three strategies to succeed at change
TRANSCRIPT
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Three Strategies to Succeed at Change (and What to Do If
Your Efforts Go Sideways)
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#HCIwebcast Agenda
Housekeeping
Feature Presentation
Q&A
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Today’s Featured Guests
Patty McManus Senior Consultant
Interaction Associates
Beth O’Neill Senior Consultant
Interaction Associates
@InteractionAsc
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Polling Question #1
I’m here today because: • I sponsor and/or lead change efforts. • I consult to leaders of change efforts as an
HRBP, OD, OE, or change management consultant.
• I aspire to one of the roles above. • I’m interested in the topic. • Other.
2012
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70% Change management failure rate. John Kotter, 1995
$4B Wasted annually as a result of failed UK government change efforts. Guardian Newspaper, 2008.
60% Projects failed to meet schedule, budget, and quality goals. IBM study, 2008.
2012
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still 70%
Change management failure rate: McKinsey, 2012
Meet
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Jody
9 © Interaction Associates Inc.
Jody’s ready to lead change!
Chat Question
Even with the best kind of pre-planning, what elements can take a change process off track?
Please type a phrase or sentence in your chat box now.
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Strategies for Successful Change
• Set up for Success
• Build Leadership Alignment
• Engage Stakeholders Appropriately
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Strategies for Successful Change
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• Set up for Success
• Build Leadership Alignment
• Engage Stakeholders Appropriately
Context
Where We Want
To Go
How We Plan to Get There
Where We Are
The Big Picture A tool for increasing transparency in the strategy and plan for change
Stakeholders
How We Plan to Get There
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Change management
Analysis and system design
Org structure, roles, and training
Etc.
Strategies for Successful Change
• Set up for Success
• Build Leadership Alignment
• Engage Stakeholders Appropriately
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Polling Question #2
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Impact When Leaders Are Not Aligned Which of these issues have you experienced most often?
• Mixed messages create conflict in implementation teams.
• Leaders don’t dedicate necessary resources (people and dollars) to the project.
• Misunderstandings lead to errors in execution.
• Staff experiences anxiety because of incomplete or inconsistent messages.
• Implementation stalls due to leaders’ realization that early agreements were based on faulty understanding.
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When Leaders Are Not Aligned
Strategies for Successful Change
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• Set up for Success
• Build Leadership Alignment
• Engage Stakeholders Appropriately
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Seven Critical Questions
1
2
3
4 If they’re opposing the change or refusing to engage with you directly, is there someone who supports you that could provide a better link?
How can you uncover their concerns, issues, and potential contribution?
Who are the individuals or groups that need to be considered or involved at some point in the process?
What is their importance to the ultimate success of the initiative?
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What methods of involving and informing stakeholders would help you strike a balance between efficiency and inclusiveness?
Seven Critical Questions
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6
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Who are the losers, meaning the people who will have to give up positions, or people, or a valued way of working?
Who are the winners, the people who will gain the most from the change?
Stakeholder Analysis Example 1
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Jose, Director of the IT Planning Group (3)
?
If opposed, it might be due to his group’s current priorities.
I need to find out this week.
Ask my boss what he knows about Jose. Get on Jose’s schedule. If he’s willing, get a commitment of a senior engineer for the project team. Find out how he wants to be kept in the loop.
Key Stake-holders & Importance 3=Critical 2=Very Important 1=Somewhat Important
Current Level of Support (-)=Opposed (0)=Neutral (+)=Favorable (?)=Unknown
If opposed, for what reason?
Issues, Wins and Mindsets
Stakeholder Strategy and Comments
Stakeholder Analysis Example 2
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Cheryl, Warehouse Manager (2) Cheryl will become a (3) over time
(0) Leaning toward opposed
Knows it’s important but has concerns about how other changes have been managed in the recent past.
Wants her people involved early. A long-time and beloved manager—if she supports this lots of others will.
Make a visit to the warehouse in the next 6 weeks. Find out how she wants her people involved, and who the team leader should contact.
Key Stake-holders & Importance 3=Critical 2=Very Important 1=Somewhat Important
Current Level of Support (-)=Opposed (0)=Neutral (+)=Favorable (?)=Unknown
If opposed, for what reason?
Issues, Wins and Mindsets
Stakeholder Strategy and Comments
Go or
No-Go
Sponsor & Key
Leaders
Phase 1: Current State Analysis
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Project Team
Inventory Mgrs
Finance
IT Ops
Project Team
Manufacturing Ops
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Uh-oh.
When things go sideways
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TRUST Own your
part.
Make an authentic
statement.
Accept the reality.
* Adapted from Peter Block
Need assistance? Call Member Services (866) 538-1909 or email
Questions?
Patty McManus Senior Consultant
Interaction Associates
Beth O’Neill Senior Consultant
Interaction Associates
@InteractionAsc
Human Capital Institute (HCI) @human_capital
www.hci.org
Thank you!
interactionassociates.com