dance methodology step 4: change enablement
TRANSCRIPT
DANCE methodology training:
change enablement
Change Requires Communication
Using information from previous phases:• Create an implementation plan• Communicate the method of change
Questions to address
WHAT is the current situation
WHY change is necessary
HOW change will be implemented
WHO will facilitate this change
WHEN benefits will be realized
change
Prioritization of change
1 3
2 4
1) Low change, high savings2) Low change, low savings3) High change, high savings4) High change, low savingssa
ving
s
change
Prioritization of change
1 3
2 4
1) Low change, high savings• Best option - fast and easy.• Little work, generates
significant savings.• Modifies process in which the
client is already familiar.
savi
ngs
change
Prioritization of change
1 3
2 4
2,3) Low change, low savings OR High change, high savings • Important to communicate the
benefits as being greater than the effort required.
savi
ngs
change
Prioritization of change
1 3
2 4
4) High change, low savings• Use earlier successful small
changes to encourage support for large change
• Break up large change into smaller goals & milestones
savi
ngs
Communication Plan to Facilitate Change
• Agree upon mutually acceptable methods of communication & decision confirmation
• Assign responsibility and follow up• Explain why change is needed, then
benefit of change, then how to achieve it• Use a variety of communication methods
“It takes at least 30 times to hear about a new idea before it starts to click in people’s minds.”
Communication plan
WHO needs to be informed
HOW will they be informed
WHATdo they need to know
Tailor your message!
Use measurable milestones
• Smaller steps are easier to take• Closer targets seem easier to reach• Building progress on earlier goals
ensures accountability• Announcing incremental progress
buoys enthusiasm with success
Integrate varied types of change
• Tie larger ongoing projects to smaller goals, or break it up into milestones with their own tangible benefits.
• Build momentum and credibility by reaching early targets, then communicating success stories and benefits.
Utilize key relationships
• Regular updates and communication enhance relationships and build trust.
• Maintain trust by being honest, respectful and forthcoming.
• Delegation• Support• Insight
• Internal communications• Implementation buy-in• Maintaining schedule
KEY CLIENT RELATIONSHIPS HELP FACILITATE CHANGE VIA:
Respect their authori-TAY
• Minimize the use of an organization’s authority – work with their team
• Let them give the good news• Don’t mandate your own changes without
discussion and client involvement• Pick your battles• Concede small points for concessions later
The Five R’s
• REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people.
• RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success.
• RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath.
• RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised.
• REPRODUCE Use your authority to help your team improve their abilities and knowledge.
The Five R’s
• REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people.
• RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success.
• RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath.
• RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised.
• REPRODUCE Use your authority to help your team improve their abilities and knowledge.
Utilize the assets of your team. Ask for help.
The Five R’s
• REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people.
• RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success.
• RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath.
• RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised.
• REPRODUCE Use your authority to help your team improve their abilities and knowledge.
Utilize the assets of your team. Ask for help.
Acknowledge people’s efforts. They worked hard.
The Five R’s
• REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people.
• RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success.
• RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath.
• RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised.
• REPRODUCE Use your authority to help your team improve their abilities and knowledge.
Utilize the assets of your team. Ask for help.
Acknowledge people’s efforts. They worked hard.
Don’t dwell on a problem. Fix it!
The Five R’s
• REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people.
• RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success.
• RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath.
• RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised.
• REPRODUCE Use your authority to help your team improve their abilities and knowledge.
Utilize the assets of your team. Ask for help.
Acknowledge people’s efforts. They worked hard.
Don’t dwell on a problem. Fix it!
You didn’t build that. Your team did.
The Five R’s
• REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people.
• RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success.
• RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath.
• RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised.
• REPRODUCE Use your authority to help your team improve their abilities and knowledge.
Utilize the assets of your team. Ask for help.
Acknowledge people’s efforts. They worked hard.
Don’t dwell on a problem. Fix it!
You didn’t build that. Your team did.
Use your experiences to succeed again.
Be excellent to each other
• Everything impacts your good name.• Keep it good.• Over-deliver when possible.
“It is said that if people hear something from at least four different sources, they are very likely to believe it as a truth.”
Be excellent to each other
• Everything impacts your good name.• Keep it good.• Over-deliver when possible.
“It is said that if people hear something from at least four different sources, they are very likely to believe it as a truth.”
Would you want to work with yourself?
Do a little DANCE
• Evaluate and re-evaluate• Use past successes
(and failures) to inform future efforts
• Ask how your processes can be improved for next time (internally and externally)
The entire Change section should be a tiny DANCE cycle on its own