Download - Who Killed Change
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NotesfromtheBook:
WhokilledChange?
Solvingthemysteryofleadingpeoplethroughchange
ByKenBlanchard,withJohnBrittandothers, www.kenblanchard.com
Preface:Thirteen functionsarejointly important for successof changeeffortand theyaremain
reasonforthefailureofchangeefforts/projectundertakenbytheorganization.Inthebookthere
arefifteenactorsdrama,inwhichinvestigationisbeingcarriedoutbyanexpert/investigator/agent
whokilled Changeinthecompany?InthedramaChangeisassumedasapersonandSuspicionis
onthirteenfunctionalincharge,whoarejointlyorseverallyresponsibleforhismurder
Everydayorganizationsaroundtheworldlaunchchangeinitiativesoftenbig,expensiveones
designedtoimprovethestatusquo.Yet60to70%ofthesechangeeffortsfail.Afewperish
suddenly, butmany die painful, protracted death , that drain the organizations resources,
energyandmorale.Sowhoorwhat iskillingchange?The listofthecausesofdeathmaybe
following
1. Culturedefinesthepredominantattitudes,beliefsandbehaviorpatternsthatcharacterizethe
organization
2.
Commitment:builds
apersons
motivation
and
confidence
to
engage
in
new
behaviours
requiredbychange.
3. Sponsorship: a senior leaderwho has the formal authority to deploy resources (e.g. time,
money and people) toward the initiation, implementation and sustainability of change;
ultimatelyresponsibleforthesuccessofthechange
4. ChangeleadershipTeam:actively leadsthechange intotheorganizationbyspeakingwithone
voiceandresolvingconcernsofthosebeingaskedtochange
5. Communication:createsopportunitiesfordialoguewithchange leadersandthosebeingasked
tochange
6. Urgency:explainswhythechangeisneededandhowquicklypeoplemustchangethewaythey
work
7. Vision: paints a clear and compelling picture of future after change has been integrated
successfully
8. Plan:Clarifiesthepriorityofchangerelativetootherinitiativesandresponsibilities;workswith
loosethosebeingaskedtochangetodevelopadetailedandrealisticimplementationplan,then
todefineandbuildtheinfrastructureneededtosupportthechange
9. Budget: analyze proposed changes from a financial perspective to determine how best to
allocatelimitedresourcesandensurehealthyreturnoninvestment
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10.Trainer:provides learningexperiences toensure thosebeing asked to changehave the skills
neededtofollowthroughwiththechangeandsucceedinfutureorganization
11. Incentive:recognizeand/rewardpeopletoreinforcedesiredbehaviorsandresultsthatenable
change
12.Performance management: set goals and expectations regarding behaviors and results that
enable change , tracks progress towards the goals and expectations, provides feedback and
trainingandformallydocumentsactualresultsversusdesiredresults
13.Accountability: follows throughwithpeople toensure theirbehavior sand resultsare in line
withagreedupongoalsandexpectationsand that leadersarewalking the talk,and institutes
consequenceswhenbehaviorsorresultsareinconsistentwiththosethatenablechange
Suspect#1:
Culture
QuestionofinvestigatorandanswerbyCulture
QWherewereyouyesterday?A Iwashere.Iamheremostallthetimes.
QDidyouvisitanydepartments?A Imakemyrounds.Iamineverydepartmentmosteveryday.
QHowwouldyoudescribeyourrelationshipwithChange?A Discreet,Changesroleisdesignedto
behighprofile.Culturesrolehasalwaysbeentodefinethebeliefsthatguidehowweoperate in
organization,likeacompassthatpointsinadirection.Changewantstouseorganizationalvaluesto
leverage
to
accomplish
desired
result.
Acronym
VALUE
stands
for:
V is for very efficient. To reachourbusiness goals ,wemustoperate in amanner that is very
efficient.Wehavetoallocateresourcesandcontrolourcosts
A is for customer focus.Wehavemany customers andwehave toprovide eachof themwith
highestlevelofservice
LisforlotsofTeamwork.Wecanachievemorebyworkingasateam,whichbelievesnooneofus
isassmartasallofus
Uisforunderstanding.Atthecoreofunderstandingislistening.Eachindividualwillbringapointof
viewto
asituation
or
opportunity.
By
listening
and
understanding
all
points
of
view
,we
will
make
betterdecision
E is for excellence. The productsis stakeholders livelihood. Anything less than excellent is
unacceptable
Q Values you speak is loud and clearbut there isdisconnectbetween thosevaluesandwhat is
actuallygoingon?A Myjobistolaygroundworkandpointtoadirection.Idonotcontrolwhether
individualsorteamslivebyourvalues
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Suspect#2:Commitment
QuestionofinvestigatorandanswerbyCulture
Q Tellmealittleaboutyourself?
A I wear severalhats,tocratebuyinforchangesweemploy.
Q HowyouworkwithleadershipinregardtoChange?
A Theemployeeshavefairlypredictableconcernswhenweintroduceanewchange.Ifwedonot
address to those concerns, the success of change drops dramatically.When change is first
introduced, everybody seems to needmore information. Theywant to hearwhy they need
change.I workwithearnesturgencyonthat.Theyalsohavepersonalconcernswhowouldnot
wonderiftheywillwinorloosewhensomeoneannouncesachange?Whetherleadershiplikes
itornot ,employeesdonotbuy intoachangeuntiltheyunderstandhow itmayaffectthem.
Wemustbeabletocreateapictureofchangeandhelppeopleseewhatitwilllooklike.After
changehasbeen thereawhile, theemployeeswonderwhetherornotChange can reallybe
integrated.Eventually,employeeshaveconcernsaboutwhethereveryonewillbeabletotruly
worktogether.
Q Despiteallyourpassion,Icouldnothelpthinkingthatyourcolleguesmightnotbetotallyon
boardwiththelessonsyouhavelearned?
Ans Weareabitdysfunctionalhere.Academically,theyunderstandthatpeoplearemuchmore
likelytobuyintoaChangewhentheyareinvolvedintheplanningandhaveanopportunityto
influencedecisions.The leadersandmanagersarejustnotcommittedtoconsistentlyapplying
theknowledge.Andtheyfoolthemselvesintothinkingouremployeesdonotseewhatisgoing
on.
ReflectionsonCultureandCommitment: InvestigatorthoughtWhenthereisdisconnectbetween
stated values and theway an organization actually operates, the values posted on thewall are
disregarded.Employeesbecomeskeptical(a person inclined to question or doubt accepted opinions),
evencynical(concerned only with ones own interests and disregarding accepted standards to achieve
them),about leaderswhosayonethinganddoanother.Therealcultureandvaluesalwaysspeak
louderthanthestatedones.Changeleaderswouldhavebeenbetteroffspendinghistimetryingto
understand and align himselfwith the real culture and values of the organization than seeking
advicefrom
organization
culture
unit.
