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Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information which is solely the property of Centric Consulting, LLC. It is solely for the Client’s internal use and shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of Centric Consulting, LLC. © 2016 Centric Consulting, LLC. All rights reserved. Presented by: Colleen McFarland Advising Leaders on Change and their Role

Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

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Page 1: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Centric Consulting

NOTICE: PROPRIETARY AND CONFIDENTIAL

This material is proprietary to and contains trade secrets and information which is solely the property of Centric Consulting, LLC. It is solely for the Client’s internal use and shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part,

without the express consent of Centric Consulting, LLC. © 2016 Centric Consulting, LLC. All rights reserved.

Presented by: Colleen McFarland

Advising Leaders on Change and their Role

Page 2: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

2

My Presentation

Page 3: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

3

My Story

Page 4: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

4

My Story continued

Page 5: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

5

Your opportunity

Page 6: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

6

Be the person they all want to work with.

Rapport

Active Listening

Educate

CounselTrust

Plus it’s more fun when you really

get to know others

Work on who you are

Page 7: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Amount of ChangeConversation or Survey

7

Page 8: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Helping the leader be successfulAsk questions to ensure your leader is set up to manage their planned change

8

● What is the project?

● What is driving force for the project (internal or external)?

● Who’s thinks it’s a good idea?

● Who is leading this effort?

● Has this person led similar efforts?

● Do other leaders know about it and get it?

● In the past, how has your organization managed the

feedback/questions/concerns on projects from those impacted?

Vision

● What groups will be impacted by this (technology/business) change?

● About many people is that?

Leadership

Impact

● Has your organization done a project like this before?

● How did it go?

● Do you think anyone will be concerned about this project?

● If so, who and what might their concerns be?

Capabilities

Environment

Resistance

Page 9: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

One Size Does Not Fit All

PotentialResistance

Low (Level 1) Medium (Level 2)

High (Level 3)

5

Medium (Level 2)

1 2 3 4 5

4

2

1

High

Low High

Change Impact

High Risk – more

change managementMedium Risk

Medium RiskLow Risk

Small incremental change

Large disruptive change

New

Policies,

Procedures,

Relocating

Operations

Large Scale

Technology

Change

Large Scale

ReorgMergers/

Acquisitions

Basic

Technology

Upgrade

Initiatives vary and so does support

Page 10: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Change Management Models

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Page 11: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Change Management Methodology

Case for Change

Stakeholder ID & Analysis Sponsor Engagement & Alignment

Understand the Change Plan & Manage the Change Reinforce the Change

Communication Plan

Org Impact Analysis

Change Network Engagement

Leadership Engagement & Alignment

Communications Development & Delivery

Training Plan

Coaching Plan

Training Development & Delivery

Coaching Development & Delivery

Change Strategy Resistance Management

Reinforcement & Support Plan

Risk/Readiness

Assessment

Readiness

Assessment

Org Impact Analysis

Leadership Plan

Change Network Plan

Change Management is not a linear process, but a predictable pattern of work with logical sequencing of activities and tools.

Initiate Plan Execute Monitor

Standard Methodolody

Page 12: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

cc: archer10 (Dennis) (55M Views) - https://www.flickr.com/photos/22490717@N02

One Size Does Not Fit All

Page 13: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Change Management Methodology – Level 1

Case for Change

Stakeholder ID & Analysis Sponsor Engagement & Alignment

Understand the Change Plan & Manage the Change Reinforce the Change

Communication Plan

Org Impact Analysis

Change Network Engagement

Leadership Engagement & Alignment

Communications Development & Delivery

Training Plan

Coaching Plan

Training Development & Delivery

Coaching Development & Delivery

Change Strategy Resistance Management

Reinforcement & Support Plan

Risk/Readiness

Assessment

Readiness

Assessment

Leadership Plan

Change Network Plan REQUIRED

Standard Methodolody

Page 14: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Change Management Methodology – Level 2

Case for Change

Stakeholder ID & Analysis Sponsor Engagement & Alignment

Understand the Change Plan & Manage the Change Reinforce the Change

Communication Plan

Org Impact Analysis

Change Network Engagement

Leadership Engagement & Alignment

Communications Development & Delivery

Training Plan

Coaching Plan

Training Development & Delivery

Coaching Development & Delivery

Change Strategy Resistance Management

Reinforcement & Support Plan

Risk/Readiness

Assessment

Readiness

Assessment

Leadership Plan

Change Network Plan REQUIRED

Standard Methodolody

Page 15: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Change Management Methodology – Level 3

Case for Change

Stakeholder ID & Analysis Sponsor Engagement & Alignment

Understand the Change Plan & Manage the Change Reinforce the Change

Communication Plan

Org Impact Analysis

Change Network Engagement

Leadership Engagement & Alignment

Communications Development & Delivery

Training Plan

Coaching Plan

Training Development & Delivery

Coaching Development & Delivery

Change Strategy Resistance Management

Reinforcement & Support Plan

Risk/Readiness

Assessment

Readiness

Assessment

Leadership Plan

Change Network Plan REQUIRED

Standard Methodolody

Page 16: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Change Management Methodology – Level 3

