LEADERS GUIDE TO CHANGE. A complete guide to managing and leading through change

Transcription

1 LEADERS GUIDE TO CHANGE A complete guide to managing and leading through change

2 Table of Contents 1.0 Overview Introduction Purpose How to Use Objectives Understanding Change What is Change? Change vs. Transition Transitions of Change Managing Responses to Change Introduction to Change Management What is Change Management? Why Use Change Management? Why do Change Efforts Fail? Common Obstacles Leaders Face when Implementing Change Leadership s Role in Managing Obstacles Overview of Readiness and Resistance Roles/Responsibilities of the Change Initiative Overview of Roles Responsibilities of Change Leaders (RACI) Your Role in Leading Change Where to Start? Managers vs. Leaders Approaches for Improvement Six Steps for Implementing Change How You Can Help Sysco be Successful During Change Creating the Vision and Strategy The Vision The Strategy The Communications Strategy Sysco Change Process Sysco Change Process (SCP) Overview Sysco Talent Management 1

3 7.2 Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress Systems and Structures Additional Tips and Hints Communication Tips: Communication Do s: Communication Don t s: Final Tips and Hints: Leader s Toolkit My Personal Responses to Change Force Field Analysis Managing Transitions: Leadership Checklist What Do You Need to be Successful During Change? Organizational Readiness Assessment Leading Change and Transition Assessment Leadership Alignment Questionnaire Leaders Checklist for Communicating Change Weekly Checklist for Leaders Stakeholder Analysis Leader Self Assesment Threat vs. Opportunity Matrix Elevator Speech Communications Plan Sysco Talent Management 2

4 1.0 Overview 1.1 Introduction Growth and the quest for continuous improvement bring about change. Change arises from company re-organizations, new system implementations, and the enactment of new procedures. Here at Sysco, change has become a way of life, so to be successful, we must learn to approach each change with an open mind and be willing to do things differently than we have in the past. Each change is unique and requires a tailored approach to ensure positive outcomes. Unfortunately, there isn t a list of error proof steps that we can give you to ensure the intended outcomes are realized. However, we can provide you with a series of checklists, assessments, and worksheets that you can use immediately to help you and your associates during change. Your role as a leader is vital for successful change at Sysco. 1.2 Purpose The purpose of this guide is to provide you with the framework of the concepts and theories of change management, along with tips and tools on how you can lead a successful and rewarding organizational change initiative. Change affects us all in different ways, and can be different for different people. This guide focuses on two streams of change: the process or change model, and the transition or emotional impact when embarking on a change effort. As leaders, you play a critical role in ensuring the success of the change effort. We are providing you with the tools and knowledge needed to successfully carry out this role and guide your associates through change. 1.3 How to Use This guide will help you understand, lead, and manage change more effectively for you and your associates. Our goal is for you to use this as a resource to help you minimize discomfort for yourself and your team, while implementing the change as quickly as possible. Sysco Talent Management 3

5 1.4 Objectives After reading this guide, you will learn: The definition of change management Obstacles leaders face during change and why change can fail Your role in leading change Steps you can take to successfully implement change How to create a vision and communication strategy The overview of the Sysco Change Process (SCP) How to manage emotions during change Sysco Talent Management 4

6 2.0 Understanding Change 2.1 What is Change? On the most basic level, change is moving from how things are today, to how things will be in the future. Change happens all around us at home, in our communities, and at work. Change can be dramatic or minor, internally or externally motivated, and anticipated or unexpected. But in all cases, the nature of change remains the same. Everyone responds differently to change. How you react to change determines the impact change will have on you. You control your own response to change; no one can do it for you. Knowing exactly what is changing is essential to embracing what is new. Think about the last change you went through (either personal or professional), such as you being promoted or you recently moved into a new home. Answer the following questions: What did you think, and how did you feel about the change? What happened that made the change difficult or easy? What do you wish would have happened? How did you deal with the change? Is this the way you usually deal with change? Or was there something different about this instance? 2.2 Change vs. Transition The difference between change and transition is subtle but very important. Change is situational and external to us. It is something that happens, even if we don t agree with it. It is when something stops and something new starts. Some examples of change are: Combining departments at work A new child joining your family The launch of a new product A new process that is designed and implemented Transition is internal; it s what happens in your mind and is how you react as you go through the change. Change happens very quickly while transition occurs more slowly. Sysco Talent Management 5

