gaining the commitment of others. achieveglobal canada operating in canada since 1964 research based...
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Gaining the Commitment of Others
AchieveGlobal Canada
Operating in Canada since 1964
Research Based Training in: Leadership and Management Development Customer Loyalty Sales Development
Customers from Coast to Coast
in all industry segments
© 2009 AchieveGlobal, Inc.
We help Improve Your Organization’s Performance by Helping Your People to:
Overall we helpImprove Productivity, Engagement, and Morale
Customer’s/Markets/Competition Internal Performance
Drive Sales Growth
Increase Market Penetration
Help your Managers, Lead, Day to Day
Manage Organizational Change Projects
Increase Profit Margins Help Cultures Change or Merge
Respond to Competition Deal with Generational Challenges
Manage the Customer Experience Create an Innovative Culture
Increase Customer Loyalty Develop the People in your Succession Plan
© 2009 AchieveGlobal, Inc.
Business Realities Radar
© 2009 AchieveGlobal, Inc.
Performance or Results GAP
Systems, processes & infrastructure
People’s attitudes, skills & behavior
Desiredstate
Currentstate
“Strategy to Results”
Successful Transfer of Training
Before AfterDuring
Leadership
Trainer
Participant
Transfer of TrainingBroad & Newstrom
Before AfterDuring
Trainer
Participant
1 8 3
2 4 9
7 5 6
Transfer of TrainingBroad & Newstrom
Successful Transfer of Training
Leadership
© 2009 AchieveGlobal, Inc.
The Change Adoption Continuum
Innovator
2.5%
ChangeAgent
13.5%
Pragmatist
34%
Skeptic
34%
Traditionalist
16%
The Organization
33%33%
Critical Mass
Leadership Signalling• How they spend their time• How they react to things• How they behave• What they focus on• What they measure• What they are seen to reward
Permission LipService
PassionateLip Service
InvolvedLeadership
Integration
Res
ults
Executive & Management Behavior and Organizational Change
Active, enthusiastic executive
involvement
is the
key
to reaching
Critical Mass
Active, enthusiastic executive
involvement
is the
key
to reaching
Critical Mass
Reaching Critical Mass
© 2009 AchieveGlobal, Inc.
The Main Question is How?
How do you get your senior people committed to the change or
improvement project but also to their role in the success of the project?
© 2009 AchieveGlobal, Inc.
AchieveGlobal’s Offer
Follow-up Days
Mastery Tests
Applications
Track Measures
Project Refreshers
Reinforce
AchieveGlobal’s Programs
Develop Skills
Stellar Implementation
Process TM
Plan
What change are you
prepared to commit to?
Commit
Interviews
Focus Groups
Job Shadowing
Assess
© 2009 AchieveGlobal, Inc.
New Initiative Implementation
Follow-up Activities
Applications
Track Measures
Project Refreshers
Reinforce
Talent Management
Human Resources Information
System
Compensation Plans
Program Application
Project Implementation
Plan
What change are you
prepared to commit to?
Commit
Stakeholder
Interviews
Focus Groups
Job Shadowing
Assess
© 2009 AchieveGlobal, Inc.
The Case for Change or Action: Quantify if You Can
SHRM, the Society for Human Resource Management, estimated that it costs $3,500 to replace one $8.00 per hour employee when all costs — recruiting, interviewing, hiring, training, reduced productivity, etc. were considered. SHRM’s estimate was the lowest of 17 nationally respected companies who calculate this cost!
© 2009 AchieveGlobal, Inc.
Quantify if you Can
Other sources provide these estimates:
It costs 30-50% of the annual salary of entry-level employees, 150% of middle level employees, and up to 400% for specialized, high level employees!
© 2009 AchieveGlobal, Inc.
Measures to consider when making the case for action• Employee Engagement• Union Grievances• Health and Safety costs• The Benefit of Customer Loyalty• The Degree of Market penetration or Market share• Reduction in waste and rework• Reduction in cycle time• How much time is spent in reactive activities or fighting fires?• Projects completed on time on budget?
© 2009 AchieveGlobal, Inc.
Some Examples
• A 1% increase in customer satisfaction score nets FedEx $100M in additional revenue.
• Employee engagement of 62% at an organization with a $30M payroll
• An organization has a 33% CSAT score
© 2009 AchieveGlobal, Inc.
Some Examples
• An organization with a net promoter score of 20%
• An organization with some labour issue daily in a unionized environment
• The cost of director level managers spending 90% of their time on reactive activities.
© 2009 AchieveGlobal, Inc.
Measures of Improvement
Improvement in Financial Performance
Improvement in Image of the Organization
Improvement in Operational Performance
© 2009 AchieveGlobal, Inc.
Hold a Commitment Conversation or Meeting
• Set out and confirm the case for change or action• Define the change in terms of what needs to happen and
what resources are required• Consider everything else that is happening that is taking
up peoples efforts and thinking. Ensure this project is doable given this reality
• Establish a rough timeline• What do the leaders need to do and be seen to be doing• Establish a project team even if it is only two people (A
operational leader and HR)• Decide and commit to specific actions
A Successful Implementation
I Know I Care I Can
It’sSuccessful
KnowledgeSkills
ReinforcementLeaders
demonstratecommitment
Value to Learner
ClearVision
Compellingreason
I Do
It’s not permanent
Compellingreason
Leadersdemonstratecommitment
Value to Learner
KnowledgeSkills
It’s not urgent
Leadersdemonstratecommitment
Value to Learner
KnowledgeSkills
ClearVision
It’s notimportant
Compellingreason
Value to Learner
KnowledgeSkills
ClearVision
It’s notworth it
Compellingreason
Leadersdemonstratecommitment
KnowledgeSkills
ClearVision
It’s notpossible
Compellingreason
Value to Learner
Leadersdemonstratecommitment
ClearVision
It’s noteffective
Compellingreason
KnowledgeSkills
Value to Learner
Leadersdemonstratecommitment
ClearVision
It’sSuccessful
KnowledgeSkills
ReinforcementLeaders
demonstratecommitment
Value to Learner
ClearVision
Compellingreason
I Know I Care I Can I Do
Reinforcement
Reinforcement
Reinforcement
Reinforcement
Reinforcement
The Consequences Model
© 2009 AchieveGlobal, Inc.
In Summary• Define the business case and quantify as much as you can• Have your own offer for the organization and the leadership
team• Hold your own commitment meeting. Discuss why the
organization is taking this on, how it fits with other priorities and the role of leadership in the success of the implementation.
• Plan using the consequences model and use sound project management principles
• Ensure a communication plan is part of the overall plan – before, during and after the project
• Hold the leaders to their commitment of involvement
Thank You