Three strategies to succeed at change

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Three Strategies to Succeed at Change (and What to Do If

Your Efforts Go Sideways)

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#HCIwebcast Agenda

Housekeeping

Feature Presentation

Q&A

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Today’s Featured Guests

Patty McManus Senior Consultant

Interaction Associates

Beth O’Neill Senior Consultant

Interaction Associates

@InteractionAsc

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Polling Question #1

I’m here today because: • I sponsor and/or lead change efforts. • I consult to leaders of change efforts as an

HRBP, OD, OE, or change management consultant.

• I aspire to one of the roles above. • I’m interested in the topic. • Other.

2012

6 © Interaction Associates Inc.

70% Change management failure rate. John Kotter, 1995

$4B Wasted annually as a result of failed UK government change efforts. Guardian Newspaper, 2008.

60% Projects failed to meet schedule, budget, and quality goals. IBM study, 2008.

2012

7 © Interaction Associates Inc.

still 70%

Change management failure rate: McKinsey, 2012

Meet

8

Jody

9 © Interaction Associates Inc.

Jody’s ready to lead change!

Chat Question

Even with the best kind of pre-planning, what elements can take a change process off track?

Please type a phrase or sentence in your chat box now.

10

Strategies for Successful Change

• Set up for Success

• Build Leadership Alignment

• Engage Stakeholders Appropriately

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Strategies for Successful Change

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• Set up for Success

• Build Leadership Alignment

• Engage Stakeholders Appropriately

Context

Where We Want

To Go

How We Plan to Get There

Where We Are

The Big Picture A tool for increasing transparency in the strategy and plan for change

Stakeholders

How We Plan to Get There

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Change management

Analysis and system design

Org structure, roles, and training

Etc.

Strategies for Successful Change

• Set up for Success

• Build Leadership Alignment

• Engage Stakeholders Appropriately

15

Polling Question #2

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Impact When Leaders Are Not Aligned Which of these issues have you experienced most often?

• Mixed messages create conflict in implementation teams.

• Leaders don’t dedicate necessary resources (people and dollars) to the project.

• Misunderstandings lead to errors in execution.

• Staff experiences anxiety because of incomplete or inconsistent messages.

• Implementation stalls due to leaders’ realization that early agreements were based on faulty understanding.

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When Leaders Are Not Aligned

Strategies for Successful Change

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• Set up for Success

• Build Leadership Alignment

• Engage Stakeholders Appropriately

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Seven Critical Questions

1

2

3

4 If they’re opposing the change or refusing to engage with you directly, is there someone who supports you that could provide a better link?

How can you uncover their concerns, issues, and potential contribution?

Who are the individuals or groups that need to be considered or involved at some point in the process?

What is their importance to the ultimate success of the initiative?

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What methods of involving and informing stakeholders would help you strike a balance between efficiency and inclusiveness?

Seven Critical Questions

5

6

7

Who are the losers, meaning the people who will have to give up positions, or people, or a valued way of working?

Who are the winners, the people who will gain the most from the change?

Stakeholder Analysis Example 1

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Jose, Director of the IT Planning Group (3)

?

If opposed, it might be due to his group’s current priorities.

I need to find out this week.

Ask my boss what he knows about Jose. Get on Jose’s schedule. If he’s willing, get a commitment of a senior engineer for the project team. Find out how he wants to be kept in the loop.

Key Stake-holders & Importance 3=Critical 2=Very Important 1=Somewhat Important

Current Level of Support (-)=Opposed (0)=Neutral (+)=Favorable (?)=Unknown

If opposed, for what reason?

Issues, Wins and Mindsets

Stakeholder Strategy and Comments

Stakeholder Analysis Example 2

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Cheryl, Warehouse Manager (2) Cheryl will become a (3) over time

(0) Leaning toward opposed

Knows it’s important but has concerns about how other changes have been managed in the recent past.

Wants her people involved early. A long-time and beloved manager—if she supports this lots of others will.

Make a visit to the warehouse in the next 6 weeks. Find out how she wants her people involved, and who the team leader should contact.

Key Stake-holders & Importance 3=Critical 2=Very Important 1=Somewhat Important

Current Level of Support (-)=Opposed (0)=Neutral (+)=Favorable (?)=Unknown

If opposed, for what reason?

Issues, Wins and Mindsets

Stakeholder Strategy and Comments

Go or

No-Go

Sponsor & Key

Leaders

Phase 1: Current State Analysis

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Project Team

Inventory Mgrs

Finance

IT Ops

Project Team

Manufacturing Ops

24 © Interaction Associates Inc.

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Uh-oh.

When things go sideways

26 © Interaction Associates Inc.

27

TRUST Own your

part.

Make an authentic

statement.

Accept the reality.

* Adapted from Peter Block

Need assistance? Call Member Services (866) 538-1909 or email

support@hci.org

Questions?

Patty McManus Senior Consultant

Interaction Associates

Beth O’Neill Senior Consultant

Interaction Associates

@InteractionAsc

Human Capital Institute (HCI) @human_capital

www.hci.org

Thank you!

interactionassociates.com