GE Transformation Chanage Management Program

Welcome
{Site Name} Work Out
Rick Rabideau & Dee Daley

2
Proposed Agenda
 Welcome and Introductions
 Climate Discussion
 Leading Change – Where Are We Going?
 Systems and Structures – Michelle Brauning
 Driving Successful Change
 Identifying and Addressing Resistors
 Impact and Effort of Proposed Solutions
 Communication Plan Review
 Close – Plus - Delta

3
Purpose and Deliverables
Deliverables
• Transformation CAP Plan
• Addition skill and knowledge about leading transformation
• In-depth perspective of organizational change
• Team-building
Purpose: Provide Site leaders with the insights, process and
tools they need to effectively lead the transformation of their
organization into a multi-product, cross-sell operation.

4
Q X A = Effectiveness
Customer
Needs
Formula for Success
Operational Tasks
Human Emotions
Changing an organization is inherently and
inescapably an emotional human process.

5
…I think that GE has to be about people.
It’s the most valuable part. It’s the asset
that we could never take for granted.
Jeff Immelt

6
Overview of CAP Steps
SYSTEMS AND STRUCTURES
CURRENT STATE TRANSITION STATE IMPROVED STATE
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitor Progress
LEADING CHANGE
Leading Change – The champions who
sponsor the change are visible and are
showing on-going support of the change.
Creating A Shared Need - The reason to
change, whether driven by threat or
opportunity is instilled in the organization &
widely shared. The need for change must
exceed its resistance.
Shaping A Vision - The desired outcome is
clear, legitimate, widely understood and
shared and shaped in behavioral terms. The
associates understand how their behaviors
and actions will change as a result of cross
selling.
Mobilizing Commitment - Strong
commitment from key constituents to invest in
change, make it work, demand and receive
management attention. Key constituents
agree to change their own actions & behaviors
to support change.
Making Change Last - Once started, change
endures, flourishes & learnings are transferred
throughout the organization.
Monitoring Progress - Progress is real;
benchmarks set and realized; indicators
established to guarantee accountability
Systems & Structures – Have we made the
appropriate changes to the following:
Staffing, development, measures, rewards,
technology, org. structure

7
Site Climate – Current State
 Retailer messages
• What’s working, what needs improvement?
 Readiness for expanded cross-sell

8
GE Consumer Finance
―The challenge is in the breadth of
what we are doing, with the right
skills to be successful. It is critical
we all develop the mindset of a
multi-product company.‖
Mark Begor

9
Mindset of a Multi-product Company

Leading Change and
Creating Shared Need

11
Productand ChannelView ofGECF-Aand Competitors
0
5
10
15
20
25
30
35
0 2 4 6 8 10 12 14 16 18 20
# of Channels
#ofProducts
B of A Household Citigroup MBNA GECF-A in use GECF-A available
Competitive Landscape
… … Our competitors are winning today - they’re able to turn their customer relationships into multi-product
relationships

12
’01: $22B
’04: $40B
’07F: $123B
PLCC
75%
RSF
16% Other
4%
PLCC
44%
RSF
23%
Mortgage
24%
LA,
CPS,
BCS
PLCC
21%
8%
RSF
14%
LA,
CPS,
BCS
8%
Mortgage
33%
Dual
20%
PL
6%
GECF- Americas Transformation
$16.5 B $25.8 B
PLCC Continues to Grow. It just becomes a smaller
piece of the entire GECF-A business
Revenue
PLCC
Revenue

13
Retailer Marketing Credit Marketing Product Marketing
Examples:
 Retailer Events
 Seasonal Messages
 Loyalty Reminders
Examples:
 Credit Promotions
 Add Authorized Users
 Card Features/Benefits
Examples:
 Debt Cancellation
 Debt Consolidation
 Personal Loans
 Home Equity
Identity Track
Build retailer brand, traffic and loyalty
using customized messaging in call
centers
Drive credit sales and store traffic using
customized messaging to targeted
customers
Provide targeted financial solutions for
consumers while strengthening the
retailer’s relationship with their
customers
Channel Examples:
o Closing the call
o IVR messaging
o Statement messaging
Channel Examples:
o Card carriers
o Hold messaging
o Direct Mail
Channel Examples:
o Card activation
o Inbound/outbound calls
o Web
Credit Penetration RevenueAssets
Four Types of Cross-Sell
Retention
Examples:
 APR Reduction
 Dual Card
 Card Features/Benefits
Utilizing specific tools and strategies to
keep customers when they call to close
their accounts using offers that create
loyalty and usage.
Channel Examples:
o Inbound calls
o Direct Mail
o IVR
Loyalty
Lowes, JCP Kettering, GECIS
Tampa
Wal-Mart
RSF Ops
Canton & RSF Collections
SAM’s
JCP Albeq
All GECF-A is
doing Retailer Mkt