7 2.3 Transitions of Change Resistance to change is the largest obstacle that leaders are faced with when undergoing a change effort. It can be very damaging to the process and can potentially stall the efforts to move forward if not addressed appropriately. There are many reasons why an associate may resist change and so as leaders of change, you will need to be sensitive to how individuals respond while keeping in mind that the process of commitment and acceptance takes time. Change can be uncomfortable and cause resistance. Understanding how your team feels about change can help you guide them through the discomfort so that they can accept and support the change. This tool will help you guide associates by focusing on transition, not change. The differences between change and transition are subtle but important. As mentioned in the previous section: Change happens to people, even if they don t agree with it. Transition is internal; it occurs in people s minds as they go through the change. Change can happen very quickly, while transition usually occurs more slowly. There are three important phases of transition you will experience when going through change: Phase 1: Ending, Losing, Letting Go Phase 2: Neutral Zone Phase 3: New Beginning " William Bridges Transition Model. Web. 22 May Sysco Talent Management 6

8 2.31 The Change Curve Whether change is positive, unwelcome, or unknown, most individuals will have a similar emotional reaction to change. This reaction is illustrated in a change curve diagram below, which shows the range of feelings and emotions that individuals typically go through during the course of a change. " William Bridges Transition Model. Web. 22 May Individual Responses to Change Each person reacts differently to change, and not all will experience every phase on the change curve. It is important to recognize that transition is not linear; therefore, those who are impacted will sometimes find themselves moving back and forth between the phases. Given this possibility, you will need to expect and anticipate that associates on your team will go through the transition process at different speeds and in different ways; there is no right or wrong sequence. As a leader of change, your role will be to support and encourage associates throughout each phase. Your skills in communication, listening, and coaching will be pivotal in identifying how to support associates, both as individuals and as a group, so they can move through the phases as quickly and effectively as possible. Sysco Talent Management 7

9 2.33 Phase 1: Ending, Losing, Letting Go Associates enter this initial stage of transition when first presented with change. This phase is often marked with resistance and emotional upheaval because people are forced to let go of something that they are comfortable with. In this phase, associates must come to a point where they can let go of the old situation and until they let go, they will not be able to move on. Possible Reactions: Shock Denial Helplessness Frustration Hurt Behaviors to Watch For: Asking questions Challenging Complaining Failing to see any positive outcomes Blame What Associates are Saying: Why can t things stay the same? This will never work! Tips for Leaders: Clearly articulate what is really ending and let go of old assumptions Carefully study and identify all aspects of the change Acknowledge losses openly and honestly Allow associates to grieve and to express their sense of loss Listen to associates concerns empathically and clearly communicate upcoming changes to them Evaluate the situation honestly and objectively Provide associates with accurate information and consistent messaging throughout the change process to reduce confusion and increase communication Actively seek closure on the old way Find ways to mark the ending of the old way Explain to your team how they can use their skills, experience, and knowledge once the change is implemented Assure your team that you will provide them with everything they need to work effectively in the new environment Sysco Talent Management 8

10 2.33a Shock and Denial Shock and Denial are usually the first emotional responses to change. These responses are typically temporary defense mechanisms that individuals use to give themselves time to absorb the news. They are a natural attempt to protect oneself from the disruption ahead. As the reality of change sets in, some of the associates on your team might not want to believe that the change is actually happening and might begin to pretend that it is not happening. Their mindset is that if they keep the change at a distance then it might go away. Some visible signs of shock and denial could be: Avoiding discussions or any involvement with the change Playing down the possible need for, effects, or degree of change Avoiding taking any initiative or beginning new tasks In the box below, note your thoughts on the best way to manage yourself and team by indicating ways of acknowledging the feelings you/they are experiencing during this stage. Note: See My Personal Response to Change (in section 9.1). 2.33b Helplessness and Frustration After the feeling of shock and denial, helplessness and frustration are often next. This stage causes individuals to feel many emotions, including grieving for the loss of the old way of doing things. You may experience resistance from associates on your team, such as an unwillingness to engage in the change. These are common feelings when going through change, and it is important to know you are not the only one experiencing such resistance and that it will not last forever. During this time, it is common for morale to be low, and for self-doubt and anxiety levels to peak. The concern here is that associates may find it hard to move on to accepting and embracing the change, and as a leader, you will need to give them clear direction as an incentive to move forward. In the box below, note some ways in which you can provide clear direction to help associates move through this stage. Note: See Force Field Analysis (in section 9.2) and the Managing Transitions: Leadership Checklist (in section 9.3). Sysco Talent Management 9

11 2.33c Hurt At this point, you and your team will probably be aware of the losses associated with the change, as well as what you have to leave behind. The associates on your team may become personally offended or hurt as a result of having to go through this change. They may reach a point of feeling demotivated and uncertain about their future at Sysco. In the box below, note some ways you may be able to acknowledge associates feelings and help give them closure for their old way of doing things. Sysco Talent Management 10