Case for Change

Stakeholder ID & Analysis Sponsor Engagement & Alignment

Understand the Change Plan & Manage the Change Reinforce the Change

Communication Plan

Org Impact Analysis

Change Network Engagement

Leadership Engagement & Alignment

Communications Development & Delivery

Training Plan

Coaching Plan

Training Development & Delivery

Coaching Development & Delivery

Change Strategy Resistance Management

Reinforcement & Support Plan

Risk/Readiness

Assessment

Readiness

Assessment

Leadership Plan

Change Network Plan Examples

Understand the Change

Page 17: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

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Change Story, Charter and Business Case

Case for Change

“Why”

Primary Audience: Key Influencers

Narrative and supporting slides that introduce reasons for change, how change will happen and benefits of change.

Answers questions:- What Are We Doing?- Why Is It Important?- What Results Are We After?- How Will We Accomplish This? - WIIFM: What’s In It for Me?

Project Name Sponsor Team Lead Background Objectives Tracks of Work

Charter “What”

Primary Audience: Resource Managers

Single page summary of key project elements. This is an alignment document that will be used to kick-off the Planning Team activities

Project Name Vision Background Objective Impacted Customers Impacted Team Members Duration Sponsor Steering Committee Team Members Integration Points Deliverables (*Reviewed by Steering

Committee) Potential Benefit Assumptions

Business Case“Reason & Rationale”

Primary Audience: Steering Committee

Captures the reason and rational for initiating and funding the project.

Project overview Interdependencies & non-negotiables Risk evaluation Alternative options considered Rationale for benefits (financial

justification) Implementation Team Change Story Implementation Charter Project timing Resource requirements and timing

Case for Change

Page 18: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Telesales Optimization

Elevator SpeechWhat are your working on?What do you know about Telesales Optimization?

I’m working on Telesales Optimization.In order to help our Telesales associates be more successful, we are going to optimize their territories, similar to what we did in the field with Sales Optimization.

We’re planning to have some Telesales Reps dedicated only to our tier 2 market and others only to national accounts. Lower potential customers will be moved from Telesales to unassigned.

When are you doing this?We want to move fast . Last quarter, our results were rough. The economy continues to be challenging. We believe these changes will help us be more successful, more quickly.

No formal communication at this

time

Case for Change

Page 19: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Telesales Optimization NarrativeWe started the Telesales group in 2000. Since that time, we’ve made very little

changes to how it’s operated. Our focus has been elsewhere. Telesales revenue

numbers have declined over the years.

Our Telesales managers’ feedback has been that their teams would be more

productive if they each had one customer type and program to sell versus many

different combinations.

Also, testing of a tier 2 pricing program, SAVEBIG showed that these customers

respond extremely well to telesales, whose style was direct and clear.

We are going to optimize the telesales territories and rollout the change in

January.

Each telesales rep will support a group of customers – either tier 2 or those with

National Accounts. Telesales reps will no longer support Government accounts or

customers in tiers 3-5.

We believe these changes will help us be more successful, more quickly.

Case for Change

Page 20: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

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Telesales Optimization Case for ChangeSponsor: NAME Lead: NAME

OptimizeTerritories

What’s In What’s Out

2

Case for Change

Page 21: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Dinner

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Page 22: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Case StudyJust plain scared

22

Page 23: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

JUST PLAIN SCAREDCommunication to policy holders with unexpected news

23

High-Level

Case for Change

Identify

Stakeholders/Key

Influencers

Set-up Interviews InterviewsDocument and

share

Discuss with leader Leader discuss

with Stakeholders

Translate concerns to risks

and issues – add to status

sheet

Page 24: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Stakeholder Interview GuideGet to know your key influencers and what’s on their mind.

Why use it: Get to know what’s

important to Stakeholders with

influence. Establish rapport.

When use it: Beginning of an effort or

when you are brought in

How to use it:

1) Identify key influencers

2) Get introduced

3) Schedule 1 hour meeting

4) Summarize notes & distribute

5) Review with Leader

6)Risk/Issue Log

Call for support: High volume, known

contentious culture or toxic

stakeholder

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Page 25: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Translate concerns to risks, issuesCaptured. Discussed. Reported. Weekly.