Despite
his
passion,
commitment
was
not
able
to
convince
the leaders of the organization to act on his knowledge. As a result, the people left out of
influencingChange remindedtheleadersthattheycouldderailorkillhim.
Investigatorhadquestioninhismind
DidChangeunderstandCulturewellenoughtoalignwithherortrytochangeher?
Did the senior leadersunderstand thatwhile it is true thatdecisions canbemade faster
whenfewerpeopleareinvolved,suchdecisionsdonotusuallytranslateintofaster,better
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or more sustainable integration of Change because there is no commitment without
involvement?
DidthoseleaderswhoknowalotaboutCultureandCommitmentdoeverythingtheycould
dotohelpChangebecomerealpartoftheorganization?
Suspect#3:Sponsorship:
Investigatorquestiontosponsorshipandreplies:
QWhat do you do here in the organization?A Oneof themainjobs I have is to be executive
sponsorofChangesmajorefforthereandensurewehaveaChangeLeadershipTeamthatworks
well together.What Imean is that forChange tohaveamajor successatmyorganization, there
mustbe
one
person
someone
in
an
influential
position
who
takes
what
Icall
ownership
of
Change.
To that end , our organization is structured so that I am the one towhommost departments
eventually report. Granted, I have directors and managers who take care of the day to day
operations.IfIendorse,shallwesay,aproject,staffmembers,knowthatitisgoingtohappenone
wayoranother.
Investigatornotedsponsorshipsdiscourse,heusedIsixtimesinsixsentences
Q whataboutyourprofessionalrelationshipwithChange?A Certainlyatthesemeetings Iwould
putChangefrontandcenter.IwouldleavenodoubtinanyonesmindthatIwasbehindChangeone
hundred
percent
Q Thenyouwould letyourdirectorsandmanagerstake itfromthere?A well,Yeah.Todealwith
ChangeisoneofthethingsIpaythemfor
Investigatorsaid LookyoucannotexpectChangetobesuccessfulbasedonputtinghimfrontand
centerinfewmeetings!Youareoverestimatingthepowerofyourwords.Assponsorship,youmust
domorethan introduceChange.Youmustbevisibleandsupportivewaybeyondthe introductory
meetings.Youractionsaremuchmorepowerfulthanyourwords.Youmustremainconnected to
Changethroughoutthechangeprocess
Sponsorship
said:
I
never
thought
that
much
about
what
I
had
to
do
to
help
Change
succeed,
I
thoughtthatbecauseofmyposition intheorganization,Icouldgetpeopletobuy intoChangeby
justmakinganannouncement
Suspect#4:ChangeLeadershipTeam:
Investigator knew from previous cases that a change leadership team was a key ingradient to
integratingChange intoorganization.Awise leader formingachange leadership teamwouldalso
includeinformal leadersfromalllevelsoftheorganization,peoplewithtechnicalorpeopleskillsin
theareainwhichchangewasgoingtobeintroduced.Forchangetosucceed,lotsofvoicesneeded
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tomake a case for change. He knew from an organizationwhere Changewas successful, that
introducedChange,carriedhimout into theorganizationthrougha leadershipteamcomposedof
memberswho had successfully led changes in the past. These people had time needed to lead
change,werehighlyskilled,communicatedwellandwerediverseenoughtoavoidgroupthinkand
introduceandintegrateChangethroughouttheorganization.Inshort,theyhadthetalenttocarry
Change
At thiscompanyMrchange leadership team,called Pecshadbiceps (a large muscle in the upper
arm which turns the hand to face palm uppermost and flexes the arm and forearm )threetimesthe
size of a normalmans and short neck, but below thewaist he had pencil legs or poodle legs.
InvestigatorquestiontotheMrPecsandAnswer
Q Howwelldidyouknowchange?
Ans fairlywell,Changehadbeenhereonly five to sixmonthsandneeded tobeelevated in the
organization.Heneeded tobeseen inthedepartmentas important.So thatwasmyjob, tohold
Changeup
Q Who carriedhimout into theorganization? It isone thing tohold changeupalldayand it is
anothertocarryhimoutintotheorganization,whointeractwithpeople,whomaybeaffectedby
them
Ans I have been out of balance in holding up and carrying him, due to weak lower body.
Sponsorshiptalksaboutputtinga team togetherevery timeanewChangecomes,butsomehow
theresponsibility
always
seems
to
come
back
to
me
Suspect#5:Communication
Q Canyoudescribeyourworkingrelationshipwithchange
Ans Ihavechronic laryngitisandhave some times tocommunicate throughwritingpad.Change
and Iworkedtogetherona fewprojects.Heasked formyhelp ingettingthewordouttopeople
whoneededtobeinvolved.
QWereyouabletohelphim?
AnsIhelped
him
in
draft
some
memos
and
put
some
storyboards
together.
And
he
invited
me
to
mostofhismeetingstotellpeopleabouthisplans
QHowyoucancompetentlyfulfillyourrolewhenyoucannottalksomeofthetime?
Ans Ihavea staffperson thathelpsmeviz.Committee.Committeewill calla groupofpeople
together,hekeepsthingsmoving
QIfhewaseffective,movingisnotsynonymouswitheffectiveness?
Noreply,communicationfailure
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InvestigatorhadworkedwithCommitteesbefore,mostmetregularlybutlackedconcreteplansand
accountability.Followupandconsequenceswerenotablyabsent
Reflectionsof
the
investigator
on
Sponsorship,
Change
Leadership
team
and
Communication
Investigator was feeling after interviewing sponsorship, Change leadership team and
communication.Hecapturedhis learning,hopingthatothercouldusethemtoavoid makingthe
samemistakes
1.Sponsorship:
Hecouldnotmodelthebehaviorexpectedofothers.Hedidnotseemtoknowthatactions
speaklouderthanwords
Hedidnotteamupwithincentivetorecognizeandreinforcethedesiredbehaviorsamong
others
Hedidnotteamupwithaccountabilitytoshowtheorganizationthathewasseriousabout
hisChange
He did not heed advice from Commitment about securing Change by surfacing and
addressing concerns and involving people being asked to change in the decisionmaking
process
Hedidnotselectandalignawellqualified ChangeLeadershipteam;instead,hepassively
assignedimplementationofChangetohisdirectreports
2.Changeleadershipteam,AKAPECS
Hemissedgoldenopportunity to includeadvocates forchangeonday today leadership
team
He colluded with Commitment they both treated those being asked to change as
spectators,insteadofactiveparticipantsinthechangeprocess
Likesponsorship,changemanagementteamwasconsideredhypocritical,andhisbehavior
providedyetanotherexcuseforpeopletoresistChange
3.Communication:alsohadfailings
She failed in touch with Sponsorship and Change Leadership Team. This led to mixed
messagesaboutchangeintheorganizationwhich,whichinturn,aneasyexcuseforpeople
toignoreChange
Shewastoofocusedongettingthewordoutandnotfocusedenoughoncreatingdialogue
tosurfaceandaddresspeoplespredictableconcernsaboutChange
Suspect#6:Urgency:
Theinterviewstartedat 3.25pmduetolatearrivalbyurgency,notagoodsign,thoughtinvestigator.