12 2.34 Phase 2: The Neutral Zone In this phase, associates are in the gap between the old and new where the old no longer works and the new has yet to be established. Associates affected by change are often confused, uncertain and impatient. Despite the negative emotions associates might experience, this stage can also be one of creativity, innovation and renewal. This is a great time to encourage associates to try new ways of thinking and working. Possible Reactions: Acceptance Confidence Crisis New Strength New Goals Hard Work Behaviors to Watch For: Adjustment Bargaining Willingness to get involved What Associates are Saying: Things are a mess, we are so unorganized! Here we go again! Tips for Leaders: Providing guidance to your team throughout this stage is incredibly important. Otherwise, it can be an uncomfortable time, appearing unproductive and as though little progress is being made. Guide your team by: o Accepting ambiguity without becoming paralyzed by uncertainty o Explaining that the neutral zone is an uncomfortable time, but that it also has opportunities to be taken advantage of o Remembering to communicate keep all of your communication channels open o Meeting with associates frequently to provide feedback on how they are performing in regards to the change o Reminding associates they have a role in contributing to the success of the change o Setting short-term goals during this stage so that associates can experience some quick wins, which will motivate them and give them a positive perception of the change effort o Being willing to experiment o Encouraging experimentation and brainstorming sessions to solve problems o Acknowledging the progress of others o Providing positive reinforcement to those who are supporting the change, making the change happen, and helping drive the change process Sysco Talent Management 11

13 2.34a Acceptance and Confidence Crises The third stage deals with acceptance and exploration. Some individuals may find their own way; other individuals will need your guidance as a leader. As opposed to the darker emotions of the second stage, in this stage, a more optimistic and enthusiastic mood begins to emerge. Associates will begin to accept that change is inevitable and start working with the changes, rather than against them. They will begin to explore and engage in the new ways of working and behaving and begin to develop confidence. This is when morale and performance begin to rise. You and your team will start to have thoughts of: Exciting new opportunities Relief that the change has been survived Impatience for the change to be complete In the box below, note some ways you can help guide associates into accepting the change. Note: See Section 6.4 on the Communications Strategy to help guide associates through this stage. 2.34b New Strengths, New Goals, and Hard Work During this stage, associates on your team will become increasingly comfortable in their new reality and discover new strengths, applicable to their new work environment. Associates will have a sense of dedication and hard work, as you work together to develop new, exciting goals and make plans for the future. You and the associates on your team may have thoughts of: This is not as bad as I thought it was. This may be better than our old way. In the box below, note ways on how you can reward the positive improvements that associates make in developing new skills. Sysco Talent Management 12

14 2.35 Phase 3: The New Beginning The last phase is a time of acceptance and energy, where people have begun to embrace the change initiative. They are building skills needed to work successfully in the new way and are starting to see early wins from their efforts. In this phase, associates will begin to show emotional commitment to the new state. Possible Reactions: Success Self Confidence Behaviors to Watch For: Rebuilding Cooperation Clear focus and planning What Associates are Saying: What can we do to make this work? When you get used to it.it s not that bad. Tips for Leaders: Once your team adopts the change, it is essential that you help them sustain it. Use techniques to link your team members personal goals to the long-term objectives of the organization and regularly highlight success stories related to the change. Help your team through this stage through: o Communicating the purpose of the change o Developing a picture of how the outcome should look and communicating it effectively o Creating a plan for bringing your team to the final transition that is - Consistent - Ensures quick successes - Symbolizes the new identity - Celebrates success o Being encouraging and supportive by - Helping your team members discover the part they each will play in the new system - Behaving as if there are no barriers to what might seem like radical solutions - Actively soliciting support from others and encouraging them to join you in your collective future - Reinforcing the new process, procedures and systems Note: Using the Managing Transitions: Leadership Checklist (in section 9.3) will help you. Sysco Talent Management 13

15 2.35a Success and Self Confidence In this stage, individuals are likely to be fully committed to the change and take ownership for their future after the change. You and associates on your team will have a sense that real progress is being made and you should start seeing the potential for future performance and morale to be greater than it ever was in the past. Your team may be feeling: Acceptance Hope Trust In the box below, note how you can use associates who are fully committed to the change to help other associates accept and support the change. Note: See What do You Need to be Successful During Change in section 9.4. Sysco Talent Management 14

16 2.4 Managing Responses to Change To understand and lead through change, it is necessary to recognize the different support requirements at each stage of the process. By managing people through their experiences of change, the change curve can be completed over a short time, and with decreased loss of confidence, morale and competence. Use the chart below to develop a plan for identifying your own and others responses to change, and how you will help them through the change curve. My current feelings regarding change are: I will manage this by doing the following: My associates need from me: I will offer them the following support: Sysco Talent Management 15