14
Best Practices Presentation

Systems & Structures
• Staffing
• Training & Development
• Communication
• Compensation & Incentives
• Measures
• Information Systems
• Resources to Support New Culture
Systems & Structures – Have we
made the appropriate changes to the
following:

17
Low
Med.
High
Impact of Transformation on GECF-A Systems and Structures
The greater the # of these dimensions that will be affected
by the change, the more complex the change will be.

18
Cross Sell Update
Hiring & Development
• Pre-Employment Assessment Modified to Identify Sales Potential
• New Hire Job Description Updated with Cross-Sell Wording
• Sales Skills Training Module Complete; Rolling Out Based on Client Calendars
• Cross Sell Coaches – Pilot Kettering 8/04
Systems
• GRIP Linked with Workstation and FDR
Provides Sales Measures @ Associate, Site and Product Levels
Prioritizes Product Offers - August
• IVR Identifying Opportunities, Routing Calls and Fulfilling Sales
• ROD On Demand Recording capability for sales- currently Debt Cancellation
Measurements
• Associate Cross Sell Metrics Competency = 10%
• Associate Cross-Sell Q-Cal Requirement
• Manager Cross Sell Goals
Incentives
• Ad Hoc R&R Programs by Site/Portfolio
• Testing Ovation Incentive Program Tied to Sales Metrics
Culture
• Site Cross Sell Champions
• Site CAP Sessions on Transformation to Ready Managers
• Transformation Guidebook (Practical Tools) to Supplement CAP Plan

19
My Boss
Economy
Technological
Changes
Company
Decisions
My attitude
My performance
My actions
Dynamics of Change Circle of Concern
What I cannot control
Circle of Influence
What I can control

20
Focusing Your Change Energy
 I can control
•
 I cannot control
•

21
Me
Leadership
Team
Support
Associates
Transformation
Happens
Locally!
Driving Successful Change

22
Me
Leadership
Team
Support
Associates
Transformation
Happens
Locally!
What Must Change?
Me

23
Me
Leadership
Team
Support
Associates
Transformation
Happens
Locally!
What Must Change?
Leadership Team


24
Morale/ State of Mind Meter
Exuberant
Contented
Satisfied
Indifferent
Frustrated
Demoralized
• Where is your site?
• Where would you like
your site to be?
• How will you get there?

25
Are Managers More Likely to Catch You
Doing the Right Thing – Wrong Thing?
Feedback
CCL research showed, for
people to act upon
feedback you needed to
provide 4 positive items for
each constructive item.
Your Site

26
Me
Leadership
Team
Support
Associates
Transformation
Happens
Locally!
What Must Change?
Supporting Associates


27
What People Want What People Often Get
Empathy
 Being listened to in an non-
evaluative manner.
Well Intended Directives
 Information on new tasks and
assignments
Information
 Leading Change, Shaving a
Vision and Creating a Shared
need
Avoidance
 Managers who themselves do not know
a lot of answers are uncomfortable
sharing
Ideas
 Suggestions and options for
them to make the change
effectively
Rah rah
 Good for beginning-less appropriate for
transitions
What Leader Can Do to Help During
Transition

28
Denial Commitment
Characteristics
 Confusion
 Loss of identity
 Apathy
Characteristics
 Teamwork
 Satisfaction
 Clear focus and plan
 ―Sign me up‖
 Acceptance
Resistance Exploration
Characteristics
 Anger
 Withdrawal
 Fighting
 ―I gave my all and now look
what I get.‖
 ―I don’t like it.‖
Characteristics
 Too many new ideas are
generated
 Frustration
 Have a lot to do
 Trouble focusing
 Bargaining
 Open to new things
• Research shows that
people share predictable
stages in their
emotional reaction to
change.
• Each stage is natural
and normal.
• The stages are generally
chronological, although
we do also switch back
and forth sometimes,
depending on various
factors.
Predictable Emotional Process of Change

