Sustaining Change: Busting Change Management Myths Wanda Sturm, MBA, MBB, CCM Houston Section June 21 st ASQ Professional Development Dinner Meeting
Agenda Learning objectives Key change philosophies Change myths Tools to apply Lessons learned
Learning objectives In this session you will: Be introduced to a self-assessment to understand the extent of your change management skills Select among tools for change management to effectively lead your change efforts Identify critical factors important to sustaining the change Apply the learning to your change management efforts
Activity: Describe your change management initiative What initiative will you use today? Initiative name Departments or Divisions impacted Extent of Change 1-5 Change welcome 1-5
Why are we STILL talking about Change Management Complexity in workplaces Breadth of networks Fast pace of change Call for innovation Need for process improvement
Quality Professionals have what it takes! You have the right qualities to manage and lead change Systems thinking Group facilitation skills Ability to discern intended and unintended consequences
Quality professionals regularly collaborate To be successful change teams should be diverse and representative of the change landscape, including Tactical experts (workers) Creative Types (you know who they are!) Facilitators (managers) Strategic Specialists (executives)
Change can lead to Anxiety of teams and individuals with the uncertainties Lack of appropriate and intentional communications planning Unexpected conflicts, struggles and confusion with employees, customers, and stakeholders Inability to connect to the future
Because we Allow complacency Have not a coalition to guide Underestimate power of vision Under-communicate Miss the short term wins Allow obstacles to overwhelm the vision Declare victory too soon Forget to anchor in the culture * John Kotter (1996)
Activity: Change Agents Are You Ready? Do you fully understand the change? Are you willing to help others understand the change and connect/adapt to it? Can you tell the story that will allow others to believe and commit to the change? Do you understand the time commitment to coach employees? Do you have the capacity to coach employees through the change and are you committed to this task? Does your risk tolerance profile match the change challenge? Does your supervisor/work group understand how the commitment you have made will affect productivity/timelines in other tasks? Do you have the appropriate sponsor support?
Key change philosophies John Kotter 8 steps for Leading change Daryl Conner Managing at the Speed of Change William Bridges Managing Transitions Daniel Goleman Emotional Intelligence Jim Hemerling Putting People First Jeff Hiatt ADKAR model
Six Critical factors important in executing sustainable change Change Guru Need for Change & Goals Leverage Psychology Communicate & Listen Reinforce Skills Kotter Right Vision Right Team Comm for Action Empower Action Sustain Don t Give up Metrics Conner Bridges Intent Case for Change Look to the Future Resilience Enrollment 7 tools Risk Analysis Responsible Sponsor Focus on the person s endings, neutral zone Goleman Self awareness Emotional Intelligence Use neutral zone for creativity and innovation Social skills Bridge between old & new Internal regulation New Beginnings Self regulation Installation & Realization Indicators Transition curve Hemerling ID Capabilities Competency Understand Beliefs Tools, Process, Governance Reinforcement Hiatt Awareness of the change Build Desire Customize to Audience/ Stakeholders Celebrate successes Knowledge & Skills, Behaviors Feedback Analysis and Corrective actions
Change myths Vision, Goals and Intent are static Change plans are only for big changes Change planning ends when the change is installed Charismatic leaders are key Change is hard
Myth busting tools Myths Vision, Goals and Intent are static Change plans are only for big change Charismatic Leaders are key Change plan ends when the Change is installed Change is hard Tools Change Plan as a living doc Communication Planning Degree of Change Change Plan Sponsor Contract Sponsor Responsibilities Installation vs Realization Risk Assessment Visualization
Myth1: Static? Not hardly! Impacts can be significant or minor, both require updates to the change plan and its communication plan Example of impacts that change a project or initiative vision, goals or intent Change in sponsorship Change in external environment, e.g., prices, sanctions, regulations, etc. Organizational structure change Myth 1: Vision, Goals and Intent are static
Myth 1: Vision, goals and intent are static activities you can do Identify the Phase of your project or initiative Review the Change Plan categories Look across Phases for deliverables Develop a draft Change Plan Begin to draft a Communication Plan Myth 1: Vision, Goals and Intent are static
Change plans are flexible Phase 1 Initiate Define Phase 2 Alternatives Measure Phase 3 Develop Analyze Phase 4 Execute Improve Phase 5 Operate Control Change Assessment Change Strategy Sponsorship Clear Vision/Direction Stakeholder Analysis & Engagement Communication Measurement Training Assessment & Development Myth 1: Vision, Goals and Intent are static
