Nick Stannard Manager, Customer Success, LinkedIn
“To improve is to change; to be perfect is to
change often.” – Winston Churchill
Will Leahy Global Performance Consultant, LinkedIn
“Everybody has a plan until they get
punched in the face” – Mike Tyson
Today’s
agenda
• Change management defined
• Becoming a “Change Agent”
• One simple framework
• Theory in practice
• Practical application
• Q&A
How did that make you feel? This refers to us
tricking the
audience about
changing rooms
during our intros
Change Management helps: Reduce disruptions to people and business
Drive intended behavior
What is Change Management?
Remove barriers:
• How could this fail?
• Connect change to the broader mission
and vision – WIIFM?
Managing change should be about helping your people understand the
organizational changes and the value received from transforming the business
% Of change
management efforts
fail to achieve target
impact
What is a Change Agent?
What do Change Agents do?
• Change agents encourage employees to support the
transformation in their daily actions, behaviors, and attitudes
• Change agents take initiative, remain positive, & employ empathy
Why is a change agent important?
• Projects require employee commitment for success and leaders
• Play a critical role in engaging and protecting employees and
gaining employee commitment and buy-in
• Who will guide people through the change curve?
Famous Change Agents – Who Do YOU Relate to?
Change Journey Across the Transformation
Perf
orm
an
ce
Time
“The
Valley of
Despair”
Change frameworks can be overly complex…
Navigating Through Change Management
1. Inspire – Get People Excited 2. Educate – Drive Understanding
3. Measure – Track Success with Data 4. Reward – Reinforce Positive Behaviors
Manage change and drive adoption in 4 easy steps…
Theory in Practice
Inspire
Educate Measure
Reward
• Have a senior leader kick off
the initiative in a town hall
meeting
• Host a contest for team that
comes up with the best
change slogan
• Connect the
change to the
mission, vision, &
values of the
organization
• Have a “kick-off day” for the
change dedicated to learning
and practicing
• Post important collateral on
an internal micro-site or wiki
• Clearly define exactly what
success looks like
• Define 3
quantifiable
measures to asses
adoption and
progress on goals
• Send the top adopter on a
weekend vacation
• Recognize top
adopters during a
team meeting and
promote them
Putting the human back in Human Resources
Let’s get practical
• Define Audience
• Create Delivery Schedule
• Assign resources and curriculum
Solution Analysis
• Develop Training Collateral
• Design Assessments
• Assign Resources
Solution Development • Deliver Training
• Administer Assessments
Delivery
• Provide coaching and feedback
• Assess needs
• Conduct refresher training
Evaluation
Insert Change
Management
Sr. Director to host kickoff call
Design interactive
learning day with small groups
Report out on goal attainment individually and
as a group
Celebrate success and
deliver results
Inspire Educate Measure Reward
Change Across the Transformation
Pe
rfo
rma
nc
e
Time
“The valley
of despair”
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