Change Management: How to Enable Organizational Change for Real & Lasting Results
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Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service. This is no easy task. And the pace of change is only accelerating. Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively. In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
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Change Management: How to Enable Organizational Change for Real & Lasting Results
- 1. AT T R A C T . C O N N E C T . K E E P By: David Sawa Principal and Owner Equium Consulting Group ENABLING CHANGE FOR REAL AND LASTING RESULTS
- 2. AT T R A C T . C O N N E C T . K E E P CONNECT WITH US @PerfectMINDfans perfectmind @PerfectMind @perfectmindinc
- 3. Session Objectives By the end of this session, you will be able to: • Understand the practical objectives and impacts of change management on your organization • Understand the change process people go through every time • Identify some practical ways to address the real life challenges you face to reach the outcome you need
- 4. The real implications of managing change Explanation of how people process change so you can address it effectively Examples of change faced by your industry Practical ways to manage this change Developing your own go-forward action plan Final Question and Answer period Wrap Up Agenda Let’s Discuss
- 5. Do You Know? The Top 5 Reasons Why Change Fails? 1. Lack of active and visible sponsorship 2. Insufficient change management resources 3. Manager or supervisor resistance 4. Front line employee resistance 5. Lack of experience managing behavioral change
- 6. Do You Know? The Top 5 Criteria for Managing Change? 1. Active, visible and trustworthy sponsorship 2. Clear understanding of stakeholder impacts 3. Concise, timely and tailored communications 4. Role based (two-way) “WIIFM” engagements 5. Key performance indicators (KPIs) to measure progress and track success
- 7. Positive Effects of Managing Change Increased Performance Increased Loyalty Reduced Staff & Client Churn Increased Job Satisfaction Improved Internal Capabilities Better Adaptability to Futures Changes Less Cost of “Re-Do’s” All Have Measurable and Positive Business Impacts
- 8. The Risks of “Re-Do”on your Organization Business Impacts RE- design RE- think RE- work RE-vise RE- schedule RE- Train
- 9. How People Manage Change Time ChangeAdoptionLevel AWARENESS KNOWLEDGE BUY-IN COMMITMENT INTEGRATION Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 AWARENESS DESIRE KNOWLEDGE ABILITY REINFORCEMENT • Change is individual • Early engagement is key • The process is the same • Need to know where people are • Help them manage change effectively
- 10. Practical Building Blocks To Apply Clear Vision Tailored Engagement Clear Impacts Support Plans Reinforce Right Behaviors
- 11. Change Trends in Your Industry Long Tenured or Unionized Employees Little Experience or Success Managing Change Evolving & Demanding Client Requirements Pressures on Internal Resources Changes in Regulatory Requirements Silos in Organizational Structures
- 12. Long Tenured Employees The Situation Key People Challenges Change Tactical Recommendations • Lots of in-house knowledge • Lots of domain experience • Respect of their peers/influential • Can be an untapped resource • Tend to be comfortable with the norm • Attached to past ways of doing things • Lower willingness, or need, to change • Can be challenging to work with (stubborn) • Show them the value and focus on the “What’s in it for me” – in real and current terms • Engage them often and in person; make them part of the peer support model (change team) • Have them part of the decision making model; ask “what would you do?” to gain buy-in • Engage those who have influence over this group (Senior Leaders) to paint the way forward
- 13. Evolving Client Demands The Situation Key People Challenges Change Tactical Recommendations • New technology has altered the competitive landscape • Client have high service expectations as a result • Need to continually leverage innovation • Some clients/staff are anxious, skeptical of the changes ahead • Limited experience handling large changes • Churn in key staff could result, impacting operations & service levels • Make the changes less daunting; show the value expected in manageable stages • Paint the big picture and show the future state – allow people to find the value and WIIFM • Highlight the project team members assigned to help manage the shift • Measure and promote progress and quick wins’ show positive momentum
- 14. Change Pillars for Success High User Adoption Active Leadership Shared Vision & Purpose Tailored Engagements Feedback and Follow Through Change Measurements or KPIs Strong Peer Support Model
- 15. The “Top 10” List for Engagement Address What’s in It For Me First Appeal to What People Care About Tap Into Desires to Avoid Loss Tailor to Meet World Views Group Your Audience Address the “Future Discount” Principle Make it Real and Concrete Address Both Sides of the Brain Careful Not to Overload Know Your Pro’s and Con’s
- 16. Things to Remember Change is Enabled, not Managed Change Must be Meaningful Resistance is Normal Change is Top Down and Bottom Up Change is Individual Change Happens When Individual Needs are Met
- 18. Top Challenges to Address
- 19. Your Next Steps • Start Early! • Find the right resources to engage • Keep dedicated and consistent resources throughout • Engagement + communications • Engage at all levels and roles/functions • Increase relevancy; focus on WIIFM • Evoke leadership support asap! • Change goes well beyond go-live • Focus on operational readiness • Develop a robust support and deployment plan
- 21. Free Resources
- 22. Thank You 1 . 8 7 7 . 7 3 7 . 8 0 3 0 Pe r fe c t m i n d . c o m David Sawa Principal and Owner Equium Consulting Group 604.889. 5579 dsawa@outlook.com
Notas do Editor
- Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
- Ask the audience to state what they think are the top reasons for failure and state why Then list them and apply the top 5 to their industry Ask the audience if they agree? Ask the audience if they can provide a real example of when this was done and why the change was not successful