Q areyouclearwhyyouarehere
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QWasthereamajortransitionforthem?
Ans Oh,definitely,ourinventorywaskillingus
Q HowwelldidthepeopleinthedepartmentknowChange?
Ans Theyhadjustacquiantance
Q Butisnotyourjob?tomakesuretheemployeescanpicturethemselveswithChangeinthefuture?
You just admitted that this Change was major transition for that department. If they have been
operatingunderoneparadigmforyearsandsuddenlytheyareinformedthatneedtodoaoneeighty,
donotyouthinktheirchancesofsuccesswouldbegreaterifChangewasmorethanamereacquintance
AnsSoyouaretryingtosaythisismyfault?Look,Idonothaveamotive.Mymostjobrevolvesaround
threethings:payingattentiontonewtechnologiesandtrends,scanningfornewideasandopportunities
andcreating
for
new
ideas
and
opportunities
and
creating
apicture
of
the
future
that
is
inspiring.
Ineed
Change.WhywouldIwanttokillChange?
Investigator:Iamnotaccusingofkillingchange,butyoudidnotpreventhimfromdying
ReflectionsoftheinvestigatoronurgencyandVision
Urgency waslikelysuspectbasedonhisinconsistentbehavior:
HetriedtoacceptpeopleChange,butheneverconvincedthemthatstatusquowasnolongera
viableoption
Heneglected
to
spend
enough
time
with
those
who
who
felt
the
pain
of
the
status
quo
Hedidnotspendenoughtimewiththosewhosawtheopportunity forperformance levelsto
risewiththeintegrationofChange
HefailedtoaskotherswhytheythoughttheorganizationneededChange.ThecaseforChange
isalwaysmorecompellingwhenpeoplebeingaskedtoadoptChangearebroughtfacetoface
withthefactsandinvitedtooffertheirthoughts
VisionwasclearlysuspectforthemurderofChange:
Shedidnotseeherorganizationclearly
SheignoredadvceofCommitment.Avisioncreatedduringanoffsiteexecutiveretreatdoesnot
meanmuchtosomeoneonthefrontlinewhohadnosayinthevision.ThemoreVisioncanget
peopleinvolvedinthevisioningprocess,themorelikelyitisthattheywillwanttobepartofthe
organizationinthefuture
Shedidnot secure thebyin sheneeded toattainher inspiringvision.Most leaders trying to
initiateaChange,announcetheChange,setunclearorconfusingexpectations,sendpeopleto
trainingandprematuralycelebratevictory.TheyforgettopaintaninspiringpostChangepicture
oftheorganizationthatincludestheirpeopleinit
Suspect#8:Plan
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Planarrivedlate.Sayby20minutesthroughAirport.
Q IassumeyouknowwhyIhaveaskedtospeakwithyou.
Ans Yes,yes,Ido.Terriblething,Changesdeath,atragedyindeed
Q whatyoudohere?Strategicortactical?
Ans Strategically ,forthemostpart. Ithinkthat iswhyIenjoyflyingsomuch.Bigpicturesview,
youknow.Nothing like it.Thismay sound crazy ,but I likeall thenewproposed changes.A real
Challege togreycells.Lovetotheorizeabouthow theChangecould fit inandwhat theexpected
outcomewillbe.Igetthesamefeelingasbeingincontrolofagoodairplane.Greatsensation!
Q But,surelyyoucannottakeeveryactivityorprojectassociatedwithaChangeupforaride.You
cannotreasonably
pilot
all
of
them
,can
you?
You
must
have
some
sort
of
screening
process?
Ans Usedto,hadacolleaguebutsheisonsickleaveforawhile.Prioritizationishername.Worked
inthetower.Trafficcontroltower,thatis.Shewasquitesticklerforregulations.Myphilosophyisa
biotdifferentfromhersand,well,totellyoutruth,Ijusthavetroublesayingno.Anyway,itreally
doesnottakemuchofmytimeandifweemployaChangeanditdoesnotworkout,noharmdone,
right?Iguessthenoharmdonepartdependsonwhoyouask.Imust thatBaileybudgetstayson
myonmycaseaboutthenumberofprojectswetakeon witheachchange.
Q Youmustbespendingatleastsometimeandenergyonthetacticalpiece.Otherwise,youcould
neverhelpchange,mayIsay,getofftheground
Ans Infrastructurejob.He is thetacticalguy.Notmycupoftea,youmightsay.Heworksonthe
businessprocessesanddevelopmentoftoolstosupportthesethosebusinessprocessesforChange,
Ithink
Q Youthink?
Ans lookthere isnoneedtogettestyhere. Iamjustpassingontoyouwhathasbeentold. Iam
tryingtoansweryourquestionsthebestwayIcan.Supposedly,IrainfrastructureworkswithPeter
performancemanagement and Isabella Incentive tomake employees have the technology and
systemstoworkwiththeChange.Butyoumustunderstand,IspendmostofmytimeintheairsoI
cansee
the
bigger
picture
the
strategic
view,
you
might
say.
Vision
and
Sponsorship
like
to
go
up
withmeeverynowandthen.Butinfrastructure,heworksatgroundlevel.Sotobehonest,Iamnot
reallysureaboutwhathedoes.Youwillhavetoaskhim.
Q Do you ever come downoutof the clouds long enough toplandetailsofChange should be
implemented?
Ans I can tell you what I think , I know, but I cannot be at two places at one time. Besides
infrastructure,measurementhas topayattentiontoalldetails.Hehastoworkwithperformance
management and Change to define outcomes for service and quality. Suppose , Measurement
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monitorscompanysoutcomesagainstthesebenchmarks.IhaveactuallynevermetMeasurement.I
keepbusy,well,planning
QSince
you
like
flying
so
much,
who
ensures
that
aflight
goes
well?
Ans Ido,Iamthepilot
Q Tohaveasuccessfulflight,youneedaflightplan.When,where,how,howfastetc,right?And
sincethere ismorethanoneplane intheairportwantingto landortakeoff ,youneedairtraffic
control,correct?.Toomanyplanestakingoff,landingandcrossingovertherunwayswouldbequite
dangerous, andwouldnot a goodpilothave some knowledgeof hispeople the ground crew,
mechanicsandeveryoneelsewhomakessureeverythingcheksoutbeforehe flies?Letmerelate
this goodflighttoyourrolehere.AsMrPlanyouarethepilotofofthenewChangesthatare in
your organizations airspace. Because you have never seen a bad idea , you are setting your
organizationup forwhat I call deathof a thousand initiatives.Prioritizationmust return to the
organization and youmustpractice traffic control forChange. Yourpeople andbudget can only
handleacertainnumberofChangesatone time.Andyoumustget incontrolofyourprocesses.
