Managing and Leading Change. A roadmap, process, and set of diagnostic questions as a kit for those who are leading change efforts.

Transcription

1 A roadmap, process, and set of diagnostic questions as a kit for those who are leading change efforts. Matt Kayhoe, 2008

2 Introduction The foundation of the roadmaps is a set of change levers that identify and define a block of work to be done so that organizational change may be managed successfully. The purpose of these change levers is to provide structure and sequence to the work to be done, and to ensure that those who must make the change, and make it stick and live with it, are engaged and aligned as much as possible. The levers are further defined through a set of diagnostic questions. These questions serve to inform the change leader of the work to be done, and to allow for real-time measurement of progress. All of this was developed through years of experience of myself and many colleagues, and through a filtering and cherry picking of change theory published in the past few decades. It represents my preferences and opinions of this work, although many colleagues use similar systems. 2

3 The Change Levers Lever 8. Monitor, Learn, Adapt 7. Structure, Process, Policy 6. Early Success 5. Alignment & Commitment 4. Support Transition 3. Leadership 2. Desired Outcome What It Is Track progress, and apply lessons learned to improve performance and impact Realign the organization to sustain the change Create short term wins and highlight them to shift mindset about what s possible, and create learning Involve & inform relevant stakeholders to obtain ownership & support Create more opportunity for people to succeed with the change process Individuals and groups that provide resources, remove obstacles, and take accountability for success Set and communicate a clear vision, set of goals, & performance metrics 1. Shared Need Establish a compelling case for the change Start Here 3

4 The Change Levers The roadmap can be illustrated as a sequential process, which has some truth to it. It is also a circular process, as changes in one lever will affect others, creating the need to revisit them. Shared Need Monitor, Learn, Adapt Desired outcome Leadership Structure, Process, Policy Support Transition Early Success Alignment & Commitment 4

5 Diagnostic Questions Diagnostic Questions provide a starting point for determining how much, and what kind, of attention should be paid to each of the levers. Each organization is unique in both is situation, and it s capabilities for changing itself. These questions enable those managing the change to create plans and priorities. If, for example, you were to employ the services of a physical trainer to help get you in shape, she might ask: Are your fitness goals clear? Have you set aside time in your calendar to make sustainability possible? Are you eating the right foods, in the right amounts, at the right times? And so forth. For those managing the change process, each of the levers requires ongoing scan to evaluate how much, and what kind of attention is appropriate. The questions remain relevant throughout the change process. A set of questions for each of the levers follows. 5

6 Change Lever 1 Create A Shared Need Establish a compelling case for change. Make the need for the initiative clear to those impacted by it. SN1. Have we gathered/created data that demonstrates the need? SN2. Have we framed the need as threats/opportunities, and short/long-term? SN3. Have we defined the benefits/consequences of changing/not changing? SN4. Is the team aligned around the need, and feel a sense of urgency? SN5. Do key stakeholders understand why this is important, and why now? 6

7 Change Lever 2 Shape and Communicate a Desired Outcome Set and communicate a clear vision, set of goals, & performance metrics DO1. Is the scope thoroughly defined and agreed on by all? DO2. Can we concisely, compellingly, and consistently describe the outcomes? DO3. Have we established clear, measurable goals and new behaviors? DO4. Do stakeholders understand how their work and behavior must change? DO5. Do we have clear timeframes within which results will be achieved? 7

8 Change Lever 3 Develop Individual and Group Leadership Individuals and Groups that provide resources, remove obstacles, and take accountability for success L1. Is there clear ownership and a mandate for change from leaders? L2. Do all leaders understand their role and the actions they must take? L3. Do leaders pass the calendar test (devote enough time)? L4. Are leaders fluent in the issues, problems, and solutions? L5. Are leaders accountable and willing to hold others accountable? 8

9 Change Lever 4 Support Individual and Group Transition Create opportunity for people to succeed with the change process by addressing their individual needs and pacing ST1. Is information and education about change and transition available? ST2. Do those affected have an outlet where their concerns can be heard? ST3. Is the overall message one of optimism and confidence? ST4. Are the groups that are being affected the most being given an opportunity for constructive dialogue? ST5. Are leaders walking around enough to provide assurance and to be available to informal conversation? 9

10 Change Lever 5 Enable Alignment & Commitment Involve & inform relevant stakeholders to obtain ownership & support AC1. Have we identified all relevant players necessary for success? AC2. Do key implementers clearly understand what is in it for them? AC3. Do we have a plan for leveraging support and minimizing resistance? AC4. Do we have a plan for regularly communicating with key stakeholders? AC5. Do we have a viable plan for removing roadblocks? 10

11 Change Lever 6 Create Early Success & Learn From It Create short term wins and highlight them to shift mindset about what s possible, and to create learning ES1. Have we targeted some small, highly visible projects early in our plans? ES2. Do we have the right people involved in order to spread the word of success through the grapevine? ES3. Are we clear about the prevailing beliefs in the organization that could limit success, and how we want to address them early on? ES4. Are we ready to respond when course corrections are necessary? ES5. Are we able and likely to have the careful dialogue necessary to tease out real learning and find new opportunity? 11

12 Change Lever 7 Align Structure, Process, & Policy Realign the organization to sustain the change through the mechanisms that shape the management model and culture SPP1. Do we have the right people and capabilities to succeed? SPP2. Do we have the right rewards to reinforce the change? SPP3. Do we have sufficient financial resources to implement successfully? SPP4. Do we have the right data/information and technology to succeed? SPP5. Is the organizational structure (roles, authority, etc.) realigned? 12

13 Change Lever 8 Monitor, Learn, & Adapt for Sustainability Track progress, and apply lessons learned to improve performance and impact MLA1. Have we identified learning from previous successes/failures? MLA2. Have we applied principles from our experiences to improve? MLA3. Do we have timely, visible measures for tracking our progress? MLA4. Do we have specific milestones for measuring our progress? MLA5. Have we adjusted our strategies, action plans, behaviors? 13