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Presented by Catherine Smithson December 15 2015

Prosci Community of Practice Webinars Getting Executives on Board with Change Management

Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.

• Prosci Affiliate Australia and New Zealand.

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“Change is the law of life. And those who look only to the past or present are certain to miss

the future.” John F. Kennedy

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Prosci by the numbers •  1994 – Founded in Loveland

(Denver) Colorado, USA •  8 global Benchmarking

Reports •  16 years of longitudinal

research •  3,400+ research participants •  63 countries •  80% Fortune 500 companies •  30,000+ Certified practitioners

worldwide •  4,000+ Certified practitioners

Australia/New Zealand

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Prosci 2014 Best Practices in Change Management Benchmarking Report

• 822 participants • 63 countries • Top 3 roles:

•  Change Management team leader

•  External consultant •  Project team leader

• 244 pages • 38 new topics

The largest body of Change Management knowledge in the world.

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2% 2% 3% 5%

14%

15%

25%

34%

Middle East

Latin America

Asia and Pacific Islands

Africa

Europe

Canada

Australia and New Zealand

United States

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Snapshot of participants

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Agenda

• Why Sponsors matter • Best Practices update •  Top 5 Tips • Your experiences?

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Quoteable quotes

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“My Sponsor thinks now we have hired a Change Manager they can go

back to BAU and I will deliver the project benefits”.

“Our Executive Sponsor believes having a PMO and effective PMs is enough”.

“Even though the business has Change Managers, the Sponsor thinks they are more a “feel good

factor”.

“Our Sponsor thinks Change Management is

still training and communications.

“Our Sponsor relies on the Project Manager and Change Manager to get other Executives on board – there’s a limit to what we can do.”

Why Sponsors Matter

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• One of the three capabilities required for project success and benefit realisation

• Prosci PCT Model and the PCT Analyzer are both based on Prosci’s global Best Practices research

© Prosci Inc. All rights reserved www.change-management.com

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Greatest contributors to success

1.  Active and visible executive sponsorship

2.  Structured Change Management approach

3.  Dedicated Change Management resources and funding

4.  Frequent and open communications about the change and the need for change

5.  Employee engagement and participation

6.  Engagement and interaction with Project Management

7.  Engagement with and support from middle management

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✔

ê

é

é

✔

☐

ê

2011 rank

2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.

Sponsor effectiveness directly correlates to project success

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25%

34%

67%

85%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sponsor was veryineffective (score < 2)

Sponsor was ineffective(score between 2 and 3)

Sponsor was effective(score between 3 and 4)

Sponsor was veryeffective (score between

4 and 5)

Percent of respondents that

met or exceeded project objectives

Average sponsor effectiveness ratingCopyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.

Correlation of sponsor effectiveness to meeting project objectives

Per

cent

age

of re

spon

dent

s th

at m

et o

r exc

eede

d

proj

ect o

bjec

tives

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What Is meant by Sponsorship?

• Actively and visibly participate throughout the project

• Build a coalition of sponsorship with peers and managers

• Communicate directly with employees

11 2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.

Most Sponsors do not understand their role

• Apply the Prosci ADKAR Model to your Sponsorship challenge

• Most Sponsors are lacking Awareness and Desire

• Change Management is newish

• Change Managers take different approaches

• Myths and misconceptions are common

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1. Participate Actively and Visibly

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•  Sponsorship is more than signing the check and launching the initiative

•  Examples: –  Set expectations and establish clear

objectives for the project

–  Hold the team accountable for results

–  Attend project review meetings frequently and actively monitor progress

Don’t be the vanishing sponsor!

2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.

2. Build a Sponsorship Coalition

•  The coalition is not just an organization chart

•  The coalition is based on ‘who is being impacted’

• Coalition building is a key role of effective change leaders

14 2014 Best Practices in Change Management Report.

822 participants in 63 countries. Prosci copyright 2013.