Create change & communication plans Change Plans Deliverables by Phase Ongoing updates Sponsor Plan Stakeholder Engagements Communication Readiness Assessments Communication Plans Purpose Key Message/Content Audience Media Delivery Feedback This Photo by Unknown Author is licensed under CC BY-NC-ND Myth 1: Vision, Goals and Intent are static
Myth 2: Change Plans are only for the big change Is your change Transformational? For an idea of whether your change is transformational you can use the check list that follows If your plan is not transformational, why must you still execute the change tools? Myth 2: Change plans are only for big change
Myth 2 Activity: Is your change transformative? Non-Transformative Continuum of Transformative Change Transformative Current State Improvement Modifies methods, systems, behaviors Single solution Process focused improvement Solution familiar but better Narrower scope (process, department, division) Minor disruption Linear change path Politically neutral Many people have the Skills/Desire to change Future state design Modifies behaviors, beliefs, assumptions Different solutions possible Customer focused improvement Untested solution, no experience Wider scope (cross - functional, -divisional Major disruption Complex change path Politically complex Few people have the Skills/Desire to change
Myth 3: Responsible beats charismatic A responsible sponsor will stay the course over the lifespan of the change initiative Invests resources (time, energy, money, etc) Consistently pursues the goal, even under stress and with the passage of time Rejects short-term benefits inconsistent with the overall strategy for goal achievement Stands fast in the face of adversity, remaining determined and focused on the desired goal Creatively resolve problems or issues that would otherwise block the achievement of the goal Myth 3 Charismatic Leaders are key
Myth 3: Engaged beats charismatic An engaged sponsor is the most critical success factor for a change initiative Is a true partner with you Is very clear about what success looks like Will meet regularly with you Expects to hear the bad news and help mitigate Participates in risk evaluation, updates and is the face of communications Myth 3 Charismatic Leaders are key
Myth 3 Activity: sponsor checklist 1. Are you committed to assist with removal of blockages and constraints? 2. Do you understand how to leverage the current culture/organizational values to smooth adoption of the change? 3. Are you passionate about the change? 4. Do you possess the level of authority that causes staff to listen? 5. Do you have a conflict between your various sponsorship tasks? 6. Conflicts with timing of current commitments? 7. Do you have the time to dedicate to the ongoing commitment that is needed until the change is fully realized? 8. Do you have resources to offer or can you obtain more? 9. Are you in a position to empower staff? 10. Will you want the talk for the change? Myth 3 Charismatic Leaders are key
Myth 4: The change plan ends when the change is installed Installation: Putting something new in place Installation occurs when changes are first introduced and deployed into a work setting Training on a solution designed and completed Templates handed off to business Planning for product registration begins Realization: Achieving the expected business results Realization occurs when the purpose for the change is achieved and the solution is fully adopted by the organization Achieving product registrations in 18 months or less after developed markets Meeting or exceeding revenue expectations Myth 4. Change plan ends when the Change is installed
Myth 4 Activity: Risk Checklist Have you put the change in place? Are you measuring if the change is generating business results? Rate Red, Yellow or Green (Hi-Med-Lo) during Sponsor meetings Sponsorship from senior leaders effective? Data needed to make course changing decisions regarding the change in place and utilized? Level of resistance due to willingness to change? Level of resistance due to ability to change? Level of resistance due to change overload? Is the culture aligned with what is needed to change? Managing connections among your portfolio of projects and initiatives and how they affect or are affected by this initiative? Myth 4. Change plan ends when the Change is installed
Change Risk Checklist Lo Med Hi
Myth 5 Activity : Why Change is NOT hard What do you have going for you that will make this change happen? Forces helping 1. 2. 3. What changes has your group gone through successfully? What does this change share with them? Myth 5: Change is Hard
Myth 5 Activity: Why Change is NOT hard, continued Write a positive elevator speech about the change process. What would you say about the change that is: Simple: Unexpected: Concrete: Credible: Emotional: Myth 5: Change is Hard
Lessons Learned Benchmarking studies indicate key lessons Planning Sponsorship Integrate change early in project Educate team and others on change Personal experience provides examples Develop and update change plans Ensure sponsor is engaged not only with project Get in on the project/initiative early (by Phase 2) Do not assume others understand change
Questions? Wanda Sturm, wanda.sturm@gmail.com, 281-546-0753 Carolann Wolfgang, carolwolfgang@gmail.com, 805-982-5007 Marilyn Monda, mmonda@mondaconsulting.net, 203-554-5600