Infrastructure,Measurement and Prioritizationmust be on same page,when Change is getting
readyfortakeoff.Andyou,Plan,asthepilotareultimatelyresponsibleforthetrip.Whileyoushould
haveanexpectationthatyourcrewandothersdotheirjobswell,accountabilitymustbeonboard
also.DoyouknowAidanaccountability?
Ans IhaveheardhimbutIhavenevermethim
QIsuppose
you
were
up
in
the
clouds
yesterday
when
Change
was
murdered?
AnsYes
Planreturnedtohisofficeandstartedintrospection.IcareforChangessuccessandwhocouldelse
himwiththis.ItneveroccurredtothePlanthatheshouldtalktocompanysemployees thepeople
most impacted by Change to help develop the implementation plan. Apparantly he had never
learnedafundamentallessonaboutChangeleadership.
Thosewhoplanthebattle,rarelybattlethePlan
Suspect
#9:
Budget
Q didyouknowhimwell?
AnsDoesanyoneeverreallyknowanyonewell
QIsupposeyoureporttoSponsorship?Ans Yes
QWhatwasyourworkingrelationshipwithChange?
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Ans Thesameasmyworkingrelationshipwitheveryoneelsehere.Iultimatelycarrytheweightof
fiscal responsibilityoftheorganizationonmyshoulders.That iswhat Iwashired todotoensure
thatourinvestorsgetreturnontheirinvestment.Ihavetobalancecostswithrevenue.Peoplein
theorganization submitcapital requestsand Iweigh themagainstcriteriawehaveestablished. I
treatedChangesamewayItreatedeveryoneelse
QIs itsafetoassumethen,thatyoupracticezerobasedbudgetinghere?Youhavebeentakinga
mailorderaccountingcourse,havenotyou?
Ans yeswedo indeed .You seemostofourmanagersheredookay in their respectiveareas. I
meantheycanmanagetheirstaffing,schedulingandthetechnicalcomponentsoftheirjobs,but
theydonotseethebigpicture.Theirfocusisontheneedsoftheirowndepartments.Theydonot
havetheabilitytopullbackandmanagetheprioritiesofthewholeorganization.
QSothatiswhatyoudo?managetheprioritiesofwholeorganization?
AnsYesitismyresponsibility
Q Is it truly an issueof ability,or is itperhaps that youhavenot trainedor youdonot trust ,
managers at your organization to evaluate tradeoffs in terms ofwhat the company is going to
investin?
AnsYoureallyarenave,arenot?Itrustthatthemanagers willdowhattheywerehiredtodo.But
youreallybelievetheycanseetheorganizationasIdo/
QIhavehadopportunityoflookatthepurchaseorderssubmittedtoyoubyChangeoverthepast
threemonthsandyoudeniedvirtuallyeveryrequests.Hewaitedbudgettospeak,butshedidnot
respond.Changeunderstood fiscal responsibility.Hehaddocumentationonallpurchase requests
thatwereforanysignificantdollaramount.Ihavelookedathisnotesandhehadcalculatedreturn
oninvestmentonallofthem.Canyouexplainwhyyoudidnotapproveanyoftheserequests?
AnsOfcourse Ican.YoujustdonotseemtounderstandthatIamactuallyhelpingtheorganization
,doyou?OneofmykeyroleistopreventfundingofaChangeliketheonethatjustdied.
QTellmemore
Ans Iam firmbeliever that theamountofmoney I invest inagivenChange shouldbe indirect
proportiontothe investmentofeffortandqualityofworkbeingdonebyMrSponsorshipandMs
Vision,MrUrgency,MrChangeleadershipTeam wecallhimPecs MrPlan,MrCommitment,Ms
CultureandMrAccountability.IfthesecharactersarenotdoingwhatisnecessarytoenableChange
,thereisnoreasonformetocommitanyfundstoaChangethatisdestinedtofail.
Suspect#10:Trainer
QWhatwasyourrelationshipwithChange?
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Ans:frontofficeguy,niceenoughguy,Iguess,butalittletoofarremovedtounderstand thegame,
ifyouaskme
QGame?
AnsYouknow thegame.SorryIguessyouhaveneverplayed.Herehow it isplayed.Sponsorship
andVisionthosefrontofficefolksbring innewChangeguy.ImeetwiththisChangeguy,figure
outwhichballfieldhewantstoplayonandthenIassembletheteam.Getthemreadyforthegame.
Qwhatisthemostimportantthingyoudohere?
AnsTraining,WemakesuretheteamhastheskillsandcommitmentneededforChange
QWe?
Ans Incentivecomestoa lotofthepractices.She ismore likeacheer leader.Doesnotreallythe
rulesandmechanicsofgame
QThesepractices,whataretheylike?Howoftendoyoudothem?Howlongdotheylast?
AnsDepends,sometimeswewilljustonepractice.Wehavegotalotoftalentedplayershere,but
manyofthemhadtoonnewpositionswithChange.Theyneededpracticebeforebeingthrowninto
thegame.MrChangealwayswantedmetopracticetheteamlonger.IwascommittedtodowhatI
couldgivetheplayersthenewskillstheyneeded.Unfortunately,mycommitmentwasstrongerthan
Budget .She isjustanotheroneofthose frontofficestuffedshirts.Changesayspractice,practice
andBudget
says
cut,
cut.
But
what
do
Iknow?
Iam
just
trainer
QWhereyouwerewhenchangewasmurdered?
AnsInmyofficewatchingESPNhighlights
QHaveyoueverconsideredbeingtrainedyourself?
AnsNotsureIcatchyourdrift,
QWhat ifyouandSponsorshipwerealignedonwhattheplayersonwhattheplayersneededto
developnew skillsand commitment toChange?What ifyouworkedwith sponsorship tobuilda
compellingcase
that
Budget
could
not
deny?.
A
good
trainer
could
help
you
develop
the
skills
you
needtoworkmoreeffectivelywithsponsorshipandbudget
AnsReally,atrainercouldhelpmewiththat?
Investigator said in fact a good trainer couldhelp allof you culture,Commitment,Sponsorship,
Changeleadershipteam,CommunicationUrgency,VisionPlanandbudget togetonthesamepage
andworkeffectivelyasateam
Suspect#11:Incentive
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InvestigatorknewthatChangeschancesofsurvivalintheorganizationwerelessenedifIfIncentive
,wasnotbehind them.Hewas always aware thatwhenmanypeople thoughtof Incentive they
thoughtofmoney.ItwastruethatIncentivesometimesusedmoneyasaninducementforpeopleto
acceptChange,butexperiencehastaughtthatIncentivehada lotofotheroptionstopromotethe
acceptance of Change and thatmoney was not always themost important one. Incentivewas
almostalways likedbythemost in theorganization. Inonecase Incentivewas topsuspect inthe
murderofChange.ItwaswhenIncentivegotoutofalignmentwithperformancemanagementand
Culture.WhenIncentivehasapracticeofrewardingworkbehaviorsthatare inconsistentwiththe
foundationthatispoweredbyCultureandthestandardsestablishedbyperformancemanagement,
thestageissetfortheperfectorganizationstorm.