29
What Leaders Can do to Uncover
Resistance – The Seen & Unseen
Copyright © 1998 by The Forum Corporation
Seen &
Heard
Words
Voice Tone
Demeanor
Unseen &
Unspoken Thoughts
About Change
Feelings
About Change
Beliefs About
Change
Previous
Experiences
Leaders must
look below the
surface

31
Action Planning
______ Me ______ Leadership Team ______ Supporting Associates
Action Item
Objective
How will your team
achieve this?
Resources Required
Impact ____ High _____ Low
Effort ____ High _____ Low

32
Low
Effort/Cost
Determining the Impact of Solutions
Impact
High

Mobilizing Commitment
Mobilizing Commitment - Strong commitment
from key constituents to invest in change,
make it work, demand and receive
management attention. Key constituents
agree to change their own actions & behaviors
to support change.

34
Mobilizing Commitment - Overview
 Why bother?
– Need sufficient support and involvement from
key stakeholders
– Critical mass must be won over
– Key difference between success and failure
 What are we after?
– Coalition of committed supporters
– Identification of potential resistance
– Conversion of key influencers
Mobilizing commitment positions the team
for downstream interventions

35
Mobilizing Commitment – Shifting Mindset
Overall strategy is to define pockets
of resistance and support
Time
Innovators Resistors
Early
Adopters
Late
Adopters
% of
Population
Ready &
Willing
Ready &
Unwilling
Unready &
Unwilling

36
Stakeholder Analysis
Names Strongly
Against
Against Neutral Supportive Strongly
Support-
ive
Desired State
Our Site as a whole
Team member A
Team member B
Etc.

Identifying and Addressing Resistance

38
Resistors/Issues Regarding X-Sell


39
• We are taking away their time (to read / surf the web / socialize, etc.)
• They may feel threatened
• They like things the way they are now
• They may have a fear of rejection
• They have always been rewarded and praised for servicing calls quickly....now we're
changing
• Former "stars/high performers" may feel hurt or envy as they change places with surfacing
new stars
• They may identify with telemarketers and perceive that as negative
• They may not feel they have the "change" skills to successfully make this transition
• Personalizing -- "I" don't like or see value in this product
• They may feel their personal value is being changed
• They may feel they don't have sufficient sales and/or product knowledge to successfully sell
Resistors from Other Sites

40
Focus Group Questions
Associate Question We Can
Answer
Someone
Else
Answers
No
Answer
1.

41
Add A Card Product
 Why are we doing Add-A-Card?
March 2004 kicked off the official launch of Lowe's
Add A Card program. Since then, 20,000 new cards
have been added with an overall goal is 100,000
for the year. Judging by the momentum so far, the
cross sell team is off to a great start.
Research demonstrates that accounts with two or
more cardholders spend an average of 20 percent
more than one card accounts. The data also shows
that accounts with two or more cardholders make
8.6 trips to the store annually - representing a 27
percent increase compared with one-card accounts

42
Next Steps
 Complete Action Planning
 Complete Q & A and respond to Associates
 Implement Action Plan
 Schedule tollgates

43
Plus - Delta
 Plus  Delta

The remaining slides are extra. They
were developed but removed from the
current process. Use if you find any of
them helpful.
Transformation Guidebook is now live on the Transformation
Web site: http://sun.rfs.capital.ge.com/Transformation/
Under People > Managers. Select Transformation Guidebook

46
Predictable Emotional Transitions
Endings
• Every transition begins
with an ending.
• We often
misunderstand endings,
confusing them with
finality.
• Endings are actually as
much the beginning of
the process of renewal
as they are the ending
of an old chapter.
Neutral Zone/
Transition State
• This is the seemingly
unproductive time when
we feel disconnected
from the people and
things of the past.
• Robbed of the
predictability of past
habits and routines, we
feel disoriented.
New Beginning
• In the beginning, we
become emotionally
secure with the new
circumstances and
optimistic about the
future.
• This takes more than
just perseverance.
• It requires passages
through the ending and
transition zones and
working through
motions during each.
Understanding common stages of change helps everyone
understand and adjust to changeWilliam Bridges, “Navigating Change”