17 3.0 Introduction to Change Management 3.1 What is Change Management? Change management is a structured approach to transitioning individuals, teams and organizations from a current state to a desired future state to fulfill or implement a vision and strategy. It is an organizational process aimed at empowering associates to accept and embrace changes in their current environment. Effective change management involves leaders communicating anticipated changes in a positive and compelling way and preparing others to effectively manage the change process. 3.2 Why Use Change Management? Without Change Management With Change Management May take longer to achieve objectives or may not achieve them at all Senior leaders appear to be working toward different goals People don t understand why change is happening Resistance slows or even sabotages progress Valued employees leave or become disengaged Left on their own, people find workarounds or revert to old ways Organization builds history of failed and painful attempts at change Probability of achieving objectives is increased Senior leaders all show commitment to change, building organizational confidence There is a common understanding of why change is happening Resistance is identified early and handled Valued employees are engaged and know they have a future role Training reinforces desired change Organization is responsive and adaptive, with a history of successful change Sysco Talent Management 16

18 3.3 Why do Change Efforts Fail? A failing change initiative or unplanned implementation can have a significant negative impact on companies. According to John P. Kotter (author of many change management books), organizations often commit the following common errors that hinder their change efforts: Errors Allowing too much complacency Failing to garner leadership support Underestimating the power of vision Under-communicating the vision Permitting obstacles to block the new vision Failing to create short-term wins Declaring victory too soon Neglecting to anchor changes firmly Consequences New strategies aren t implemented well Reengineering takes too long Quality programs don t deliver hoped-for results In other words, associates want to hear about a change from you. They want to understand the nature of the change, why it is happening and how the change will impact them. From their perspective, you are one of the most trusted sources for this information. You may need to develop new skills or competencies to lead associates through the change. Take advantage of the change you are in the midst of (or about to go through) to help associates develop both professionally and personally. Sysco Talent Management 17

19 3.4 Common Obstacles Leaders Face when Implementing Change Best practices have found that 66% of change initiatives fail to achieve their desired business outcomes. Why is change so difficult? The five most common obstacles to change are depicted in the graph below. Note that the three circled obstacles are those that you, as a leader, can influence and improve. Obstacles Experienced during Major Organizational Changes Employee resistance Communication breakdown Insufficient time devoted to training Staff turnover during transition Costs exceeded budget 0% 10% 20% 30% 40% 50% 60% 70% 80% Kotter, John P. "Why Transformation Efforts Fail" Harvard Business Review, (March-April1995):59. Harvard Business School Publishing Corporation. Web. 1 March Leadership s Role in Managing Obstacles It is critical that Sysco leaders effectively manage the upcoming obstacles that may arise as a result of the change initiative. The following chart provides an overview of how as a leader you can overcome the change obstacles. Change Obstacles Leadership s Role Associates Resistance Leverage your relationship with your team to address associates concerns on a personal level. Ask for associates feedback and respond to their concerns honestly. Demonstrate the actions described in The Williams Bridges Model (section 2.3) and in Managing Responses to Change (section 2.4). Communication Breakdown Communicate key information to associates on an ongoing and consistent basis. Demonstrate the actions described in the Communications section in this guide. Staff Turnover Engage your team by involving them in the initiative. Coach, mentor and enrich the roles of associates on your team Sysco Talent Management 18

20 3.6 Overview of Readiness and Resistance In order to be most effective during change efforts you and/or your leadership team will need to determine the readiness or resistance to the coming change. Readiness refers to whether or not the people who will be involved are prepared for the changes that are coming. Resistance refers to the assumption that many people will verbalize or act out their disappointment in the "new" way of doing things because it is different. Some associates may publicly challenge the change, the need for the change, or how the change is unfolding throughout the process. When a change is introduced with a lot of discussion and associate involvement, resistance to change is minimized. Resistance is also minimized if there is a wide-spread belief that a change is needed. For some associates, this transition will be simple and straightforward. In other cases, you may encounter strong resistance. Below are tips for addressing resistance: Reasons Associates Resist Change Associates feel they will suffer from change Expectations are not communicated clearly Associates perceive more work with fewer opportunities Change requires altering a long-standing habit Relationships harbor unresolved resentments Associates lack feeling of job security Change alters existing social interactions Insufficient resources Inadequate reward process Strategies Use a communications strategy that solicits associates input Do not send mixed signals regarding the change; this will increase associates distrust Communicate clear vision of the change Provide timely education and training Identify associates concerns and unresolved implementation issues Make a plan to address these issues with associates support Provide associates with a timeline and a defined approach and outcome Communicate how associates will benefit from the change Develop procedures to address associates who will be negatively affected by the change Note: We have provided a comprehensive Organizational Readiness Assessment (in section 9.5) for you to use to prioritize your efforts. It is not intended to be overwhelming, but instead, a list of things for you to consider and plan for. Sysco Talent Management 19

