Category Archives: Leaders

How Are You Defining Success

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How are you defining success? Is it getting new technology launched or is it about how much it is being leveraged? Is anyone sticking around to see how employees’ mindset and behavior changed or are all off to the next project? Is leadership tracking how much changed compared to the business case or have they already shifted their focus? Success shouldn’t be defined by “implementation” but by “adoption.”

To help ensure success is focused on adoption, use something like our Change Integration Checklist tool after go live. Organizational change is a process, not an event. Just because go live is a “date” doesn’t mean the change happens overnight. No matter how well planned, implementations experience setbacks and unexpected challenges. Resistance from stakeholders is still a real possibility.

In order to assess what actions are needed to reinforce new behaviors and sustain the change, lead a discussion with your team and impacted management about the people, transition, and adoption. Below are a few items taken from our Change Integration Checklist. Like all tools, you’ll want to customize your approach and add a few more questions to the list.

1. Are leaders still championing the future state and vision?

2. Is there a safe outlet for feedback – reactions, concerns and comments?

3. Do employees have appropriate tools to be successful?

4. Are employees well trained to do their revised jobs?images

5. Are we tracking and reporting measures that reinforce the new behaviors?

6. Are we recognizing early adopters and successes?

Projects are stressful and long. By implementation, most are ready to flee. However, the right thing to do is to keep the big picture in mind, fight to stick around and assess (or help management assess) what really changed (or didn’t). Only after such an assessment can leaders and managers take appropriate action to help ensure all the work and money that went into
implementation wasn’t for naught.

Why Change Management Fails

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When organizations go about changing, the hardest work is almost always related to people. Getting people ready, willing and able to work differently is easier said than done. Defining a vision is important. But translating that vision into real change is an entirely different challenge that is where the rubber really meets the road.

Too often, we see well-meaning change management programs fail. A successful change management program ensures that a few critical things necessary to change an organization are in place.

First and foremost, successful change management ensures that there is active and visible sponsorship. That means leaders are engaged in the change in a way that people can actually see. Among other things, leaders need to be present (literally and figuratively) at key meetings, say the right things at the right times, prioritize meetings with project team members, ask informed questions about the change and make efforts to be available for informal conversations.

Second, successful change management ensures frequent and open communications about why the change is needed. People understand why the change is important and how the company, customers, and they themselves will benefit. Effective communication requires repetition, consistency, and transparency. Appealing to both the head and the heart helps too. A need that can be felt emotionally rather than just understood logically is more apt to spur action.hqdefault

Third, successful change management ensures a structured approach to managing the people elements of the transition. There are periods of assessing the impacted stakeholders and potential areas of resistance. There is an understanding of how to manage the individual transition that people will experience. There is an approach or methodology that provides a means for planning the work and carrying out the change management activities. And the approach includes work to help reinforce and sustain the new behaviors after the change is initially implemented.

Lastly, successful change management ensures that there are dedicated resources to manage the change. What projects succeed without people focused on getting it done? Dedicated resources and funding for managing the people elements of the change ensure that the work is the primary focus for some person or group of people. When the organizational change elements of a project are left to the project team without any specific focused resources, it is understandable that they fall to the bottom of the priority list.

Knowing these critical success factors for change management is the first step in actually putting those things into place so that a change management program can thrive in your organization.

The DO Phase – Executing Your Plan

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By: Annie Ayvazian
Once you have assessed needs and developed a change management plan, you are prepared to execute that plan. This involves developing your communication materials and preparing your organization to transition to the future state.
The “do” phase consists of 2 key activities: (1) launch communications and (2) transition work.

 
1. Launching communications: Now that you have developed your communication plan, it’s time to prepare content and materials to ensure people understand the project and why it’s important. This includes crystalizing key messages into an elevator speech, developing a communications network to champion the change, and providing answers to frequently asked questions.

2. Transitioning work: To effectively transition work, you need to identify the key activities required to implement the change successfully. This includes assessing readiness, defining training needs, and developing a workforce transition plan to prepare people for the new work and new skills required in the future state.

 
A Few Change Guides Tools – Click on the icon to see the tools.

do-pie-highlighted

Why is the “Do” Phase So Important?
The “do” phase is the phase where your planning turns to action and where you connect with the stakeholders who are impacted by your project. By crafting and communicating your key messages and determining the activities needed to transition work, you are preparing your organization to implement change successfully.