47
Endings
• React to the ending;
acknowledge it and
do not deny it.
• Accept the reasons
for he change.
• Realize you are
headed for the
transition state;
preparefor confusion.
Transition State
• Expect to be confused and
frustrated; you are leaning
new skills..
• This can be a stormy time
because we do not have all
the answers.
• Support each other.
• Seek guidance to make
sense of the transition.
New Beginning
• Take new actions with
confidence; test your
adjustment and
• Do not expect
perfection.
• Help others.
Coping Tips for the Predictable
Emotional Transitions

48
Expect
Resistance
Resistance to
change is natural
and expected in any
new or
uncomfortable
situation. You can
count on it.
Why do people resist change?
 They are satisfied with the way thing are.
 They perceive loss of control
 They fear the unknown
 They fear failure
 They believe they will have to work harder – what’s in it for them, anyway
Know the
Emotional
Process of
Change
Understanding the
emotional stages
that often occur in
response to
change help
managers to coach
effectively.
Coaching the
Change
Process
Use these tips
when coaching
employees through
the change process
 Resolve individual
personal issues
utilizing the GECF-A
coaching model
 Clearly communicate
information
 Calm the troops
 Control rumors
 Walk the Talk –
support the change in
everything that you do
and say
 Encourage employees
to express their feelings
 Prepare a plan to meet
any lowered
productivity or morale
 Communicate short
term goals
 Provide assurances to
reduce uncertainty
 Communicate a vision
of the future
 Clearly communicate
performance metrics
 Continue to hold
individual coaching
sessions
 Conduct team building
activities
 Build commitment and
loyalty
 Conduct career
coaching discussions
 Shape and reinforce
the new culture
 Involve employees in
planning for the future
 Communicate new
short term and long
term team goals
Would it be easier if you ignore employee concerns about change? Would they “get over it” faster?
It’s just the opposite – employees will find it easier to remain focused on their work if you allow them to express their
feelings, acknowledge their fears, and listen to their concerns. Focus groups conducted by an impartial facilitator will allow
people to ―vent‖ their feelings. Respond to their questions in an empathetic and honest manner.
Exploration
 Too many new
ideas
 Frustration
 A lot to do
 Trouble focusing
 Bargaining

49
GECap.Chngmgmt.Mod5flip.PPT.23Jan98 18Copyright © 1998 by The Forum Corporation
Surface:
• Get resistance out in the open
• Make it as safe as you can
• Ask for it all
Uncovering and Addressing Resistance
Honor the
Resistance:
• Listen
• Acknowledge
the concern
• Reinforce that
it is ok
Explore the Resistance
• Once the resistance feels safe, explore the
nature of it together. Use question like; What is
your objection: What would you prefer:
• Avoid “Whys” and use “What” and “How”
Recheck:
• Where you
stand on the
issues
• Reach mutual
understanding
of next steps &
expectations

50
Handling Your Own Emotions
 Proactive Steps
1.
 Reactive Steps
1.

51
• Ask for information
• Assess/develop my skills
• Identify options
• Discuss with experienced
colleagues, HR
What YOU Can Do
Proactive
Reactive

52
Reward
Cooperation
Competence &
hard work
Fairness &
equity
Open
Communications
Mutual respect
& support
Integrity
Obtaining the trust of your employees is critical during change
Building Trust
Trust!

