10/1/2015. Welcome. Innovation Leading and Managing Change. Required Assignment. Agenda

Transcription

1 Welcome Innovation Leading and Managing Change The Employee Engagement Group. All rights reserved Agenda 8:00 9:15 Introductions - new faces amongst us Review and discussion of assignment Please be sure we get a copy of your Action Plan (hard copy or ) Icebreaker 9:15 11:30 Leading and Managing Change Four keys to change management Break 11:30 12:00 Your Engagement Action Plan Pre-work for Session 5 Required Assignment Share your EVP results with your Leadership Team Discuss tweaks, improvements, discoveries Be prepared to report back on results of the discussion Using the information on your flip chart, create a task team to make a 1-2 minute branding video that describes your EVP: Who your organization is Why someone would want to work in your organization The benefits and features of working in your organization Be prepared to show the video during the 6th (or sooner) session 1

2 Required Assignment (continued) Evaluate your personal and your organization s social media presence Number of followers, friends, contacts, etc. How do you participate in activities (send Tweets, join groups, etc. How could your organization use social media more effectively Does your organization place any restrictions on the use of social media? Rate at least 3 employees using the Purpose/Values Barometer X Record your results on your Engagement Action Plan and submit a copy Innovation 5 Innovation vs. Invention Invention creating something new 2

3 Innovation vs. Invention Invention creating something new Innovation vs. Invention Invention creating something new Innovation creating something new from, or making an improvement to, an existing product, service, or process. All Great Ideas Are Obvious After the Fact Ben Shapiro, Harvard Business School 3

4 Icebreaker 4

5 Why don t we innovate more? Our ability to create lessens as we age 98% of 5 year olds test as highly creative...* But... Only 2% of 44 year olds test as Creative* 5

6 For Innovation to work, You need the right people Create a supportive right culture Build institutional processes (pathway) Techniques for Innovation 1. Brainstorming 2. Patterning 3. Job rotation 4. Innovation idea solicitation (and Committee) 5. Allocating time to innovate 1. Brainstorming Page 6-3 Select a topic or an issue to be resolved Using a round-robin or chaos format, shout out ideas for solutions Quantity over quality No judging idea Discuss and evaluate ideas Select ideas that require more attention 6

7 Brainstorming Exercise Divide into groups and find a flip chart page Using brainstorming techniques of: Fast paced ideas quantity over quality No judging or evaluating there are not bad ideas Brainstorm the similarities between: 2. Patterning Page 6-4 Patterning - taking ideas from different industries and applying to your own Select an industry that is different from your own (retail, food service, manufacturing, entertainment Identify things they do that could be applied to your industry Patterning Exercise Page 6-4 7

8 b Movement Option Page 6-5 Movement Vertical Horizontal (rotation) Job Realignment Job Enrichment 4. Innovative Ideas Process Create an Innovation Solution process Not Suggestion Boxes Formal way to submit innovative ideas Page 6-6 Education component (what is an innovative idea vs. a suggestion Innovation Committee Made up of employees and management All ideas are valued, successful ideas are communicated company-wide 5. Create Free Time To Innovate Page 6-6 Allocate a certain number of hours, budget, or % of time each week, month, or year to innovate Not to be confused with R&D Example Intuit all engineers must allocate 10% of their work week No mobile apps were created by their business units within a set period of time 7 created during free time by engineers 8

9 Rate your Innovation Culture Look at the 3 areas that impact innovation below and discuss how your organization meets the criteria for an innovative culture. People We have innovative leadership We develop and promote innovative people Our employees are encouraged to be innovative Innovation is part of our recruitment and hiring criteria Culture Encourages experimentation with new ways of doing things We have a tolerance for failure We have time and freedom to innovate Everyone knows what innovation at our company means Processes There is a known strategy, purpose, and mandate for innovation We have a process for encouraging innovation We use social media to communicate and encourage innovation We apply outside ideas to innovate internally Rate your Innovation Culture Exercise Page 6-7 Using the form in your workbook, rate your organization in the areas that impact innovation: People Culture Processes 9

10 Leading and Managing Change 30 Exercise Left Handed or Right Handed Using a blank piece of paper, sign your name as if you were signing a check, contract, or autograph book for a devoted fan. Now, switch hands and sign your name under your first signature. What was difficult about this change? Why do you think it was difficult? Dealing with change is a critical skill Whether you are a(n): Employee needing to embrace change Supervisor needing to embrace + manage change Senior manager needing to embrace + manage + lead change Effectively dealing with change is a critical skill area for all employees at all levels! 10