21 4.0 Roles/Responsibilities of the Change Initiative 4.1 Overview of Roles Understanding the roles and responsibilities that you and others play in the change effort is essential to provide clarity on expectations, project scope and responsibilities for each contributor. Typically, there are four key roles: The Sponsor (Senior Leaders), Champion (Leader), Change Agent (Human Resources) and Stakeholder (Associates). The Sponsor is usually the senior leader of a department and: Has the overall responsibility for the department Is the person who has authority over the project and over the individuals who are implementing the change Provides funding and resolves issues and scope changes Approves major deliverables and provides high-level direction Has a clear vision, identified goals, and measurable outcomes for the change initiative The Champion is usually the Manager of the department and: Has the overall day-to-day authority Provides the Sponsor with information about the issues and challenges Engages and involves the right people on the ground Brings the change vision to life Encourages (and sometimes enforces) new, desired behaviors The Change Agent is the person or group who assists the department in implementing the proposed change (i.e., Sysco Change Champion). The Change Agent s role is to advise and guide the Champion and Sponsor throughout the change initiative and: Focus on assisting, advising, and coaching the Sponsor and Champion in the change effort May act in a number of roles (i.e., Advisor, Facilitator, or Coach) Has no direct-line authority to or over the Sponsor or Stakeholders Acts as a subject-matter-expert (SME) in the change management process Stakeholders are all associates who will be impacted by the change. It is critical that they are involved in the process and understand how the change initiative will impact their current state. Sysco Talent Management 20

22 4.2 Responsibilities of Change Leaders (RACI) Successful change depends on the multiple layers of individuals within the organization who are planning for and implementing the change. While there is often a team accountable for the change initiative, it is important that roles are assigned to all tasks and activities. It is especially important to know who needs to be involved in key decisions. RACI is an acronym derived from the four key responsibilities most typically used Responsible, Accountable, Consulted, and Informed. Responsible (R): Those who do the work to achieve the task Accountable (A, also Approver): The one ultimately answerable for the correct and thorough completion of the deliverable or task, and the one who delegates the work to those responsible Consulted (C): Those whose opinions are sought (typically SMEs) and with whom there is two-way communication Informed (I): Those who are kept up-to-date on progress, often only upon completion of the task or deliverable; there is often one-way communication A (RACI) matrix is often used to describe the roles and responsibilities of various teams or people in delivering a project or operating a process. The chart below is intended as guidance. The responsibilities assigned will ultimately be dependent upon your change initiative. Senior Leaders Most often R or C Actively and visible support change Support the group in leading change Sometimes initiate communications Reinforce the messages Leaders (Managers) Always A Coach associates through the transition and manage resistance Identify potential losses Help associates identify new beginnings Help associates identify their alternatives Replace what they are losing with something comparable Redefine what they are losing reframing it in a less drastic way Reinvent some aspects of what they are losing even reinventing themselves in a whole new way. Sysco Change Champion Usually C or I Develop change management communications, strategies, and plans Provide support to leaders (managers) and associates Associates Most often I Identify alternatives between letting go and holding on Openness to rebuilding what gets lost Know how to recognize the R stages: Replace, Redefine, Reinvent, and Relinquish Survive and thrive during organizational change Sysco Talent Management 21

23 5.0 Your Role in Leading Change 5.1 Where to Start? During a time of change, your team will have even greater expectations of you. Before you get started on any change initiative, spend time thinking about your readiness for the change. Are you ready to lead this change initiative? We created a Leading Change and Transition Self-Assessment (in section 9.6 at the back of this guide) for you to identify focus areas for yourself during this process. This assessment will help you ensure you are prepared. Not only do you need to know the changes, their impact, rationale, and benefits, you need to know how you feel about them. (i.e., Do you believe the change is worthwhile? How will the change impact your personal workload? How have you responded to change efforts in the past? What support do you need as a leader to be sure you are ready to lead the change before you?). As a leader, your thoughts about the positive or negative impacts will affect your efforts. It is critical that you understand and support the need for change. Sysco Talent Management 22

24 5.2 Managers vs. Leaders A key requirement of leaders is to create an appealing vision of the future and develop a strategy for making it a reality. Regardless of obstacles, leaders continue to motivate their team to reach the vision. Managers, on the other hand, are tasked with making complex tasks run smoothly and ensuring that the mechanics of change work to maintain the operational effectiveness of the team. The diagram below shows the need for a balanced approach to leadership and management, with the risks involved in focusing too much on either discipline. Transformation efforts can be successful for a while, but often fail after short-term results become erratic. All highly successful transformation efforts combine good leadership with good management. Leadership Transformation efforts go nowhere. Short-term results are possible, especially through cost-cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long-term change is rarely achieved. Management The Relationship of Leadership & Management (Kotter, 1996) In reality, the line between leadership and management is flexible, according to situational needs. In times of change, both aspects need to be adequately covered. Use the Leadership Alignment Questionnaire (in section 9.7) to assess your readiness to lead through change and consider the areas where you are likely to contribute the most. Sysco Talent Management 23