The PLAN Phase – A Critical Roadmap to Success

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by Shannon Stautberg
Every successful project starts with a common factor – a plan. Whether it’s the construction of a new house, the implementation of an enterprise-wide system or the creation of a piece of art, a plan is critical to a project’s success. The same is true for projects that involve change management. Getting people ready, willing and able to work in new ways requires a plan.

Planning change management activities requires you to do two things: (1) assess your needs and (2) develop a plan.

1. Assessing Needs: Identifying stakeholders, evaluating if leaders are aligned around a common vision and estimating how much effort will be required to help people understand and adopt a change are necessary to steps in defining the change management activities that should occur.

2. Developing a Plan: Developing a change management plan requires you to map out communications, leadership involvement and workforce transition activities. An effective plan also identifies who will perform these activities and when they should occur.

A Few Change Guides Planning Tools
Click on the icon below to see two of our frequently used “Planning” tools.

Plan Pie Highlighted

The Stakeholder Analysis defines the people who are critical to a successful change and
assesses their current and desired levels of support.

The Change Management Workplan lists the change management activities, estimating effort required and tracking progress.

 

Why is “Planning” So Important?

All too often, people make the mistake of skipping the “plan” phase. Instead, they jump feet first into doing the work they think should be done to get people on board with a change. While taking the time to engage in thoughtful planning does take time and resources, creating a plan is much more than an exercise. It’s the tactical road map to achieving the ultimate vision and goals of the project. Without a plan, you’re more likely to hit roadblocks and unnecessary detours. Don’t take shortcuts…take the time to plan!

Curious About What CCMP Is?

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CCMP. What do these letters mean and why should you care? CCMP stands for Certified Change Management Professional. The Association of Change Management Professionals (ACMP) has been working hard to develop industry recognized certification programs. The CCMP designation is the first in a series of change management certifications to recognize the accomplishments of change professionals around the world.

Starting on May 15, 2016, CCMP will be available to everyone for application. You can go to www.myccmp.org to find out more about CCMP.

Why are we doing this? In a recent profession-wide survey on the future of Change Management we asked: “What additional professional development could you use…?”
“A global, credible, consistent method for certifying change professionals.”
“An accepted certification process … that is recognized as legitimate.”
“…a certification to help organizations assess who is qualified to be a change practitioner.”

In response, development began on the CCMP program which will:

• Be globally recognized across countries and industries
• Enable change management practitioners to demonstrate they have met specified criteria and achieved a level of understanding of and familiarity with change management standard practice
• Support organizations in establishing good change management practice through improved recruitment and clear career development paths for change management practitioners
• Advance change management as a profession by clarifying the distinctive nature and value of the change practitioner role

Training and CCMP481c16f8-593c-45fc-9866-55f282b31848

• CCMP is not a training program itself, nor does it or ACMP offer training. The training you take to fulfill the required 21 hours is up to you. Any instructor-led (classroom or online) change management training that aligns with The Standard will fulfill this requirement. To help you identify courses that meet the requirements, ACMP developed the Qualified Education Provider (QEP) program (click Find Courses in the bottom right). The courses listed have been ‘pre-qualified’ as aligned with The Standard and they count towards the 21 hours you need.

• If you took training with a provider which is not a QEP it may still qualify. In the CCMP application you will be asked to submit a description of the course with an outline and learning objectives so ACMP can evaluate the fit between the content and The Standard. If you are unsure whether it will be a match, download and review The Standard and conduct a comparison to determine if the course content is aligned with the five process groups.

 

 

Let Us Tell You a Story

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by Beckie Schretter and Gina Giannitelli
Carol, an employee with over 30 years of service, deeply loves her work and truly wants what is best for her organization. She believes in the mission and values of the organization and has deep connections with the patrons. The director, Bob, was hired several years ago to help increase profitability, but hasn’t been successful. When Bob presents a new revenue creation idea to board leadership, Carol publicly questions the mission and vision alignment of the idea. A few months later Carol is called into Bob’s office and is handed a letter explaining her
position is being eliminated due to financial pressures. She feels deeply betrayed, angry and concerned for the organization she loves. Bob avoids Carol in the days that follow. She grapples with whether she is the victim of retribution. She decides to write a letter to the board…

Are you wondering or even making up how this story ends?