11 Human capacity for change There is a process for human change People adapt and change at different rates, though everyone generally follows the same process In many ways, the process for human change is similar to the grieving process Denial, anger, bargaining, depression, acceptance* People often are not enthusiastic about change Something is always lost * Kubler-Ross Five Stage Model of change Take care of yourself first Just as on an airplane, you are advised to put on your own oxygen masks first before helping others You need to first embrace the change yourself before you can effectively engage others. Note: This does not mean we are equating change initiatives to airline emergencies! Two Roles when Leading Change Page 4-4 Leadership Establishing direction Affirming people Motivating and inspiring Management Planning and budgeting Organizing and staffing Controlling and problem solving 11

12 Exercise - Changes in Your Lives In groups of 3 4: Each person share one change he/she s been a part of (whether you were the leader or a participant) 1 2 things that went well What went well? go well? 1 2 things that didn t go so well? Make a list from each person s experience and input Discuss how change impacts engagement How does change impact employee engagement? What didn t Exercise Determine your Change In your groups Select a change project (real or imagined) you will be using throughout the morning What is the specific change? Why are you making the change; what are the benefits of making the change? How will it impact the employees, both positively and negatively? Examples of changes Implementing new software (i.e., performance management, project management, operating system, etc.) Reorganizing a division (i.e., merging two departments or eliminating a function) Moving to a new location What s in Common with all Models? Page 4-3 Change must be sustained Change is a process Communication must be: Ongoing Effective Overdone People are key 12

13 What s in Common with all Models? Change is a process Change Model Complex to Simple Complex Page 4-4 Establish a sense of urgency Create a guiding coalition Develop a vision and strategy Communicate the change vision Empower broadbased action Generate short-term wins Consolodate gains and produce more change Anchor changes into the culture Leading Change, John Kotter Change Model Complex to Simple Simple Understand and evaluate the problem Evaluate environmental factors Prepare Design Create the vision Identify resistance Create change and deployment plan Execute deployment plan Help people through change Execute Sustain Review results Reinforce success 13

14 What Processes Have You Used? What processes have you used in the during projects you ve been a part of? Was the process successful? Is it a recognized process (something designed by others)? Was there a structured process at all? Could a process (or different process have made a difference in the success of the change?) Keys to Establishing Your Process Page 4-4 Identify your change model as early as possible Create your project essentials (with schedules) Change Project Plan Financial Plan (budgeting) Communication Plan Training Plan Recognition and Reward Plan Create a Nerve Center Develop a Change Survival Kit Why Your Process Might Not Work Page 20 14

15 Why Your Process Might Not Work Lack of holistic thinking Inadequate communication plan and follow-through Lack of a plan to address resistance Misalignment of HR Systems Lack of follow-through Culture that punishes mistakes Past poor implementation Lack of vision Lack of leadership support Insufficient time allocated What s in Common with all Models? People are key Uses Technology Analytical Thinks Holistically Responds to Clients Creates Solutions Attributes of Change Agents Creative Develops Relationships Builds Influence Project Networks What are your strengths? Leadership Can your team fill the gaps? What are your challenges? If not, what should you do? 15

16 Self Rating Page 4-7 Uses Technology Analytical Thinks Holistically Responds to Clients Creates Solutions Attributes of Change Agents Creative Develops Relationships Builds Influence Project networks Leadership Expectations of People Page 4-8 Laggards 16% Late Majority 34% Early Majority 34% Early Adopters 13.5% Innovators 2.5% Who should you invest time in to win approval and support? Who should you involve in the change process? Based on the Change Adoption Curve Introduced by Everett Rogers How People See Change Business case Market forces Best practices Rational Why should we do this? Emotional How is this going to feel? Effort required Competency questions New skills needed Perceived losses Position Status Income Political What s in this for me? 16

17 How People See Change How will people view your change? What will they think about it rationally? How can you make the business case? What are the emotional aspects of your change project? What are the political aspects of your project? What will be the results to the people impacted? Page 4-9 Moving Through the Change Curve Page 4-10 U Denial Commitment Exploration (Testing) Elisabeth Kubler-Ross Moving Through the Change Curve Denial Uninformed Informed Pessimism U Hopeful Realism Commitment Acceptance Exploration (Testing) 17

18 Moving Through the Change Curve Denial Uninformed Informed Pessimistic U Hopeful Realism Commitment Acceptance Exploration (Testing) Moving Through the Change Curve Denial Uninformed Informed Pessimistic UWhy do people resist change? Bad change experience in the past Personality Commitment type Reliable, steady, Acceptance process oriented types resist Mobile, adaptable people accept change more readily Industry Exploration Your Project Health services (Testing) What will cause Government Hopeful resistance? Realism Public sector How can you minimize Age resistance? Moving Through the Change Curve Denial Uninformed Informed Pessimistic UTechniques for Overcoming Clear explanation and expectations for change and Commitment plan Addresses how Acceptance people see change Establish and communicate clear goals Identify how it impacts people Confirm results (no matter what) see Communicating Exploration Bad News on page 4-20 Provide training (Testing) Hopeful Over-communicate and promote Realism Involve people in the change process Manage the bureaucracy and obstacles Change reward systems early Page