25 5.3 Approaches for Improvement Many change projects fail, and the most commonly cited reason is neglect of the human dimensions of change. This neglect often centers on a lack of insight into why people are unhappy with organizational change, a poor appreciation of the process of change, and a limited knowledge of the tools and techniques that are available for help. Below are the different approaches for improvement: Structural approach to improvement People-oriented approach to improvement In practice, both approaches of improvement are necessary Change is a step by step process Outcomes cannot be predetermined You need to set a direction but also be flexible It is typically initiated topdown Change typically comes bottom-up Top-down support is needed for bottom-up change Objectives set in advance (and set in stone!) There is no end-point Objectives need to be set and the team should be congratulated when each objective is achieved but improvement never ends It goes wrong because of poor planning and project control It goes wrong because of people issues Planning and monitoring is important but gaining commitment of people is vital The structural approach, as shown above is one way of thinking, which could be described as the hard project management approach to change. Another approach, the peopleoriented approach focuses much more on the softer, people side of change. For a successful improvement initiative, leaders need to consider both approaches as shown in the table above. When trying to make improvements, gaining the commitment of the people who are likely to be affected by the change is paramount. If associates issues are not identified and managed effectively, the following problems may arise: Strong emotions, such as fear, anger, hopelessness and frustration can derail your improvement initiative People might become defensive, deny there is a problem, over-emphasize the benefits of the present working practices, or blame others within the organization There is often constant complaining, questioning and skepticism There might be an increase in absenteeism, sickness and people leaving the organization Sysco Talent Management 24

26 There is often fall in morale and job satisfaction People don t match words with deed, that is, they do not do what they say they are doing to do Conflict seems to spiral out of control Note: In order to minimize these risks, review the table on the previous page, and utilize the Leaders Checklist for Communicating Change (in section 9.8), Weekly Checklist for Leaders (in section 9.9), and the Stakeholder Analysis (in section 9.10) to ensure you are covering all of the people change issues. 5.4 Six Steps for Implementing Change Change shouldn t happen in a random, uncontrolled way. Implementation of change requires a structured approach to ensure successful outcomes that are in line with the vision. The following six steps (from Newton (2007). Managing Change Step by Step.) are essential for effective implementation: 1. Enlist the support and involvement of key people: To ensure the momentum and buy-in of the change process, identify key stakeholders and ensure that they are involved and their contribution is valued. Use this team as agents of change across the wider organization and try to achieve the right mix of skills, authority, resources and leadership. 2. Craft a good plan: Where possible, create a simple plan of action throughout the change, which clearly defines roles and responsibilities. Get people involved in the plan, especially if they are directly affected by it. Make sure that the plan is built in small, achievable steps. 3. Support the plan with consistent behaviors: Whatever the characteristics of the change are (i.e., cost-cutting, behavioral, or ways of working) it is important to walk the talk. People are only likely to adopt change if it is demonstrated by all levels (and particularly senior levels) of the organization. 4. Develop enabling structures: Recognize what needs to happen to support the change. Training workshops, communication sessions, and team meetings that are aligned to the change will help people understand the reasons for the change, and increase their buy-in to the process. 5. Celebrate milestones: When milestones are achieved, celebrate the fact that progress was made. Recognizing progress will maintain motivation and stakeholder interest and give confidence that the longer term vision is achievable. 6. Communicate relentlessly: Perhaps the most important activity of all, communicating effectively can motivate, overcome resistance, lay out the pros and cons of change, and give associates a stake in the process. Sysco Talent Management 25

