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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
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My Presentation
3
My Story
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My Story continued
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Your opportunity
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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
Amount of ChangeConversation or Survey
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Helping the leader be successfulAsk questions to ensure your leader is set up to manage their planned change
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● 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
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
Change Management Models
10
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
cc: archer10 (Dennis) (55M Views) - https://www.flickr.com/photos/22490717@N02
One Size Does Not Fit All
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
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
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
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
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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
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
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
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Telesales Optimization Case for ChangeSponsor: NAME Lead: NAME
OptimizeTerritories
What’s In What’s Out
2
Case for Change
Dinner
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Case StudyJust plain scared
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JUST PLAIN SCAREDCommunication to policy holders with unexpected news
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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
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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Translate concerns to risks, issuesCaptured. Discussed. Reported. Weekly.
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Case StudyNot enough respect
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NOT ENOUGH RESPECTIT Executive can not get data needed from peers in matrixed organization
27
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
Case StudyToo big for their britches
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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
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
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
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
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
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
RecapCase for Change. Stakeholders ID & Analysis. Engagement.
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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
Active ListeningCharisma Coach
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ACTIVE LISTENING (video)
Your Charisma Coach
Repetition + Question Repetition + Personal Statement + Question
Not a robotUse Sprinkle technique
Enjoyed our chat – have a great day!
Thank you
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