At the ACMP conference, storytelling was a theme throughout book pictureseveral presentations. Research
shows you use more of your brain when listening to a story, far more than when you listen to a
slide presentation or read a written communication. As Susan Weinschenk Ph.D. describes “…
because you are having a richer brain event, you enjoy the experience more, understand the information more deeply, and retain it longer.” How can we use stories in change?

Use them to create the case for change, connecting the head and the heart. Stories provide a refreshing break from data filled presentations or memos. Research by Paul Zak shows stories create a tension that sustains attention, which leads to shared emotions. Shared emotions lead to mimicked feelings and an increased trust and willingness to take action.

Recognize and challenge stakeholder stories throughout the process. Researcher Brene Brown reminds us stakeholders create stories that drive behavior. She observed “the brain needs to know the story” and fills in needed details. Resilience is enhanced when people challenge the
truth of their own storytelling.

Storytelling inspires change and helps people move up the commitment curve. When preparing the case for change or drafting a stakeholder communication, consider what story could illustrate the point and grab attention. When leaders are reluctant to share information, remind them people will fill in the blanks with their own stories. When confronted with counterproductive behavior, ask questions and challenge the story driving that behavior. What is the story behind your change?

Tips for Creating a Change Capable Culture

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by Shannon Stautberg

While change is hard for any organization, investing time and energy into thoughtfully creating a change capable culture will help ensure your people are prepared to successfully transition to new ways of working. Some tactical things you can do to help ensure your organization is on the path to being change capable are below.

 Communicate, Communicate, Communicate! Establishing regular and meaningful communication helps employees know what’s coming, why it’s coming and how it might impact them. A lack of communication can breakdown employee trust, reducing the likelihood that they will get on board with any change. Electronic newsletters, posting current information on office bulletin boards and hosting question & answer coffees with leadership are some of the ways you can keep the lines of communication open with your employees.

 Define and Communicate Roles and Responsibilities: People need to know what they are supposed to be doing before, during and (ideally) after the change. If one or more of your employees is unclear about what they are expected to do on a daily basis, this can quickly lead to frustration…frustration that can spread throughout an office like wildfire! Nip that frustration in the bud by ensuring each employee has been given a job description and that their direct boss regularly checks in with them to address questions or concerns regarding their role or responsibilities.

 Encourage Employee Collaboration: Establishing a culture that values collaboration as one of its hallmarks will help ensure your employees are open to and prepared for change. One of the ways this can be done is by establishing a well-structured mentor program that allows experienced team members to informally share lessons-learned with colleagues that are new to the team. Regularly recognizing employees that have effectively worked together to complete important projects or tasks is another way to promote ongoing collaboration. This can be done at team meetings or via organization newsletters.

 Build Trust by Caring for the Individual: One of the keystones to creating a change capable culture is trust in management. Leaders that sincerely care about the professional success and personal well being of their employees are much more likely to earn the trust of their employees. In addition to praising a job well done, it’s also important for management to get to know their team members – their aspirations, passions and interests. Being flexible with employee needs outside of the office, while still meeting the needs of the business, can make your team more likely to be there when you need them to go the extra mile at the office. The occasional bagels, donuts for the department can also help build good will. Employees that trust management are much more likely to be ready, willing and able to embrace the change that lies ahead.

While building a change capable culture does take time and effort, the return on that investment will be clear in times of change.

Manager Disengagement and How To Solve It

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Written by Luke Rees

Managers are currently the main factor determining whether other employees are engaged in their work. According to Gallup’s most recent survey,[1] managers account for up to 70 percent variance in employee engagement in the US.

What can be done to make managers more accountable to their employees, and also to ensure that they themselves are committed to seeing their workforce enjoy coming to work?

In a separate study from Gallup[2], just 35 percent of U.S. managers were found to be engaged in their jobs, and this cycle of dissatisfaction is taking its toll on productivity. Estimates stand in the area of $450 billion to $550 billion annually of how much money disengagement is costing the American economy.

It’s time companies instilled a more evidence-based culture of accountability, with managers setting the prime example.

Managers Often Fail To Recognise The Problem

Management require a skillset that is not as readily defined as other staff roles, hence why great managers are so rare. They include skills like motivating others, building trusting relationships, and making unbiased decisions for the good of their team.