27 6.0 How You Can Help Sysco be Successful During Change 6.1 Creating the Vision and Strategy Now that you have a good understanding of what change management is and your role in the change process, it is important for you to understand what you can do to help Sysco be successful during change. As a leader, there are three core things you can do to help the overall change effort: Share the vision Understand your role in the change strategy Have a communication strategy 6.2 The Vision A change effort or initiative must start with a vision. Whether change is prompted by external or internal factors, creating a vision will clearly define the direction for the change. In addition, the vision will assist in motivating those that are impacted to take action in the right direction (See section 7.0 on Sysco s Change Process for more information). A vision tells you where you are going. It paints a compelling work of a desired future state. It can make anyone who reads it, hears it or lives it want to support, work for, give to, or in some other way be part of your organization. -Christina Drouin, White paper on Visioning for the Centre for Strategic Planning Characteristics of an Effective Vision: Imaginable: conveys a picture of what the future will look like Desirable: appeals to the long-term interests of associates, customers, stakeholders, etc. Feasible: comprises realistic, obtainable goals Focused: clear enough to provide guidance in decision making Flexible: general enough to allow initiative and alternative responses Communicable: can be fully explained in five minutes 6.3 The Strategy A strategy will ensure that the vision is achieved. It is a unified, comprehensive and integrated plan that provides a roadmap for achieving the vision. Without a strategic plan and vision, the change effort will not be successful. Sysco Talent Management 26

28 6.4 The Communications Strategy The importance of developing a well thought out communications strategy is often overlooked when embarking on a change initiative. Effective communication during a change effort will provide associates with timely and accurate information, which can positively influence associates productivity, morale, and ability to overcome resistance to change. The following five areas outline questions and key information for you to consider when building and delivering a communications strategy designed to inform and guide associates through a change event: 1. Building a Strategy 2. Involving Key Stakeholders in Communications Efforts 3. Determining Message Content 4. Identifying the Most Effective Communications Channels 5. Ensuring Follow Up 6.41 Building a Strategy Has your team created a communications strategy that considers the questions outlined below? a) What do we need to accomplish? What is the current state? What is the desired state? b) What do we need to communicate? Who relays which messages? With whom do we need to communicate? c) In what order do we communicate with our audiences? When are messages communicated? With what frequency? What tools/channels do we use? d) How can communications accomplish the desired state? Drive behavior change? Educate and engage? Generate awareness? Mobilize commitment? e) Do we understand the following about our audience? Who are they? What do they know/understand already? What drives/ motivates them? f) How will we measure whether the communications strategy achieves its objectives? Sysco Talent Management 27

29 6.42 Involving Key Stakeholders in Communications Efforts Have you considered all key stakeholders impacted by the change effort? Are all individuals (executives, managers, associates) collaborating to communicate a consistent message? Have you provided managers with the tools and training to adequately prepare them to support all communications? To assist in ensuring that the change effort is communicated to the associates in a timely and effective manner, a communication strategy is critical. The following tools in the toolkit will help you: Stakeholder Analysis (section 9.4) Communications Plan (section 9.6) It will take courageous leadership for you to step back and make sure that all of the questions regarding the impacted associates are answered or that you STOP THE PRESSES Determining Message Content Do the communications detail the rationale behind the change? Does the message achieve the following? Gives reasons for the change and explain the benefit Asks for associates help in making the change work effectively Shows support for the change (i.e. help others accept the change) Does the communications strategy effectively relay how the change will affect associates and the business in the short and long term? Does the strategy meet the following? Provides as many details as possible Supplies realistic detail of both the positive and negatives of the change Lets associates know that the organization understands the range of emotions associated with the change Sysco Talent Management 28

30 6.44 Identifying Most Effective Communication Channels Has your team determined how to clearly communicate what is expected of associates and resources available to them? Have you considered the most effective channels of communication that consider the following questions outlined below? Does the organization have an infrastructure in place in order to provide timely, honest communication to associates? Does the strategy include a timeline detailing when critical messages should go out? Has the organization determined the appropriate communication channel mix to each diverse, dispersed associate groups? Does the communications strategy ensure that important messages are repeated through a variety of communication vehicles to ensure that associates receive the message? Advantages and Disadvantages of Communication Channels Type Channel Advantages Disadvantages Mass Communication Intranet Memos Newsletters Cost effective Efficiently communicates routine change Allows you to reach a large audience quickly and consistently Impersonal Associates may not read mass communication Does not easily facilitate an environment in which associates can ask questions or supply feedback Face-to-Face Communication Meetings Information session Round table discussions Enables leaders to reinforce importance of the change initiatives Allows associates to ask immediate questions and provide feedback Enables associates to receive information from leaders whom they are more likely to trust Time consuming Ineffective for reaching associates in dispersed workforces Executives presence may discourage associates from openly voicing concerns Inappropriately timed and too detailed information can cause confusion Sysco Talent Management 29

31 6.45 Ensuring Follow-Up Once you have implemented your communications strategy, it is critical that you monitor its impact on an on-going basis. Questions you might consider asking to gauge the effectiveness of the strategy might include: Have you begun to engage associates by: Asking questions? Listening to associates concerns? Acknowledging each contribution and highlighting advantages and disadvantages of various suggestions? Are you doing the following: Proactively and reactively adjusting the communication strategy based on associates responses to different messages? Expressing appreciation for associates assistance and cooperation in implementing the change? Note: Use the Leaders Checklist for Communicating Change (in section 9.8) and the Weekly Checklist for Leaders (in section 9.9) to make sure you are covering all of the people change issues. Sysco Talent Management 30