19 Moving Through the Change Curve Denial Uninformed Informed Pessimistic U Hopeful Realism Commitment Acceptance Exploration (Testing) Moving Through the Change Curve Denial Uninformed Informed Pessimistic U Hopeful Realism Commitment Acceptance Exploration (Testing) What s in Common with all Models? Communication must be: Ongoing Effective Overdone 19

20 Performance Performance 10/1/2015 Communicate Expectations New Level Starting Level Upturn Downturn Valley of Despair Change over Time Communicate Expectations Managed Change Unmanaged Change Change over Time Communication Creates Misalignment Leader U Denial Supervisor Commitment Exploration Employee U U Change Process Timeline Why is this taking so long? This could really work You can t be serious! 20

21 Communicating Expectations What will be impacted by the Valley of Despair with your change? How can you minimize the impact? What kind of misalignment can you anticipate with your change? Are there ways to address the misalignment? Page % Daily Frequency of Change Communication 22% Several times weekly 39% 11% 2% Weekly Monthly Less than monthly 17% Not sure Best Practices in Change Management Change Management Learning Center, 2012 Change Mgt Team 7% Change Mgt Leader 6% Page 4-14 Employee s Supervisor 31% Department Head 9% Senior Manager 11% Executive Manager 11% CEO/President 25% Best Practices in Change Management Change Management Learning Center,

22 Communication Plan A communication plan will help you: Establish communication expectations Build consistent messaging Create alignment with employees at all levels Build shared accountability (from the top to bottom) Minimize duplicate work Reinforce key messages 13 times Leverage different communication venues and tools Page 4-12 Communication Plan You ve already established: Change vision (what the change is) Reasons for the change Process you will use Impact on the employees How will you communicate key change information? Who delivers How is it delivered When and how often Keys to Effective Communication Simplicity - All jargon and technobabble must be eliminated Metaphor, analogy, and example - A verbal picture is worth a thousand words Multiple forums - Big meetings and small, memos and newspapers, formal and informal interaction (see Ideas for Communication Venues below) Note: Studies show that face-to-face interactions are most effective Repetition - Ideas sink in deeply only after they have been heard many times (the 13X rule applies here) Leadership by example - Behavior from important people that is inconsistent with the vision overwhelms other forms of communication Explanation of seeming inconsistencies - Unaddressed inconsistencies undermine the credibility of all communication Give-and-take - Two-way communication is always more powerful than one-way communication Page

23 Communication Techniques for Change Communicate past successes in implementing change Ask for and listen to feedback Full disclosure Reason for change Process you will follow Loss and gain Role employees play in change Use multiple channels to communicate Listen for rumors, clarify immediately 13X applies especially to change management Share information ASAP Pre-scheduled times Emergency protocol Page 4-15 Steps to Communicating Bad News State the bad news clearly and directly Due to the loss of the Smithson account, we need to lay off 10% of our workforce Describe the course of action Layoffs will be based on the following criteria in this order: 1) quality of work, 2) productivity, and 3) time with the company. Managers will approve the final list. Discuss the plan for hardships All affected employees are eligible to attend a career counseling session with our out-placement service Set a time for expected results Layoffs will begin at 8:00 AM tomorrow Answer questions morning and will be complete by What questions do 1:00 PM. you have for me? What s in Common with all Models? Change must be sustained 23

24 Keys to Sustaining Change Establish clear responsibilities Who is responsible for maintaining the change Who audits the ongoing process? Track results and behaviors Did the change have its intended result? How have behaviors changed? Reinforce and reward adherence What get recognized, gets repeated Identify barriers to the change succeeding People Processes Adapted from The Change Handbook, Devane, Cady, Holman 2007 Summarizing Change Management Page 4-17 Questions? The Employee Engagement Group All Rights Reserved 24

25 Session 4 Action Plan 75 Action Plan Discuss your organization s innovation culture with Leadership. Identify how you could make improvements in how innovations are supported Rate yourself on the Attributes of Successful Change Agents worksheet Identify the type of change management process you use or would use in your organization complex or simple. Why does this model work? The Employee Engagement Group All Rights Reserved Pre-work for Session 5 Engaging First-Line Leaders Communication Protocol 77 25

26 Session 5 Pre-work How do you determine priorities in your organization? Outline your process for problem-solving and determining what to work on Outline your hiring / promoting process for your first line leaders (people managers). What are your criteria for becoming a first line leader? Do you have a training program for new leaders? Thank you See you on July