Q IwanttoaskyousomequestionaboutChange
ResponseHer
smile
faded
and
eyes
welled
up
with
tears
,Iconsidered
him
to
be
close
friend
.We
workedtogethervirtuallyeveryweeksincehegothere
Qwhattypeofwork?
AnsChangehadcomeupwithreallytwogoodideas.Ireallydonotunderstandthedetailsbehind
thedetailsbehindwhathewasproposing.ButChangedid.Hemadeastrongbusinesscaseforhis
proposalstoChangeLeadershipTeamandbothhisideaswereultimatelyendorsed
QdidUrgencyhelphimwithBusinessCase
Ans
urgency
was
involved.
Right
after
endorsement
Change
came
in
to
my
office
for
my
help.
His
first idea involvedonedepartmentwhereChangehadspentmore timeand I think ,hadapretty
goodreadonmanagementstylethere somethinghecalledfollowershipwhichheexplainedthat
unlesswecouldtapintotheheartsandmindsofthepeople whoaregoingtobeaffectedbywhat
hewasproposing,weprobablywouldnotbesuccessful.Thatiswherehewantedmyhelp totryto
findmotivatorsthatcouldcausethoseemployeestoembraceChange.Yousee,myjobhere isto
reinforcedesiredworkbehaviorsthatsupportChange.
QDidyouhelphim?
Ansyes,well,some. Ithinkso.Youknow it isreallydifficulttosaybecausethenewexpectations
havenot
been
in
place
long
enoughfor
us
to
know
for
sure.
Iam
sure
,Iwas
able
to
help
some
with
embracingpart,though
Qwhatmotivatorsdidyouuse
Ans Firstwe lookedatmonetaryawards.Changehadcalculatedthedollaramountofsavingsthe
companywouldrealizeifhisproposalswereimplementedandhehadevencalculatedtheeffecton
cashflow.Oncehetoldmethat,Isuggestedthatanominalamountofmoneymightbemotivating
forsomeemployees.IshouldletyouknowthathepulledPeterperformancemanagementintothis
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Theinvestigatoropenedhisnotebook,allthewhilehopingthatanotherorganization,ifnotthisone
, couldbenefit fromhis learnings .He reviewedwhathehadwritten aboutpast four suspects ,
startingfromPlan
Plan:HewasnofriendtoChange
Heneverworkedoutthedetails.Hefocusedonbigpicture.Butitwasthedetailsthatraised
peoples implementation concerns. As they got into integrating Change , people were
astoundedthatnoonehadeverthoughtaboutChangefromtheirperspective
Heneverplannedforearlywins.Asaresult, itwasdifficultshowperformancegainsinthe
beginning.Withlittletocelebrateattheoutset,thosewholikedtositonthefenceusedthe
earlymarginalresultsasaneasyexcusetoresistChange
Heneverincludedthosebeingaskedtochangeintheplanningprocessasawaytoimprove
theplanned
gain
their
buy
in.
Budget:Budgetwasreallysuspicious.AlotofhercolleaguesthoughtshemurderedChange
ShespentalmostnomoneyoncreatingtheinfrastructurethatwouldsupportChange
Shehadtoomuchpowerovertheotherplayersontheleadershipteamwhoneededtohelp
Changesucceed
Shedidapproveundersomeheavypressure fromSponsorship.Theydidnotmakemuch
sensebuttheykepttheheatoffher forawhile.PlanaskedBudget forsomeconsultants.
Theygottogetherfora fewdays inawarroomandcreatedabigdocument,buttheydid
notconsultanyonewhohadarealisticsenseofwhatwasneededtofullyintegrateChange
intotheorganization.Andofcourse,BudgetallocatedafewdollarstoTrainerfortraining,
because she knew she would be ridiculed if Change was tried without any training to
supporttheeffort
Trainer:TrainercontributedtothedemiseofChange
Hemadeahalfheartedattemptattraining thosebeingaskedtochange,butthetrainingdid
notstandachanceforanumberofreasons:
1.
Thebusinessprocesses and technologyhadneverbeenpiloted, so kinkswerenever
workedoutpriortotraining
2.
Dueto
his
sloppy
appearance
and
less
than
optimal
skill
set
Trainer
had
little
credibility
withthepeoplehewasresponsiblefordeveloping
Incentive:
Incentivewasattheleastanaccessorytothecrime.ShetriedtohelpChange,butreallydidnot
makeherrelationshipswithCultureandperformancemanagementwork,soBudgetshotdown
mostofherideasforsupportingChange
Suspect#12:PerformanceManagement
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Investigator on visit found a middle aged man incharge of performance management, sorting
throughatoweringstackofpaperwork.The investigatorrealizedHrdepartmentwastuckedaway
in a remoteunderground cornerof companysheadquarter.The furniturewas shabby and there
wasnotacomputerinsight.Justalotofgraymetalfilings,whichwerenottouchedfordecades
Theman lookedupwithwary eyes.On firstmeetinghe said I amunder the gun to get some
projectsdone. It isalwaysahassleatthistimeofyearbecauseperformanceevaluationsaredue.
Everyonealwayswaitsuntil the lastminute to turn them in , so Iamalways swamped. Iprefer
cigarettes,torelievestresses
Q Howlonghaveyouworkedhere?
Ans:Twentyyears
QYou
like
what
you
do?
Ans Sure.Itishardworkingbutrewarding
Q Whatdoyoudohere?
Ans My responsibility is to track theoutcomesweexpect frompeople.Everyyearwe insist that
leaders throughout theorganization layoutgoals foreveryoneon their team.Then twiceayear
theyaresupposedtochartpeoplesprogressonthosegoals.Haveameeting.Providefeedback
Q Sowheredoyoucomein?
Ans Icollectallthedocumentation.MostoftheleadershereIamsureyouhavemetafewofthem,
tend toprocrastinate.Youhaveprobably talked to SponsorshiporUrgency.They are twoof the
mostnotoriouswhenitcomestogettheirperformanceevaluationinontime.
Q HowwasyourrelationshipwithChange?
Ans fine.ChangeandIwereokay.Wewereonthesamepagemostofthetime.IngeneralI liked
manyof thechanges thatcamethrough,but Imustadmit Ihave lostmy fairshareofsleepover
them,because almosteverything associatedwithChange isnew and I amusually anxious about
whetherwewillsucceed incommunicating topeopleall thenew things theyaresupposed tobe
workingon.We
never
take
something
off
peoples
plates
when
we
ask
them
to
make
aChange.