32 7.0 Sysco Change Process 7.1 Sysco Change Process (SCP) Overview Change can be a complex process. Sysco developed a change process that creates a roadmap for you to follow from initiation through sustainment. Change rarely follows a nice, neat, process that is presented in this model. Sometimes the steps overlap, and sometimes you may be working on two different steps at the same time. That is in part due to the very nature of change and because you won t always have all the answers ahead of time. Every situation is different, and so every change will be different. Each step does, however, provide you with a general idea of what will be happening. As a leader, you may participate in decisions that are made that will impact your team, so you will need to make sure you understand what decisions were made and why. Sysco Talent Management 31

33 7.2 Leading Change Having strong and committed leadership is critical to accelerating and sustaining change at all levels. Leading change happens before, during and after the change takes place. It involves sponsor(s) and team members demonstrating visible, active, public commitment and support of the change. As a leader, sooner or later you will be involved in, or even leading, some form of significant change. Why is it Important? What are the Desired Outcomes? Common Pitfalls to Avoid Suggested Actions Strong, committed leadership is critical to accelerating and sustaining change at all levels. Leadership impacts all other change elements. Change leadership is not a part-time activity Visible, active and public commitment Strong support of change initiative Willingness to take personal initiative and challenge the status quo High levels of attention through the time, passion and focus given to the project by leaders at all levels Leaders actively modeling SCP concepts, values and tools Failing to engage in behaviors necessary for change Transferring knowledge too quickly before the change occurs Trying to manage the change alone without involving others Shifting to other goals before completing change initiative Master the processes for accelerating change Manage your time, energy, and focus Demonstrate personal leadership competencies required for change Articulate all of the roles and responsibilities required for change Tool Leader Self-Assessment (section 9.11) Sysco Talent Management 32

34 7.3 Creating a Shared Need This is the reason for changing, whether driven by threat or opportunity, and should be instilled within the organization and widely shared through data, demonstration, or demand. This is the most critical step in the successful change effort. With a low sense of need and complacency, the change effort cannot get off the ground. Why is it Important? What are the Desired Outcomes? Common Pitfalls to Avoid Suggested Actions Forces any resistance or apathy to be addressed head-on Validates why the project is important and critical to complete Builds the momentum needed to launch the change initiative A shared recognition, by all stakeholders, of the need and case for change Dissatisfaction with the status quo (greater than the natural resistance to change) The ability to frame the need for change as both a threat and an opportunity Failing to check for alignment and build true consensus Assuming the need for change is obvious Failing to frame the need for change in a meaningful way Assuming that when others fail to appreciate the need for change it s their problem Failing to search beneath the surface for root causes Underestimating the resistance to change Documenting the threats and opportunities from the perspectives of team members, sponsors, and key stakeholders Adding substance to the identified threats and opportunities by determining what data, demonstrations, and demands already exist to make the threats real for key stakeholders Coaching the team to use and update the initial shared need work as the project continues Tool Threat vs. Opportunity Matrix (section 9.12) Sysco Talent Management 33

35 7.4 Shaping a Vision Organizations increasingly recognize change as a continuous process, but it is critical for you as a leader to help define the beginning and the end. Organizations begin with the end in mind. This concept is great in theory but far too often we find ourselves well into implementation before all of the people considerations have been answered. As a leader, you must ensure the team has thoroughly prepared for the change, implemented the change, and has solid plans for sustainability. Why is it Important? What are the Desired Outcomes? Common Pitfalls to Avoid Suggested Actions A vision paints a picture that appeals to the head and heart and answers the question, Where are we heading? A clear vision statement about the future increases commitment and involvement An understandable vision helps establish the relevant milestones for monitoring progress and changing systems and structures A clear vision statement regarding the outcomes of the change A view of the future state that is: o Clear and customer focused o Inclusive of everyone s dream o Challenging o Evolving, not static o Behavioral and actionable o Easy to understand Having multiple visions, without making an effort to gain alignment Lack of push back towards lofty vision statements Having a vision that either changes too often or is too rigid, causing team members to feel excluded Implementing a vision that fails to reflect the interests and needs of customers and/or key suppliers Implementing a vision that is too complex to be easily understood or translated into day-to-day behaviors Missing a strong link between the need for change and the vision of the desired state Trying to see realistic and possible futures Visions that are so clear that they can be articulated in seconds or written in a short paragraph Visions that are moving (i.e., commitment to serving people ) Tool Elevator Speech (section 9.13) Sysco Talent Management 34