacqueline was leaving and approached Dave about acquiring the CRM team as well, providing a well thought out business case. Dave initially met with Michelle a month ago and seemed interested, but he hasn’t spoken about it since.

The overwhelming majority of Michelle’s staff want to stay with her due to her management style and the many successes she and her team have accomplished.

Background - Michelle


Michelle – VP of Operations

“Giving”

“Thoughtful”

“Honest”

“Kind”

“Personable”

“Collaborative”

“Sincere”

“Strong communicator, can be blunt, but is honest.”

“Will not tolerate lying, laziness or bullying.”

“High energy, doesn’t like laziness.”

“Encourages people to express their thoughts and visions.”

“High standards & expectations of self and team”

“Customer focused”

”Believes in work-life balance”

“Stretches you to success”

“Open door policy & she actually listens”

“Believes in empowerment”

Enjoys her jobLoves the company

Working 10 more years

“ I would like more autonomy and decision making ability, without needing to run everything past Dave.”


Change Management Communications

Communication

Change Management

Measurement Culture & Climate


Ineffective Communications



Clear?

Timely? Who?

Dave’s Communication with Peers – Consulting Work

Where?

Two way communication ?

July 23, 2018

All, (CFO, CIO, Company Lawyer, Sr VP Sales, Sr VP Marketing)

As discussed in our Q1 strategy session, part of my mission this year is to create a plan to streamlinemy operations team. To that end, I have contracted ABC consulting to begin a review of my team’s operations in August. It should be completed by the end of September.

ABC consultants will be on premise from August through September. Once they have completed their analysis, they will package the information into a proposal document that I will receive by mid-September.

I will let you know what they have to say and how it will empower my team to better reach my 2019 goals.

Thanks,Dave


Dave’s Communication with Ops Team – Consulting Work

When?

Where?July 24, 2018

Team, (Michelle VP Ops and Michelle’s 4 Operations Directors)

We have entered into a contract with ABC consulting, who will begin a review of our team’s operations in August and will complete the final analysis by the end of September. I brought them in as I need to identify how we can decrease costs, improve quality, improve customer satisfaction and provide the opportunity for additional product offerings.

ABC consultants will be on premise from early August through early September. Once they have completed their analysis, they will package the information into a summary proposal document and provide that to me by mid-September.

I will met with you once they complete the analysis, as we can then decide what we will need to implement to meet my 2019 goals.

Thanks,Dave

CC: CFO, CIO


Timely?

Clear?


Dave’s Communication with Team Leadership on Summary

(Michelle, Michelle’s 4 Ops Directors)

Where?


Timely?

Clear?

September 25, 2018

Team,

I met with ABC consulting yesterday and we reviewed the analysis work that they completed in August. I am excited to share their findings with you and discuss your plan for implementation.

Kelly will be sending you an Outlook invite for a meeting next Monday through Friday. I need all of you to be present for the entire session. Please contact Kelly by end of day today, with the names of your key leaders that you feel need to be involved and who have the flexibility to attend.

Thanks,Dave

cc: Kelly Corkery


Michelle’s Rescheduling of Strategy Meeting

Where? Why?

Timely


Clear?

9/26/2018

Team,

Apologies, but we need to move our meeting scheduled for next week, out to

Tuesday and Wednesday, October 23rd & 24th.

Mary, please take care of all of the logistics. Team Leads please delegate people from your teams to ensure adequate coverage.

Look forward to seeing you there.

Thanks,

Michelle


What Went Wrong

Two-way street

Timely

Clear

Explains the Who, What, When, Where and Why

Prepare different versions for different audiences

Communicated through various media

Repeat as often as necessary

EFFECTIVE AND MEANINGFUL?

Delivered by immediate manager when possible

INEFFECTIVE AND CONFUSING!

Did not solicit questions or comments

Last minute

Missing and misinformation

Caused questions

Not adequately scripted for audiences

Email only

One email

Delivered by Dave / CEO


Impacts to Staff

Directional confusion

Lack of Employee TrustNegative Environment

Disengaged Employees

Lower Quality (Service)Decreased Customer Satisfaction

Negative Financial Impact

✓ Confusion ✓ Questioning what’s happening ✓ Unhappy at not being included✓ Nervousness✓ Rumor mill ✓ Annoyance at ‘fire-drill’ approach

Effective Communications



Stakeholder Template


Communication Descriptions


Communication Planning


Alignment Communication with Ops Team Leads

✓ Timely

✓ CLEAR

May 15, 2018Face to Face meeting with Ops leads. Dave and Michelle are co-presenters