Then
whenwedoperformanceevaluation ,peoplehavenotaccomplished theirgoalsbecausemonths
agoChangestartedtotakeupalltheirtime..Itisamess.Ihavelotofdoubtsaboutwhetherabout
whetherornotpeoplecanlearneverythingtheyneedtolearntomakeChangeasuccess.
Q Soyouworryabouttheorganization,butsomuchaboutyourself?
Ans Tobehonest , Ioftenworryaboutwhether Icanpossiblymeasureup tothenewstandards
establishedbytheChange.
Q Anythoughtsonwhomighthavekilledchange?
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Ans Yep,prettysureitwasBudget
Q Whatishermotive?Whywouldbudgetwantbudgetdead?
Ans PMhadPurchaserequestsfromChangetoBudgetof lastsixmonths,eachoneofthemwere
rubberstampedDeniedandsignedbyBudget.PeoplewantChange but theyarenotwilling to
pay forit.WhatChangewastryingtodorequiredtrainingandretoolinginsomeareas.Hewasnot
askingformoon,justthebasics.
Q Youthink Budgetactedalone?
Ans Shemayhavehadanaccomplice,thoughIdoubtyouwilleverfindanyevidence
Q Canyoubemorespecific?
Ans HaveyoumetCultureyet?(Ans Yesbyinvestigator)
PMcontinued IhavebeenherealmosttwentyyearsandIhaveseenhereightortentimes,butthe
wordon the street is that she isextremely influential.Keepinganwatchfuleyeon spendinghas
beenpartofherwayofdoingthingsforaslongasIcanremember
Q SoyouaresayingthatBudgetjustdidherbidding?
Ans Something likethat,asfarasIamconcerned,sheisprobablyjustasguiltyasBudgetis.Iam
notgenerallynotonetocomplain.Icomeinandtakecareofmybusiness.ButwiththeseChanges
whenotherpeopledonotdotheirjob,Iamtheonethatlooksbad
PM saidTherewastalkof ofachangeinitiativeinvolvingelectronicrecordsmanagement,butithas
diedtoo
Attheendofinterviewbothagreedtokeepconversationbetweenthem
Suspect#13:Accountability
Accountabilitywasayoungpersonmidtolatetwenties
Q Whodoyoureportto?
Ans Sponsorshipismycounselor
Q Howoftendoyoumeethim?
Ans WemetrightafterIwashired.HewasveryclearonwhatIwantedmetodo.Havenotseen
himsincelastsixmonthsafterhiringbyhim.InfactIstartedthesamedayasChange.Wentthrough
orientationtogether
Q Sodidyouworkedwithhimmuch?
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Ans Yes,weworkedwithhimallthetime
Q We?
Ans Mydepartment, theposition Ihavewasopen foralmosttwoyears. It isadifficultjoband I
understand theyhad trouble findingsomeonequalified for themoney theywereoffering. Ihired
Delegation,FollowupandConsequences.Therewas,andstillis,alottobedoneinmydepartment.
Q SohowdidyougetBudgettogoforthat?
Ans ittooksomeconvincing.Delegationisreallytheonlyonewearepaying,andhegetsminimum
wages.Followupisjustinterninghere,andconsequencesishereonsomekindofgrant
Q DoyouhaveanyideawhokilledChange?
Ans Iamsorry.Iwasnotclear, Changewaskilled orcommittedsuicide
Q Youthinkhecommittedsuicide?
AnsSure,itisonlyreasonableexplanation.Thereweresomefolkshere,thatdidnotreallycarefor
Change,but Icannotthinkofanyonewhowouldgosofarastokillhim.Besides inretrospect,he
displayedall the signs.Wish Ihadpickedupon them then.Maybe therewas something Icould
havedone
Q Signs?
AnsWhen
Change
started
he
was,
you
know
,he
had
energy.
But
last
six
weeks
or
so
he
was
like
a
differentperson.Hewashereallhoursoftheday.Idonotknowwhenheslept.Hewasirritableall
thetimeandhehadlostweight.Weusedtohavelunchtogetherbuthedidnotseemtohavetime
anymore.Iheardthatoneofhisinitiativeswasgoingokay,butIdonotthinktheotherinitiativewas
movingalongwell.Wordinthestreetisthattheguysinthatdepartmentareaprettytoughgroup.
Depression,that iswhat itwas.ChangewasunderanextremeamountofpressureandIthinkhe
gotoverwhelmedandsunkintodeepdepression
The investigatordismissedhisexplanation, tobe an idiotic theory, thiswasnot a suicide, itwas
definitelyamurderandaskedhim
Q Yousaidyouheardthatoneinitiativewasnotgoingwell,thatwaswordonstreet?,butwhatis
thatgottodowitheverything.Idonotunderstandhowyoucouldknowso littleaboutthesetwo
initiatives.Changeneededyourexpertiseandyouapparentlyhadnoideawhatwasevenhappening
Ans Lookthatisnotfair
TheinvestigatorsaidLetmefillinblanksforyou.Changeaskedyouaskedforyourhelp.Youwere
certainly willing but youwere having trouble time on your calendar.But you had the answer .
DelegationcoulddoitandifheneededhelphecouldalwaysenlistFollowupandConsequence.You
havemademockeryoftheveryjobyouwerehiredfor.Yourjobrequiresmaturityandyoujustdo
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Investigatorsaidallthesecharactersyouhavetodealwithsupercop,Reprimand,Hypocriteand
Convertibledomakethingsquiteconfusing.Employeessaidnowyouunderstandhowwefeel
TheAutopsy
Report
AsperDoctortimeofdeathwasbetween7anto9am,rightnowIamlistingcauseofdeathasheart
failure
Q Hediedofnaturalcauses?
Ans Heartfailurewasresultofatypeofpoisoning.ItwasC15
Investigatorreflectedonsomeofhisothercases.C15wasamysteriouspoisonthatwasidentified
as the causeofdeath.At the time itwasnamed , therewere fifteenknown relatedcasesandC
stoodfor
Change
Q DotheyknowanymoreaboutC15yet?
Ans Scientistsareworkingonitbutthattheyreallyknowisthatitactsslowly,usuallyoveroneor
twomonths. Based on anecdotal evidence, the only known associated symptoms are insomnia,
anxiety ,nervousness andweight loss.Asper recordswhenChangejoinedhewas ashealthy as
horse,alllabtestwerenormalandhehadnosignificantproblemsinhismedicalhistory.Iweighted
him andhehad lost twenty fiveponds since then andhis fingernailswere cheweddown to the
quick.
QSo
the
toxin
finally
built
up
enough
that
he
had
aheart
attack?
Ans Not aheart attack, aheart failure.Aheart attack is generally causedby a longbuildupof
plaqueoraclot inthecoronaryarteries,whichblocksbloodflow.Nobloodmeansnooxygenand
heartcellsdie.Changesarterieswere fine.When Isay heart failure I literallymean thathisjust
stoppedbeating.