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p. 78

3. Communicate Directly with Employees

0% 10% 20% 30% 40% 50% 60% 70% 80%

Other

Change management team leader

Change management team member

Project team leader

Project team member

Human Resources representative

The employee's supervisor

Department head

Senior manager

Executive manager

CEO/President

Percent of respondents

Business messagesPersonal messages

© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

Participants identified senior leaders as the preferred senders for organisational reasons for the change.

2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.

What Do Employees Want to See and Hear From You?

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Current state

Transition state

Future state

Messages •  Why is the change happening? •  What are the risks of not changing? •  Why now? •  How does this change align with our

strategy and direction?

Actions •  Celebrate successes •  Recognize individuals and groups •  Manage resistance •  Demonstrate commitment to

sustaining this change

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Tip 1: Put away the soap box! • Park your passion • Executives are allergic to

lectures •  Talking about Change

Management is tacking Knowledge and Ability BEFORE Awareness and Desire!

• Are you the Sponsors preferred sender?

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Tip 2: Know your Sponsor •  Understand their drivers, values,

concerns and Desire points for the project/change/future state.

•  What does the Future State look like to them?

•  What’s their WIIFM? •  Are they a reluctant Sponsor or

is it their passion project? •  What does success look like for

them? •  Who do they listen to, trust, rely

on? •  Use these insights ethically, to

connect doing the change well and better results/adoption

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Tip 3: Change the conversation •  Focus on the change itself •  Change the conversation from

what we DO in Change Management to what needs to be DELIVERED

•  Raise Awareness on the connection between end user adoption and usage and achieving results •  Why are we doing this project? •  What does success look like? •  Who needs to adopt and use

the change? •  What will adoption, usage and

sustainment look like? •  What will be “enough” usage to

achieve the expected benefits?

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Current state

Transition state

Future state

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Individuals make their own transitions: Adoption and usage

The individual is the unit of change

© Prosci Inc. All rights reserved www.change-management.com

Results and outcomes depend on employee adoption and usage

Solution must be: • Designed • Developed • Delivered

and • Embraced • Adopted • Used

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Future

Effectiveness = Quality x Acceptance General Electric – 1980s

© Prosci Inc. All rights reserved www.change-management.com

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Poll: What is the “people dependence” of the expected benefits of your change?

• Select a current or completed change

• Estimate the % of benefits that are dependent on “people doing their jobs differently”, i.e. adoption and usage.

• 0 – 25% • 26 - 50% • 51 – 75% • 76 -100%

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Tip 4: Less is more •  If you have their interest, use the

tool or Best Practice info that will hit their Desire point.

•  Prosci Project Change Triangle is a good standard.

•  Use examples (good and no so good) from your own organisation

•  Be clear about the partnership needed and roles - it is not the CM’s or PM’s change.

•  Tell the truth, the whole truth and nothing but the truth to your Exec Sponsor!

•  Even if it is hard…. it is only and ever about getting the best adoption, with their people.

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•  Not for Profit: •  We used the Executive Sponsor wisely and sparingly •  Acted as her coach to increase her visibility throughout the project, she lead the

celebration of success ... then we were asked back for her next project •  Financial Services:

•  We persevered with the new concept of a Sponsor Roadmap until the CEO saw the benefits

•  CEO now asks for the Sponsor Roadmap as a standard part of the change approach.

•  State Government: •  Executive Sponsor was the person leading the charge •  Provided lots of support to him to ensure he was able to build a strong coalition and

hold them accountable. •  Community Care:

•  Focus was on clarifying roles of Steering Committee and Sponsor Coalition •  Used the Prosci Project Change Triangle and ADKAR Analyser to show progress -

visual, data based •  Prepared detailed Change Management PIR to show value of focusing on the

people side produced results - this organisation is very good at benefit measurement

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Tip 5: Change the world one Sponsor at a time: Case Studies

Q&A

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More info

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Being Human beinghuman.com.au Prosci •  change-management.com •  prosci.com •  portal.prosci.com