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

CLICK TO EDIT MASTER TEXT STYLES

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


SARAH BELLIVEAU SARAH OLSON DAN VOGT

PRESENTERS


FOUNDED IN

1974JOHN M. CHANDLER, CPA

MANAGING PRINCIPALAND CEO

37PRINCIPALS

340+ EMPLOYEES

PORTLANDMAINE

BANGORMAINE

MANCHESTERNEW HAMSHIRE

GLASTONBURYCONNECTICUT

CHARLESTONWEST VIRGINIA

PHOENIXARIZONA

INTRO TO BERRYDUNN


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


WHAT IS CHANGE?

WHY SHOULD YOU CARE?

WHY IS CHANGE HARD?


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’


EXAMPLES OF CHANGE

PROCESSES

SYSTEMS

BEHAVIORS ATTITUDE

LOCATION

TEAMWORK

WORKFLOW

TOOLS


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


SUCCESSFUL EXECUTIVE TRANSITIONSARAH OLSON


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


He who fails to plan is planning to fail.

WINSTON CHURCHILL


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


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


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


COLLABORATION AND INVOLVEMENT• Communication• Communication• Communication


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


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


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


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


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


CHANGE OFTEN IMPACTS MULTIPLE DIMENSIONS OF AN ORGANIZATION:

• Strategy• Structure• Culture• Technology


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


Is change usually planned or unplanned?


CHANGE = RISK


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


FIND THE BALANCE BETWEEN COMPLACENCY AND EXCESSIVE CHANGE


NETWORKING BREAK

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


HOW DO I GET TO SUCCESS?DAN VOGT


WHAT DOES CHANGE LOOK LIKE?


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


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


SUCCESSFUL CHANGE REQUIRES BOTH THE TECHNICAL AND PEOPLE SIDES

CURRENT TRANSITION FUTURE

TECHNICAL SIDE

PEOPLE SIDE

DESIGNDEVELOPDELIVER

EMBRACEADOPTUSE


CURRENT TRANSITION FUTURE = BENEFITS

CURRENT TRANSITION FUTURE


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


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


EFFECTIVE COMMUNICATORS


PROSCI RISK ASSESSMENT GRID

CHANGE RESISTANT

CHANGE READY

ORGANIZATIONAL ATTRIBUTES

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SMALL,INCREMENTAL

LARGE,DISRUPTIVE

MEDIUMRISK

HIGHRISK

LOWRISK

MEDIUMRISK

CHANGECHARACTERISTICS


Applied to Your Project

Prosci® PCT™ Model

PROSCI® PROJECT CHANGE TRIANGLE™


WHERE TO FIND US

SARAH [email protected] | 207.541.2269

SARAH [email protected] | 207.541.2237

DAN [email protected] | 207.541.2279

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

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