Due to the elusiveness of these skills and the difficulty that lies in judging if someone has them, managers are frequently miscast. The majority promoted to management positions were typically high performers in their professional field. However, they have never been given formal training on how to take on a leadership role, and have therefore never been responsible for engaging others. In fact, they don’t even recognise the importance of employee engagement and how focusing on this issue can greatly improve productivity.

Make Your Managers Especially Great Communicators

Frank and frequent communication is the foundation of any strong relationship, and relationship-building is the key to management. Hence, the single most effective way for managers to improve their relationships with employees, is to create a culture of open and honest communication.

Simple as it sounds, this is not an easy task. To meet workers’ needs and to ensure each individual feels that leaders hear their opinions, companies need to establish working channels to gather feedback from all levels of the organization.

Here are a couple of suggestions:

  • Hold regular employee-focused meetings and encourage all employees to contribute to the discussion.
  • Have an ‘open-door’ policy with regards to employee feedback. This doesn’t mean simply keeping your door open during office hours, but also actively interacting with employees and getting to know them personally.

Make Your Managers More Accountable  

Accountability is probably the main factor helping to make mangers better at their jobs. Self-awareness is essential for building an environment of trust and accountability, as emotionally and socially aware managers are generally able to build the strongest relationships with others.

To help make self-reflection habitual in your organisation, all employees should feel like they can give guiltless feedback when a manager is not pulling their weight. Manager feedback surveys,[3] for example, are a useful and anonymous tool for doing this. In a reverse of the performance appraisal, this survey allows employees to voice grievances anonymously, whilst creating a clear culture of accountability based on data insights.

Managers should be constantly thinking about how to improve the performance of others, and they do that best when they are held accountable to their own performance.

 

[1] http://www.gallup.com/businessjournal/182321/employees-lot-managers.aspx

[2] http://www.gallup.com/services/182138/state-american-manager.aspx

[3] https://thymometrics.com/blog/2016/01/08/real-time-engagement-part-1-the-managers-perspective/

 

The Future is Here, Are We Ready?

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Bob Dylan once said, “There is nothing so stable as change.” Change is all around us, impacting every aspect of business from our workforce and our technologies, to the world in which we work.
When I first joined the workforce a few decades ago, I was surprised by the number of people I met who had over 30 years of service with the same organization. They worked traditional business hours and then left the office (and their work) behind to return home to their families.

Today, statistics show that younger workers have an average tenure of only 3 years of service. And the traditional workday has given way to a world of 24/7 global connectivity where “the barriers between work and life have all but been eliminated.”
The makeup of our workforce is also changing. A 2012 Economic Intelligence Unit Study shows that by the year 2030, 50% of the workforce will be made up of contingent workers (e.g., self-employed, independent contractors, temporary workers).

Today, Millennials make up over half of our workforce and they have vastly different expectations than the previous generations. This changing workforce is on the receiving end of the shift in the balance of power. With all the transparency brought about by LinkedIn, Glassdoor, and other social media, employees have greater control over navigating their careers and fulfilling their goals of finding flexibility and purpose in life.

Not only is the workforce changing, but so is the overall job market. Some jobs are going away, while new jobs are on the horizon. According to a US Department of Labor report, “65% of today’s students will be in jobs that don’t yet exist.” Already, we have seen a proliferation of jobs that didn’t exist even 10 years ago, such as App Developer, Chief Listening Officer, Data Scientist, or Cloud Engineer. Are we ready for some of the new jobs that Fast Company predicts will be in place by 2025? Where will “Corporate Disorganizers” or “Digital Detox Specialists” fit into our future organizations?

These are just a few examples of how the world of work is changing. The question is: are we ready for all the changes that are coming at us at an ever-increasing pace? According to Stephen Hawking, “Intelligence is the ability to adapt to change.” So, how can we become more intelligent as business leaders and learn how to adapt to change?

It’s not enough to simply be aware of the trends. We need to take a more active role to understand these changes, prepare for their impacts, and in some cases, reinvent our organizations to get ahead of them.
Just as the floppy disc has given way to new cloud storage solutions, so too must our organizations evolve to meet the needs of our changing workforce. We should take a good hard look at our organizational structures, systems, and processes to make sure we are preparing for the future, versus perpetuating what might have worked in the past.

For example, how will we recruit, attract and retain employees in a world where ‘job hopping’ is the new normal? How will we modify annual performance review processes to meet the immediate feedback needs of the new generations? How will we manage all the information that is available to us without being crushed by its sheer volume and complexity? How will we leverage new technologies to train our workforce for skills that don’t yet exist? And how will we develop our future leaders in a world where the pace of change is more rapid than at any other time in history?