53
Employee 2
Aware of
the change
Understand
reason for
change
Understand
new
Expected
behaviors
Commit
to the
change
Acquire
skills
Understand
performance
metrics
Employee 1
Aware of
the change
Understand
reason for
change
Understand
new
Expected
behaviors
Commit to the
change
Acquire
skills
Understand
performance
metrics
Employee 3
Aware of
the change
Understand
reason for
change
Understand
new
Expected
behaviors
Commit to
the change
Acquire
skills
Understand
performance
metrics
Grey color = Employee reached that stage
The organization does NOT change as 1 big unit.
Some employees never commit to the change; some never acquire the skills.
Employee 4 (joins later)
Aware of
the change
Understand
new
Expected
behaviors
Commit to the change
Acquire
skills
Understand
performance
metrics
Change is Individual

54
Life Changes
 What personal traits or characteristics helped you to
handle the change?
 What were some of the sources of support you used to
manage the change?
 How did you make the ―change‖ work for you?
Think back to a major change that took place in
your life – career change, having children,
moving, graduating from college, leaving home:

55
What is Coaching?
 Coaching is an interactive process of helping others
reach their goals
 Coaching involves unlocking a person’s potential to
maximize his or her performance

56
Coaching Intervention Strategy
 Who
 What
 When
 Consequences of intervention approach
• Who
• What

57
What Coaching is and is not
Coaching is not:
• Directing
• Training
• Corrective action
• Reprimanding
• Mentoring
• Therapy
Coaching is:
• Focused
• Work related
• One to one
• A continuous process

58
The Coaching Process
Reflective
Listening
Advocate Inquire
Strategy

59
The Coaching/Communication Process
• Inquire (Ask) about a coachee’s abilities and
goals using open ended questions
• Reflect (Listen to) the content and feeling of what
the coachee is saying
• Advocate (Tell/ share) perceptions and standards
a coachee needs to meet

60
Feedback will
form the basis
for your
discussions
Feedback
Action Planning
Reflective
Listening
Advocate Inquire
SOI
Strategy
Feedback in Coaching

61
What is Feedback
 Feedback is used to make a person or a group
aware of a behavior you see and how that behavior
is affecting customers, the business, the team or you
 Feedback is a key step in moving through the
coaching process

62
 After completion of a project/initiative
 When behavior patterns emerge
 Periodic progress reviews/updates
 Informal luncheons/discussions
 Interim coaching
 EMS/annual performance review
When to give feedback…
Delivering Feedback

63
Self-Feedback
Motivational
Feedback
Developmental
Feedback
Coach asks (Inquiry):
• What do you think went well?
• What might be improved?
Coach offers praise for positive
actions. REMEMBER: Never
use the word “but”.
Coach offers suggestions for
future improvement.
Presenting Feedback

64
My Plan for Leading Change
 Where am I on the the change
continuum?
 Where would I like to be?
 What is one significant action I can
commit to now that will help me
move through the change process?
 What is one action I can take now to
become a change leader and help
others more through the process?
 How can I remain a change agent?
 What are my strengths, personal
characteristics, skills and knowledge
I draw on during change?
 What sources of support can I draw
on that will help sustain me?

65
Leads Change
1. Seeks and supports process innovations that improve productivity.
2. Finds opportunities in change rather than excuses for avoiding change.
3. Vigorously questions the status quo.
4. Demonstrates personal competencies for change.
5. Initiates change instead of merely reacting to external pressures for change.
Creates A Shared Need
1. Generates data that shows need for change.
2. Communicates an urgency about the need for change.
3. Helps others see why the change is important.
4. Demonstrates the importance of change through personal behavior.
5. Is able to convince people that they cannot be successful by maintaining
the status quo.
6. Helps others understand that continual process and product improvements are
required to satisfy customers.
7. Helps employees see that GE’s success depends on its ability to continually
change to meet changing conditions.
8. Helps employees see that their own success in GE depends on their ability to
continually change to meet changing conditions.
Total ______________
Divide by No. of Questions (5) ______________
Average of Dimension ______________
Total ______________
Almost Never
Sometimes
Seldom
Usually
5
5
5
5
5
3
3
3
3
3
1
1
1
1
1
2
2
2
2
2
4
4
4
4
4
5
5
5
5
5
3
3
3
3
3
1
1
1
1
1
2
2
2
2
2
4
4
4
4
4
5
5
5
1
1
1
2
2
2
4
4
4
3
3
3
Cap Self-Assessment
Almost Always

