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Webinars

HOW HIDDEN INFLUENCERS CAN

DRIVE CULTURE CHANGE

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TODAY'S HOSTS

Mike LehrChange Management Consultant

Omega Z Advisors

András VicsekCo-Founder & Head of Research

Maven7

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BEFORE WE GET STARTED

ASKRaise your hand

at any timeif you need help

Q&AThere will be a Q&A

at the end of the webinar

CONTENTRecording and slideswill be shared after

the webinar

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András Vicsek

INFLUENCER IDENTIFICATION

WITH A NETWORK

APPROACH

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https://www.youtube.com/watch?v=kS66rN1QC3I

HIDDEN INFLUENCERS LEAD THE WAY

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BEHAVIORAL PATTERNS SPREAD THROUGH NETWORKS

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NEGLECTED: INFORMAL COMMUNICATION CHANNELS

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COMMUNICATION TYPE: TOP-DOWN

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COMMUNICATION TYPE: BOTTOM-UP

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COMMUNICATION TYPE: PEER-TO-PEER

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KÜBLER-ROSS MODEL

CHANGES GENERATE EMOTIONS

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INFLUENCERS REACH SIGNIFICANTLY MORE EMPLOYEES THAN MANAGEMENT

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POLL

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So

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l Co

nn

ecti

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Professional Capability

WHO ARE YOUR HIDDEN INFLUENCERS?

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So

cia

l Co

nn

ecti

vity

Professional Capability

WHO ARE YOUR HIDDEN INFLUENCERS?

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So

cia

l Co

nn

ecti

vity

Professional Capability

WHO ARE YOUR HIDDEN INFLUENCERS?

@orgmapper

So

cia

l Co

nn

ecti

vity

Professional Capability

WHO ARE YOUR HIDDEN INFLUENCERS?

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COMMUNICATION

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INTERPERSONAL

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LEADERSHIP

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MOBILIZATION

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CHANGE READINESS

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ALIGNING CULTURES AND INTEGRATING COMMUNITIESINDUSTRY: IT SIZE: 1500 EMPLOYEES DURATION: 4 WEEKS

5 COMPANIES

MERGED INTO 1

IDENTIFICATION OF KEY OPINION LEADERS

INVOLVEMENT OF KOLs IN CREATION OF NEW CORPORATE CULTURE

DEFINITION Less customer and employee turnover Motivation and rewards Client focus Shared culture Profitable innovations

DISCOVERY Change agent identification

via network analysis

DREAMS 31 proposed actions with project leaders

DELIVERY Over half finished in three months

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SUCCESSFUL SAP IMPLEMENTATION CASE STUDYINDUSTRY: SERVICE SIZE: 109 EMPLOYEES DURATION: 4 WEEKS

1 2 3 4

Hierarchy level

ColleagueExternal SAP consultantInformal SAP agent

Node size: Acknowledgement of SAP knowledge"Which of your colleagues do you believe have the most reliable knowledge concerning using SAP?"

Connections: SAP-related advice seeking"Which of your colleagues do you turn to for advice concerning SAP?"

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SUCCESSFUL SAP IMPLEMENTATION CASE STUDYINDUSTRY: SERVICE SIZE: 109 EMPLOYEES DURATION: 4 WEEKS

1 2 3 4

Hierarchy level

ColleagueSelected influencer

Node size: The extent to which one is considered an influencer

Connections: Information seeking"Through informal channels, from which of your colleagues do you most quickly gain information concerning company news or organizational changes?"

Informal communication aboutchanges across hierarchy levels

Top management

Mid-management

External SAP consultants

Employees

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Mike Lehr

HOW NETWORK MAPPING CAN

COMPLEMENT OUR LEADERSHIP

IN CULTURE CHANGE

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THE CHANGE PARADOX

Also worst time to change

Easiest time to change: there's a CRISIS

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• Under the gun• Limited resources

EASY

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THE CHANGE PARADOX

Also hardest time to change

Best time to change: business is GOOD

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• "Why change a good thing?"• Success breeds hubris and complacency

HARD

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TWO KEY STRATEGIES

1. Target Change Influencers• Only takes 5-10% of a group to

change whole group• Get them organized and

communicating

2. Relationships• Management – employee relationships• The power of asking

Top Performers

Top Performers

Top Performers

Top Performers

Top Collaborators

Top Collaborators

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FOUR COMMON MISTAKES

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(We represent change)

Too self-centered

"How can we get others to change what they do if we do not change how we work with them?"

1

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FOUR COMMON MISTAKES

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Too rationalVisions, strategies and processes are

not enough

2

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FOUR COMMON MISTAKES

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Too much• Taking a step that is too big

• Trying to change everyone at once

3

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FOUR COMMON MISTAKES

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Too complexPushing on all fronts (objectives) of a strategy

4

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POLL

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STATUS QUO

CHANGE

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FIVE STRATEGIC STEPS IN CHANGE

ASSESSMENTS1. Current state and culture2. Future state and culture

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DETERMINATIONS3. Change required

4. Time frame5. Intermediary phases

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INTERNAL COMMUNICATION STRATEGY

1. Begin with 20 adjectives that describe culture

2. Sort them by similarity until there are 3 or 4 groups

3. Find a representative name for each group

4. Determine a powerful keyword for each name• These should represent 3-4 key attributes we wish to see in culture• We emphasize these attributes in all internal communications

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CHANGE STATUS QUO

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INTERNAL RELATIONSHIP STRATEGY

1. Examine our job• Identify 3-4 actions representing each attribute• Do these actions on a regular basis• Ensure others know you are doing them

2. Help change influencers and/or direct reports do the same

3. Regularly review actions of your employees• Reward and recognize actions that reflect key attributes• Thank them for their efforts in doing so

4. Ensure reports repeat steps 1-3 with their areas and reports

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HOW NETWORK MAPPING COMPLEMENTS…

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Identifies employees most likely to:

• Accept change initially• Influence change with others

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HOW NETWORK MAPPING COMPLEMENTS…

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Gives a "map" on how to:• Organize and coordinate these employees

• Create the right rewards and incentives to reward these change agents and influencers

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HOW NETWORK MAPPING COMPLEMENTS…

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Provides hard data to complement frontline observations on the

behaviors and attitudes of employees regarding change

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CHANGE STATUS QUO

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CHANGE AGENT

HOW NETWORK MAPPING COMPLEMENTS…

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• Behaviors, values spread in networks• There are influencers who are hidden• Importance of peer-nomination• Involve – Empower - Success

KEY LEARNING POINTS

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Thank you for your time and attention!

ChangeMapper

Q&A

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