Investigator found on Doctors table current edition of perspective in forensic named trace
elementsofC15.Theopeningread:C15hasbeenidentifiedasthetoxinleadingtoheartfailureand
deathinnumberofcases.Althoughmuchisnotknownaboutthetoxin,scientistsbelieveanumber
oftraceelementsmakeupthisdeadlysubstanceandhaverecently identifiedthreeofthosetrace
elements
PeopleleadingthecChangethinkthatannouncinghimisthesameasintegratinghim
PeopleconcernswithChangearenotsurfacedoraddressed
ThosebeingaskedtoimplementChangearenotinvolvedintheplanning
Murdererannounced:invitationonly
Investigatorsaid Asyouknow ,Changewaskilledrecentlyand Ihavebeentalkingtoyouandothers
over thepast twodays,just so there isnomisconceptions, itwasmurder.Hewaspoisonedand the
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murderer is in this room. I amnot as stupid as someof you think I am. Idonothave an advanced
degree,butIwhatIknowisChangeandpeople.Ihavespentmycareerstudyingboth.Changeisrarely
acceptedeasilybyanyorganization,buteachofyouhadaresponsibilitytohelphimgetintegratedhere.
MsVisionyourjobistohelpothersseebenefitsofChange.Tohelpthemlookbeyondthepresentand
intothefuture.Youfailedmiserably
MrUrgency Changeneeded your support tomakehis integration apriority tohelphimdevelop a
compelling case for himself. Did you give him that support?No , youwere always late . Youwill
probablybelateforyourownfuneral.
MrSponsorship The staffneeded toknow therewashigh levelexecutivebacking forChange.That
doesnothappenonagolfcourseorthroughonetimeannouncement.Ittakesagoodleadershipteamto
supportChangeonethatyoufailedtobuild.
MrPlanIexpectedyoutohaveyourheadupintheclouds.Thatiswhereyouspendmostofyourtime,
isnotit?
MsCultureofallpeople,youcouldhavebeentheonetosetthetoneandlaygroundworkforchanges
success.Butwhoyousayyouareandwhoyoureallyarewell,theyarereallyquitedifferent,arenot
they? Youpopinandoutofherelikeaghostandexpectpeopletorespectyou.Stokiddingyourself
Andthenthereisyourbuddy,MsBudget Msfiscalresponsibility.Budget,youknowthatChangerarely
succeedswithoutproperfunding,Iamsurprisedyoudonothavecarpaltunnelsyndromefromuseofof
your
denial
stamp.
While
you
are
correct
these
other
characters
need
to
do
their
part
before
you
approvefunding,youneverbotheredlettingthemknowwhyyouweredenyingChangesmanyrequests
forit.Iftheyknewyourrationale,perhapsitwouldhavemotivatedthemtoactdifferently.
AndthenwehavetheillustriousMrTrainer.Thisisalljustagametoyou.Youhaveuniqueopportunity
tohelptheemployeesbuildtheirskillstosupportChange,butinsteadyouspendyouspendyourtimein
officewatchingESPN.Hereisthescore,Trainer,youarealooser
MrAccountability Herewehave thepassthe buck clan.You are adisgrace.Changeneeded your
support to sustain gains thathadbeenmade. PeopleneedAccountabilitywhenChange comes. You
overusedDelegation.AndFollowupjustwasnothereenough.YouusedConsequences likeahammer
andthat
is
atool
that
usually
works
only
when
Fear
is
present
MrIncentivethattherearenumberofwaystomotivatepeopletoacceptChange.Iamnotsureabout
motive,butyoudidhaveopportunity.YouhadtheopportunitytopushharderforChangeinwaysthat
theemployeesmightaccepthimmore readily.justbecause there isdysfunctionallaroundyou ,does
notgivepermissiontogiveup.
Ms Communication , hewondered howmuch of the conversation she had heard ,while shewas
adjustinghearingaid.Hehadtheurgetobeginwithhersaying ,youhavetherighttoremainsilent .
Changeneededavoice intheorganizationandyou failedtoconsistentlyprovidethat.Andjustashe
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neededthatvoicetobesuccessful,employeeneededanear.Someonetolistentotheirfearsandtheir
ideas.InthisMsCommunicationyoufailed
MrPecs
(Change
Leadership
Team)
Pecs
,your
ego
is
your
Achilles
heel
(persons
weak,
vulnerable
point).ChangeneedsaChangeLeadershipTeam thatwillcarryhimthroughout theorganization.You
tookpride inholdinghimup,particularly inpumpinghimup in thebeginning,butthen itbecameall
aboutyou,didnotit?Youwantedtheacclaim,butyoudidnotwanttodoallthework.
MrPerformanceManagement youdofairlygoodworkinthecontextofdysfunctionhere,butafterthe
meetingyou,IwantyouinBudgetsofficewiththosepurchaseordersforherreconsideration.
MrCommitmentGiventheineptitude(silly/absurd)ofyourcolleagues,youreallydidnothaveachance
ThusallofyoukilledChange inmyopinion.Mostofyou saw thecrime scene.Thepoison thatkilled
Changedid
very
slowly.
Icannot
prove
it
but
Ibelieve
the
poison
was
neglect
your
neglect.
He
tried
to
survivethesupportheneededfromyoubutultimately,hisisnotonemanjob.Hefinallylostheart. I
wouldarresteveryoneofyouifIhadenoughevidencebut
Investigatorsaid, IamconfidentyouwillhaveanotherChangehere.Lookatmy face .Thisnotaface
youwillnotwanttoseeagain
NextAnna informedWehavegotanotherChange,thistime itwasaknifetothebackandhe isnot
dead.HeisinICUoveratMemorialHospital.TellthemIamontheway
HelpingChangethriveinyourOrganization
Bestpractices,linkedtoeachabovecharacter/functions,whereChangeissetuptosucceed,
Actionplantoleverageyourpotentialandaddressyourrisks
1. Culture: Cultureisdefinedasthepredominantattitudes,beliefsandbehaviorpatternthatcharacterize
theorganization.Theroleofculture iscriticalthroughoutthechangeprocess.Culturehasthepowerto
eitherenableandsustainthechangeorburythechange.
Toalignculturetoachange,youshould
Determinehowyoucanleveragethecurrentculturetosupport,enableandsustainthechange
Use sponsorship ,accountabilityand incentive to reinforce theculture required toenableand
sustainchange
Determinewherethecurrentcultureisnotalignedwiththeproposedchange,andwhatactions
arerequiredtoaligntheculturewiththechange
Askthesequestions:
Howwouldyoudescribeyourorganizationsculture?
Inwhatwaysisyourorganizationalcultureconducivetosuccessfulchange?
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Inwhatwayscouldyourcultureinhibitsuccessfulchange?Howdifficultwillitbetochangethe
culture?
2. Commitment: commitmentdescribesapersonsmotivationandconfidencetoengageinnewbehaviors
requiredby
the
change
initiative.