66
Almost Always
Total ______________
Mobilizes Commitment
1. Creates a bold sense of purpose that energizes others.
2. Creates enthusiastic support for the change initiatives of the business.
3. Inspires others to carry out needed changes.
4. Builds networks of people who are committed to change.
5. Is able to counteract resistance to change in his or her organization.
Shapes A Vision
1. Provides a clear sense of direction.
2. Clarifies roles and responsibilities for accomplishing change.
3. Articulates a vision that others can readily embrace.
4. Communicates the organization's vision clearly and candidly.
5. Translates the organization’s mission into relevant, challenging objectives
that employees understand.
6. Sets fair, challenging, timely goals for him/herself and others.
Almost Never
Sometimes
Seldom
Usually
5
5
5
5
5
5
3
3
3
3
3
3
1
1
1
1
1
1
2
2
2
2
2
2
4
4
4
4
4
4
5
5
5
5
5
3
3
3
3
3
1
1
1
1
1
2
2
2
2
2
4
4
4
4
4
CAP Self-Assessment
Total ______________

67
5
5
5
5
5
3
3
3
3
3
1
1
1
1
1
2
2
2
2
2
4
4
4
4
4
Makes Change Last
1. Acts in ways that demonstrate continuing commitment to the change.
2. Transfers leanings and successes from one site to another.
3. Assigns responsibility for making the change last.
4. Commits his or her personal time, energy, and focus to making the change last.
5. Commits the organization’s time, money, and manpower to making change last.
Total ______________
Total ______________
Almost Never
Sometimes
Seldom
Usually
5
5
5
5
5
3
3
3
3
3
1
1
1
1
1
2
2
2
2
2
4
4
4
4
4
Monitors Progress
1. Tracks progress toward the change objectives.
2. Shares information widely concerning progress toward change objectives.
3. Establishes targets, benchmarks and milestones.
4. Provides specific, frequent, relevant feedback.
5. Holds people accountable for progress toward change objectives.
Almost Always
CAP Self-Assessment

68
Changing Systems & Structures
1. Alters employee selection practices when necessary to support and be
consistent with the desired change.
2. Alters the training and development programs when necessary to support
and be consistent with the desired change.
3. Alters the reward and recognition systems when necessary to support
4. Alters the ways performance is measured when necessary to support
5. Alters the organization’s structure when necessary to support
6. Uses existing communication channels, and establishes new channels
when necessary, to support the desired change.
Almost Never
Total ______________
Sometimes
Seldom
Usually
Almost Always
5
5
5
5
5
5
2
2
2
2
2
2
4
4
4
4
4
4
1
1
1
1
1
1
3
3
3
3
3
3
CAP Self-Assessment

69

Person/Group What do they need to know? 1 2 3 4 5 6 7
Sponsor
Know team is on target for time and
deliverables A A A A
SVPs Awareness of Project Goal and impact B A
Non exempt associates What's it mean to my job? C A G
All exempt associates What's it mean to my job? C A
HR What EFT or policy impact is involved C A
CD Which clients are you affecting C A
PD What support do you need? C A
MBB/QL? Do you have the right data/rigor? C A
Week
Legend for Communication Vehicles
A = E-mail from team
B = E-mail from sponsor
C = Face to face meeting with project lead
D = GECF-A Newsletter
E = Staff Meeting
F = Team Meeting
G = Visit from SVP
Sample Communication Plan

70
Communicating with Employees
 Create A Communication Plan to address their needs.
 Be proactive, vocal and visible; communicate frequently, including
face-to-face.
 Listen and be open to dialogue and resistance.
 Tell employees what they can expect to happen and when.
 All managers convey the same message.
 Repeat key messages over and over again.
 Show project milestones and provide progress updates.
Literature indicates that without a systematic communications strategy, companies
undergoing change risk false rumors, employee anxiety, low morale, and outright
resistance to change. To counter these hurdles, use strategies listed above.