Even among these challenges, according to the Global Human Capital Trends 2015 report, Deloitte researchers found that the number one challenge facing business leaders in this “new world of work” is culture and engagement, (with 87% of organizations citing it as one of their top business challenges). “An organization’s culture—which can be loosely defined as “the way things work around here”—is increasingly visible for all the world to see.” How will our leaders create cultures that drive employee engagement in this age of changing expectations and increased transparency?

These are just some examples of the challenges that organizations are facing as the world around us changes. While this list of changes and challenges may seem daunting, as with many things in life, it’s less about what is happening, but more about how we approach and react to it.

The single most important thing we can do is have a mindset that welcomes and embraces change. Having a competency for getting ahead of change and managing it effectively will continue to be a source of competitive advantage. Arguably, those who view change as an opportunity will be the ones who succeed in this ever-changing world.

As Charles Darwin once said, “It is not the strongest or the most intelligent who will survive, but those who can best manage change.”

Change is here to stay. Are we ready?

 

[1] http://www.bls.gov/news.release/archives/tenure_09182014.htm

[1] Global Human Capital Trends 2015:  Leading in the New World of Work, Deloitte University Press

[1] Global Human Capital Trends 2015:  Leading in the New World of Work, Deloitte University Press

[1] http://www.dol.gov/oasam/programs/history/herman/reports/futurework/report.htm

[1] http://www.fastcoexist.com/3015652/futurist-forum/8-new-jobs-people-will-have-in-2025

Because I Said So

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People can choose to do things, or they can be forced to do things. In today’s job market, some organizations think that people will hop in line lock step and do what they are told “because I said so.” Since jobs are scarce, some employers figure people need to step it up or risk being replaced.

However, studies have found that people offer up only part of their effort when they are forced to do something. When people actually choose to do something, they can more than double their productivity.

I am not saying that everyone should be able to come to work and decide what to do and when to do it without any guidelines. It is, for goodness sake, a job. There are objective standards that people must meet in order to keep a job. But it is difficult, if not impossible to force people to be creative, be proactive, communicate with their peers, come up with solutions to problems, and basically care about the work.

We have two clients who have undergone the same kind of change recently. Both re-organized their Human Resources support with the use of an outsourced HR provider. And as a result, both organizations saw roles change and shifted some work that HR had been doing to managers in the business.

One organization is seeing the effects of a “because I said so” attitude right now. About two weeks before the work was transitioned, an email announcement went out to the organization saying that this change was about to happen. There was no training on the new system that was put in place, and there was no discussion about how and why this was happening.

A few months have passed since they were told to “just do it”, and managers are pretty disgruntled. They are stumbling around in the new system, they feel like they are being forced to do HR’s work, and they don’t understand why this work was shifted to them.

Managers are doing the work only when they have to and, even then, half-heartedly. What was meant to be a change that brought managers and employee’s closer together has become a wedge between them. Managers actively avoid situations where they might actually need to go do something for their employees in this new system that they don’t understand.

If things continue down this path, the benefits projected for the project will be hard to reach. The time that is being spent griping could be directed at making creative use of the new tools. For now, the organization is missing out on a huge chunk of the productive capacity of their managers.

The other organization had a completely different approach with completely different results. They explained why and how the move would benefit the business, employees, and managers. People were involved from the start helping to define how processes should work in the new outsourced model, and managers were trained on how to deal with issues that they had never dealt with before.

By the time the shift happened, managers were excited to jump into their new roles. Not surprisingly, they are humming right along and managers actually like the new way of working. The gains they were looking for from the change were met within the first year.

Our client that is wondering why forcing people isn’t working could learn a few lessons from the guys who got it right. They need to first acknowledge where they are – that people are cynical, frustrated, and checked out.

Leaders need to take the necessary time to explain why this is the right thing to do. Not in big meetings – they don’t engage people – but rather in small meetings in and more personal forums. Leaders need to connect with staff to overcome the cynicism that is draining the life out of the organization. It will take time, but the productivity gains will be well worth the investment.

………………..
Kate Nelson is a co-author of The Change Management Pocket Guide and is a partner with Stacy Aaron at Change Guides, LLC. They can be reached at kate.nelson or stacy.aaron@changeguidesllc.com.