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Page 26: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Case StudyNot enough respect

26

Page 27: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

NOT ENOUGH RESPECTIT Executive can not get data needed from peers in matrixed organization

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High-Level

Case for Change

Identify

Stakeholders/Key

Influencers

Set-up Interviews InterviewsDocument and

share

Discuss with leader Prepared agenda

for LeaderData was providedLeader met with

Sales Team

Page 28: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Case StudyToo big for their britches

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Page 29: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

TOO BIG FOR BRITCHESCompany grew through acquisition so fast it didn’t know its numbers

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High-Level

Case for Change

Identify

Stakeholders/Key

Influencers

Set-up Interviews InterviewsDocument and

share

Stakeholder

Analysis

Leader Discussed

with his Team

Alignment/Engagement

Action Plan Discussed Analysis

with Leader

Page 30: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Stakeholder/Influencer Analysis

HIGH

LOW

HIGH

Ab

ility

to

Infl

uen

ce S

ucc

ess

Support Demonstrated

3- “Involve as Needed”

1 -“Engage & Involve”2 –”Consider Champion for effort”

Desired State

4 “Keep Informed”

Current State Current and Desired StateKEY ▪ Plot current

state

Stakeholder ID & Analysis

Page 31: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

HIGH

LOW

HIGH

Ab

ility

to

Infl

uen

ce S

ucc

ess

Support Demonstrated

3- “Involve as Needed”

1 -“Engage & Involve”2 –”Consider Champion for effort”

Desired State

EMEAA PRES

LOB 2- OP BPLOB 1 – OP VP

CULTURE OFFICER

INVESTOR RELATIONS

CHRO

LATAM VP

CORP FINANCE VP

LOB 1 – SERVICE VP

COO

LOB 2 PRES

CFO

LOB 1 PRES

4 “Keep Informed”

Current State Current and Desired StateKEY

CEO

LEGAL

LOB 1 - SALES VP

▪ Plot Current State

Stakeholder/Influencer AnalysisStakeholder ID & Analysis

Page 32: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Desired State Considered

HIGH

LOW

HIGH

Ab

ility

to

Infl

uen

ce S

ucc

ess

Support Demonstrated

3- “Involve as Needed”

1 -“Engage & Involve”2 –”Consider Champion for effort”

Desired State

CULTURE OFFICER

INVESTOR RELATIONS

4 “Keep Informed”

Current State Current and Desired State

Italics- do not know current state

KEY ▪ Establish Desired State

LATAM VP

COO

LOB 2 PRES LOB 1 PRESEMEAA PRES

CHRO

LEGAL

LOB 1 – OP VP

LOB 1 – SERVICE VP

LOB 1 - SALES VP

CORP FINANCE VP LOB 2- OPS BP

Stakeholder ID & Analysis

Page 33: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Determine who can support

HIGH

LOW

HIGH

Ab

ility

to

Infl

uen

ce S

ucc

ess

Support Demonstrated

3- “Involve as Needed”

1 -“Engage & Involve”2 –”Consider Champion for effort”

Desired State

EMEAA PRES

CULTURE OFFICER

INVESTOR RELATIONS

CHRO

LATAM VP

COO

LOB 2 PRES

CFO

LOB 1 PRES

4 “Keep Informed”

Current State Current and Desired State

Italics- do not know current state

KEY

CEO

LEGAL

▪ Consider Action Needed

CORP FINANCE VP

LATAM VP

COO

LOB 2 PRES LOB 1 PRESEMEAA PRES

LOB 2- OPS BP

LEGAL

LOB 1 – OP VP

LOB 1 – SERVICE VP

LOB 1 - SALES VP

CORP FINANCE VP

Stakeholder ID & Analysis

Page 34: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Comm. Strategy & Action Plan

KEY STAKEHOLDER COMMUNICATION STRATEGY ACTION PLAN for next PERIOD

NameRole Vehicle Respon. Concerns Action Steps Respon Due Date

COO Weekly Check-in

EMEA PRESWeekly Check-

in

LOB 1 PRESWeekly Check-

in

LOB 2 PRESWeekly Check-

in

LOB 2 PRES Monthly Call

LOB 1 OPS VP Monthly Lunch

LOB 2 OPS VP Bi-weekly Call

LOB 1 SALES VP Weekly Email

CORP FINANCE VPMonthly Check-

in

LTAM VP Bi-weekly Call

LEGAL Monthly Lunch

▪ Establish communication strategy for each key stakeholder.

▪ Each period consider if additional action is needed

Sponsor Engagement & Alignment

Page 35: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

RecapCase for Change. Stakeholders ID & Analysis. Engagement.

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Page 36: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Change Management Methodology – Level 3

Case for Change

Stakeholder ID & Analysis Sponsor Engagement & Alignment

Understand the Change Plan & Manage the Change Reinforce the Change

Communication Plan

Org Impact Analysis

Change Network Engagement

Leadership Engagement & Alignment

Communications Development & Delivery

Training Plan

Coaching Plan

Training Development & Delivery

Coaching Development & Delivery

Change Strategy Resistance Management

Reinforcement & Support Plan

Risk/Readiness

Assessment

Readiness

Assessment

Org Impact Analysis

Leadership Plan

Change Network Plan Examples

Understand the Change

Page 37: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Active ListeningCharisma Coach

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Page 38: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

ACTIVE LISTENING (video)

Your Charisma Coach

Repetition + Question Repetition + Personal Statement + Question

Not a robotUse Sprinkle technique

Enjoyed our chat – have a great day!

Page 39: Advising Leaders on Change and their Role - ASQ …...Centric Consulting NOTICE: PROPRIETARY AND CONFIDENTIAL This material is proprietary to and contains trade secrets and information

Thank you

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