71
Goal
A goal is an articulation of your overall aim. It defines the end state in general terms.
•Goal
Objectives
Objectives are important because they create clarity about what you’re trying to
accomplish and the results you want to achieve. Good objectives are SMART: Specific,
Measurable, Agreed upon, Realistic, and Timebound.
•Objective
•Objective
•Objective
Strategies
Strategies are the methods or approaches for achieving your objectives. Many
communicators have a natural tendency to jump from setting objectives right to specific
tactics. Resist that temptation and think in broad terms about what approaches are
possible. Begin by listing a number of different strategies—even if each does not quite
achieve your objective—to make sure you’re exploring every opportunity.
•Strategy
•Strategy
•Strategy
Communications Planning Tips

72
Who: Stakeholder -
Audience
What: Purpose –
Topics – Messages
How/Where:
Activity –
Methods
When:
Frequency
Measurement:
Knowing you
are successful
Budget – Notes
Template to Develop A Communication Plan

73
Sample Communication Plan
Written
Electronic
Newsletter
Bulletin Board
Memo/Letter
America’s Marketplace
Oral
Team Meetings
GKN Council Mtgs.
DFSS Tollgate Revs.
Staff Meetings
All-hands Meetings
ProvideInformation
ReduceUncertainty
Persuade/ChangeOpinions
EvaluateAmongAlternatives
DecideAmongAlternatives
Empower
Announce
the Project
Demo/
Clarify the
Mission
Begin to
Mobilize
Commitment
Begin to
Monitor
Progress
E-mail to Select group
E-mail to Americas
M.E. Tetnowski
R. Hess
Mktg/CommTech Mgmt
letter to Staff
M.E. Tetnowski 2/98
Fines’ Staff 12/17/97
Comm Analyze
Trng (Fines) 1/98
Monthly
As Needed
Regional/Site Mtgs.
Resource Discussions
E-mail to Americas
Mktg/CommTech Mgmt
letter to Staff
Pilot
Process Owners
Web Use Reports
Control Charts
x x
x x
x
x
x x
x x x
x x x
x x x x
x x x x
x x x x

74
“I do not know what I do not know”
Unconscious
Competence
Conscious
Incompetence
Conscious
Competence
Unconscious
Incompetence
“I now know what I don’t know”
“I know how to do it, but it
takes concentration and focus.”
Discomfort and
Resistance Step
“I know how to do it and
it comes with ease.”
Proficiency!
Stages of New Skill Development

Creating A Shared Need
Creating A Shared Need - The reason to
change, whether driven by threat or
opportunity is instilled in the organization
& widely shared. The need for change
must exceed its resistance.

76
Focus Group Themes
Integrity
Don’t make us sell
something that
doesn’t work.
Listen & Advocate
I don’t see anyone
working on the
problems.
Give us the training
and job aides to do
the job well.
Preparation
Systemic View
Member
Club GECF-A
My job is service; I
hate it when people
sell to me.
Identity & Self-Esteem
Don’t penalize us for doing the
right job. Give us the time to
handle the member’s problem
in a quality manner
A lose:lose situation

77
Changing Customers and Markets
Source: Yancelovich Monitor,
American Demographics,
Various Articles
Research shows
that customers
want:
Consumers
Feeling Greater
Financial
Insecurity &
Pressure
Key Trends:
Diversity &
Aging
Population
Some Solutions that
the Transformed
GECF-a can offer:

78
Threats of Not Doing Cross-sell

Opportunities of Cross-selling

Creating A Shared Need

79
Actions to Establish Opportunities
Action/Task Who

80
TPC Analysis – Resistance to Change
Source of
resistance
Definition causes
of resistance Examples from our Site
Technical
Political
Cultural
Aligning and structuring
organization
 Habit and inertia
 Difficulty in learning new skills
 Sunk costs
 Lack of skills
Allocating power and resources
 Threats to old guard from
new guard
 Relationships
 Power and authority imbalance
or self-preservation
Articulating the glue or cultural
norms
 Selective perception
 Locked into old ―mindset‖
 Afraid of letting go

81
Action Items From Work Out
• Send X-sell formation link.- Dee
• Michelle B. – Get back to Dee to tell us if the interview questions will change.
• Set Expectation – when GRIP is working for add a card – may have system glitch
and when going to FDR/WS, they may not be eligible. Tampa Mgt
• Need to ensure in the future if we have capacity to “shut off” X-sell, that we make sure
Associate’s evaluations are taken into consideration. George
• Sites and groups with less opportunity to X-sell need to be considered by measurements
call. George
• Dee will touch base with Mia & Michelle (X-sell champs) regarding weekly incentive
call.
• Ask Mia regarding benchmarking incentives and get back to the Tampa Team. Dee
• How does the IVR sell? Dee
•Write responses to focus group questions. George

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