Key talking points:• Dates and location of the ABC Consulting engagement.• Overview of ABC consulting experience and detailed information on Robotic Process Automation. • Stress that collaboration is key and reference past accomplishments in each area, acknowledging the teams.• Explain how they will have key roles in the initiative because of their experience and skills.• Provide benefit to the company, customers and employees. • 1:1 meetings with Michelle will be scheduled to discuss their individual roles and that of their teams. They are also

welcome to engage with Dave directly or as part of the conversations with Michelle, if they wish.• Review lessons learned from their last initiative and solicit feedback on what to leverage versus what to be

cautious of as the strategy is set and implementation begins.• Repeatedly ask for input and/or questions now or later to either Dave or Michelle • Stress collaboration. Secure their support.• Communicate that this is an effort to grow the company and its product offerings. We are not eliminating any

headcount and that the Operations team is forecasted to grow by 10%. Entrust them to not share this information until it is shared with all during the kick-off meeting on August 1st.

• Close by emphasizing the incredible opportunity this provides to the company, thanking them for their part and current work efforts and for what we know will be their effort on this new initiative with ABC.


Senior Management Briefing

✓ Timely

✓ CLEAR

May 16, 2018Face to Face meeting with all department leads. Dave and Michelle are co-presenters and Senior Management is in attendance

Key talking points:• Dates and location of the ABC Consulting engagement and overview of ABC consulting experience and detailed

information on Robotic Process Automation. • Preliminary meetings will occur between Team leads from all business units to help structure ABC’s strategy.• Stress that collaboration is key and reference past accomplishments in each area, acknowledging the teams.• Share that the Operations Team will be a key driver of the work• Provide benefit to the company, customers and employees. • Discuss the Management ToolKit sessions • Reinforce that the senior leadership members will be meeting with them directly.• Review the project timeline, governance model and program management plans.• Repeatedly as for input and/or questions live or sent to Dave, Michelle or their Senior Leader.• Communicate that this is an effort to grow the company and its product offerings. We are not eliminating any

headcount. • Discuss how changes to current processes will be communicated• Discuss the communication team’s role • Close by emphasizing the incredible opportunity this provides to the company, thanking them for their part and

current work efforts and for what we know will be their effort on this new initiative with ABC.


Status Update

✓ Timely

✓ CLEAR

June 22, 2018

To all employees:I am excited to inform you that we have contracted ABC Consulting to assist us in a Business Transformation Initiative. The purpose of this initiative is to enable us to offer a new set of products to our customers, which coupled with our existing products, will place us significantly ahead of our competitors.

On June 1st, ABC Consulting began meeting with Senior Staff to create their strategy. They will be concluding their work effort with us by September 30th. The project timeline, governance model and program management plans for your areas, and the overall initiative will be shared with you by your direct managers in meetings that they will be conducting with you over the next two days.

There will be a kickoff meeting on Wednesday, August 1st . Prior to the kickoff meeting, ABC Consulting will be scheduling working sessions with many of you to obtain a working understanding of our current business practices. You are our knowledge base, we need you to be collaborative with ABC members for this to be a successful initiative. As these meetings will be occurring in June and July, you managers will work with in the scheduling to avoid any conflicts with your vacation plans. All of these meetings will be at our Hartford location.

A successful implementation of this initiative will not only grow our company’s product offerings, but will require our company’s staffing level, in some areas, to grow as well. This will afford opportunities for lateral and upward mobility as well as possible new skills / education. More to come on this post the kick-off meeting.

Again I am excited to share this news with you. I thank you for your past work efforts and look forward to seeing the effect your continued work efforts will have on the success of this initiative.

Please reach out to your manager with questions or comments, though you are also welcomed to reach out to myself as well.

Thanks,Dave


Impacts to Staff

✓ Direction is clear✓ Trust activity✓ Feel heard and empowered✓ Engaged✓ Excitement ✓ Adoption and utilization

Positive Financial Impact

Increased Customer SatisfactionHigh Quality Product (Service)

Engaged Staff

Collaborative EnvironmentEmployee Trust

Directional Understanding


Summary

Change Management is fundamental to ensure the change is successful

Realistic and thought out plan for implementing change

Change your culture through modifying your processes, policies and procedures

Change your climate one leader at a time, as your leaders set their org’s climate

The 5 components of Change Management will empower your change to be successful

Communication needs to be effective and meaningful

Accountability is essential. Management needs to agents of change and model the desired behavior to reinforce the change is here to stay

Change Management is a marathon not a sprint

Measure your success. Re-evaluate and make modification as necessary

Leverage direct managers to deliver change communications

Questions


Questions, thoughts or comments?

Contact Information


Maureen Gervais860-830-4073

[email protected]/in/maureengervais

https://www.linkedin.com/in/maureengervais

change management: why you cannot afford to … · crm, as the position opened due to an unplanned,...

Documents