Toincreasepeoplescommitmenttoachange,youshould
Provide forum forpeople to express theirquestionsand concernsand then respond to these
questionsandconcerns
Expandopportunitiestoincreasetheinvolvementandinfluenceofthosebeingaskedtochange.
Thisproduces longterm,sustainablecommitmenttoanewwayofdoingbusiness,ratherthan
shorttermcompliance.
Purposefullyorchestrateopportunitiesforadvocatesofchangetocontactthosewhohaveyetto
makeuptheirmindaboutthechange
Askthesequestions:
Have the people being asked to change had an opportunity to express their questions and
concerned?Ifnot,howcanyousurfaceandaddressthesequestionsandconcerns?
Have the people being asked to change had an opportunity to get involved and influence the
changeprocess? Ifnot,howcanyouexpandopportunities for involvementand invoiceasakey
strategyfordrivingcommitmenttothechange
Whattactiscanyouuseto increaseto increaseconversationsbetweenadvocatesofchangeand
thosewhoaresittingonfence?
Areyouseekingpeoplescomplianceortheircommitmenttochange?Whatwillyoudoto gain
peoplescommitment?
3. Sponsorship:Asponsor isasenior leaderwhohas the formalauthority todeploy resources (e.g.time,
moneyand
people)
toward
the
initiation,
implementation
and
sustainability
Aneffectivechangesponsorshould
Selectandalignawellqualifiedleadershipteamthechangeonadaytodaybasis
Get commitment and secure byin for change, by surfacing band addressing concerns and
involvingthosebeingaskedtochange,inthedecisionmakingprocess
Modelthebehaviorsexpectedofothers,rememberingthatactionsspeaklouderthanwords
Createincentivebyrecognizingandreinforcingthebehaviorsconsistentwiththechange
Fosteraccountabilitybyshowingtheorganizationthatleadershipisseriousaboutthechange
Askthesequestions
Askthe
sponsors
for
change
in
your
organization
using
the
behavior
listed
above
?
Ifyoursponsorsarenotusingthebehaviorslistedabove,dotheyknowtheyareexpected to
usethesebehaviors?
Ifyoursponsorsdonotknowwhatisexpectedofthem,howwillyoueducatethem
4. ChangeManagementTeam: Thechangeleadershipisthegroupofleaderswithdaytodayresponsibility
forexecutingavarietyofchangeleadershipstrategiestoleadpeoplethroughchangeinitiative.
Thisteamshouldincludepeoplewho
Havebeenpartofsuccessfulchangeefforts
Canallocatethetimerequired
Havetherespectoftheirpeers
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Arehighlyskilled
Arewillingtospeaktruthtopower
Areeffectivecommunicators
Representdiverseviewpoints,includingdifferentareasandlevels oftheorganization,aswellas
advocates,informalleadersandresisters
Itisimportantthatchangeleadershipteamcommunicatesconsistentlyaboutthechange,regardless
ofwhoiscommunicating
Askthesequestions
Doyouhaverightpeopleonyourdaytodaychangeleadershipteam?
Arethemembersofyourchangeleadershipteamspeakingwithvoice?
Have you createdmultiple change leadership teams to effectively carry the change into all
areasof
the
organization?
5. Communication:Effectivechangecommunicationis
Focusedoncreatingdialoguenotonewaycommunication withchange leadersand
thosebeingaskedtochange
Frequentandorchestratedviamanydifferentkindsofmediaagoodruleofthumbisat
leastseventimesandsevendifferentways
Consistentinitsmessage,regardlessofwhoiscommunicating
Delivered by credible , respected sponsor, aligned leadership team members and
advocatesofchange
Askthesequestions
Howeffectiveisthecommunicationregardingchange?
Iflessthanideal,howwillyouimprovetheeffectivenessofthecommunication?
Haveyou surfacedandaddressed thequestionsandconcernsof thosewhoarebeing
askedtochange?
What tactics canyouuse to increase conversationsbetweenadvocatesof thechange
andthosewhoaresittingonthefence?
6. Urgency:Urgencyexplainswhychangeisneededandhowquicklypeoplemustchangetheway
theywork.Ifpeopledonothaveasenseofurgencyregardingtheneedforchange,theinertia
ofstatusquowilllikelytoprovestrongandpeoplewillnotmakechangesyouareseeking.
The followingmethodscanbeusedtocreateasenseofurgencyamongthosebeingaskedto
change.
Bringpeople face to facewith realityof the situation.Share lotsof informationand
involvethemidentifyingthegapbetweenwhatisandwhatcouldbe.
Providecredible,believablereasonstochange,answeringthequestionswhatiswrong
withthewaythingsarenow.Developasharedspiritofdiscontentwiththestatusquo.
Framethechangeintermsofacausethatismotivating
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Askthesequestions
Dothepeoplebeingaskedtochangeseewhatiswronginmaintainingthestatusquo?
Dothey
have
asense
of
urgency
about
the
need
for
change?
Ifpeoplessenseofurgency is less than ideal ,whatwillyoudo tocreatea stronger
caseforchangeandagreatersenseofurgency
7. Vision: For those being asked to change, a clear and compelling vision allows them to see
themselvessucceedinginthepictureofthefuture.
Visionshould:
Workwithurgencytobreaktheinertiaofthestatusquo
Gobeyondasloganandpresentaclearpictureofwhatthepicturelookslikewhenthe
changeissuccessfullyimplemented
Getmanypeople involved in thevisioningprocess so that there isownershipbeyond
thealignedleadershipteam
Allowpeopletoseethemselvessucceedinginthefuture
Askthesequestions:
Havethepeoplebeingaskedtochangebeenaskedwhatwouldgetthemexcitedtobe
partofthepostchangeorganization
Canpeopledescribehow their future rolewillbedifferent fromandhopefullybetter
thantheircurrentrole
8. Plan. The change implementationplan is important ,but theplanningprocess is evenmore
important.An
effective
planning
process
:
Includespeoplewhoarebeingasked tochange specially resisterswhocananticipate
whatcouldgowrong
Providesenoughdetailsforsupportpeopleonthefrontlinetogetgoing
Clarifiespriorities
Definesthemetricssoyouwillknowifyouhavebeensuccessful
Includespilotsusingearlyadopterswhoarewillingtotacklethechallengeofmakingthe
changetowork
Prepare for theneed to have quickwins to sway those peoplewho areundecided
aboutwhethertosupportthechange
Develop the right infrastructure to support the change and ensure that you do not
skimponinvestmentsininfrastructure
Askthesequestions:
Basedonthecriteriaabove,howeffectiveisyourplanningprocess?
Iflessthanideal,howwillyouimprovetheprocessandresultingplan?
9. Budget.Nochange initiativecanbesuccessfulwithoutspendingmoney.Thatbeingsaid , it is
important to analyzeproposed changes from financialperspective todeterminehowbest to
allocatelimitedresourcesandensureahealthyreturnoninvestment(ROI).
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