- Ask the audience to state what they think are the top reasons for failure and state why Then list them and apply the top 5 to their industry Ask the audience if they agree? Ask the audience if they can provide a real example of when this was done and why the change was not successful
- Based on
- Addressing the people side of change too late has real and measurable impacts Most impacts can be avoided or minimized if addressed early Poor past performance is hard to shake and can linger on Little value is gained from discouraged, disenfranchised and apathetic employees
- Real and lasting change depends on people. Therefore, effective change management happens at the individual level. The earlier people in an organization (or those affected by it) can be prepared for the change, the more likely it will be for the change to succeed Everyone goes through change, whether it be personal or professional, in a similar manner, which is great! So go through the process faster, some need more time or information, and some get stuck. Can you think of a personal or professional example where this would apply? Deciding to move? Or relocate? Taking that new job? Or not? We do this every day in the decisions we make. Or where we get hung up. By understanding where the individual, or stakeholder group is on the change curve, we can then take the right steps at the right time to help them along. A common mistake, due to timeline or other constraints, is to skip some or most of these steps, leaving some individuals “stuck”, negatively impacting your efforts and your ability to reach your business objectives The requirement is to generate buy in at every stage, with the end goal of having influential end users accept, adopt and sustain the changes as intended by the organization.
- The five core building blocks shown above form the cornerstone of every robust change management program. This applies to most situations and context. But, the trick is having the experience to tailor the plans to the organization, the group involved, the role and the change situation. And to be agile enough to adjust as new information is learned as people react to the change. All levels of the organization need to be engaged and involved in the change process; we want to tailor and key messaging to what’s most important for that group and role, but progression through the process is consistent These progressive building blocks align with how we move individuals, and groups, through the change curve earlier; starting with raising initial awareness and ending with commitment and full execution of the changes A common mistake, due to timeline or other constraints, is to skip some or most of these steps, leaving some individuals “stuck”, negatively impacting your efforts and your ability to reach your business objectives. Questions to be addressed are: Clear Vision: Why are we doing this? What will be accomplished? What value can be expected? Tailored Engagements: How will I, or my group, get there? WIIFM? What’s my role? How do I get engaged? Clear Impacts: How will I, or my team, be impacted? How ill my work or role change? What can I expect next? Support Plans: What are the support and deployment plans? Where do I go for help? Who’s my local contact? Reinforcing the right Behaviours: What’s motivating me? My team? What are the right rewards and incentives? What are the consequences of not following along?
- Ask the audience to validate or suggest the key examples that are most relevant from their perspective Select two examples and show how a standard change management program can address the key elements to raise the chance of success How do we address these challenges in practical terms? Without disruption to normal operations?
- Focus on active, visible and committed sponsorship for the duration Craft and communicate a vision of the future to promote value and buy-in Engage staff and clients in consistent and meaningful way that shows the value of the changes Ensure the right resource and governance model is in place Hep develop internal skills and capabilities to manage change now and in the future Define key measure of success and a process to measure progress and proactively take corrective action – as required
- 1. When faced with a change, people react first with their own concerns: “What’s in it for me?” You should deal with the users’ personal concerns first and focus later (if at all) on the organizational benefits. Change is individual. 2. The perceived need for a change can be increased by linking it to other issues that people already care about. You can make a change “more sticky” and less likely to be replaced as new demands for their attention show up if the change is close to their hearts. 3. People are more sensitive to loss than to gain as part of their survival instinct DNA. You may have a greater impact by telling them what they stand to lose if they don’t accept the change. 4. People generally hold firm views of how the world works. These often unconscious and invisible “mental models” govern much of people’s thinking including how they perceive a potential change. If your arguments don’t match the basic assumptions and rules to the way the person sees the world, you are unlikely to get very far. if the change you are promoting doesn’t appeal to their current beliefs, desires, or feelings, you may have a hard time making any headway. 5. Getting the message over to a group of people who share basic opinions with regard to the change is easier than getting it over to a group of people with diverse opinions. Divide your audience based on common views and perceptions and tailor your arguments to that group alone. Engage a common group to promote change. 6. People tend to see things that are happening now as more urgent than those that will happen in the future. This is called “discounting the future”. So, one needs to emphasize that inaction now poses its own threat and loss now, not just in the future. It is often easier to get people to agree now on a solution, if they can postpone implementation. as they think they will be in a better position to change the future (versus the present). Evidence shows this is not the case. Get your agreement now, not later. 7. If you can demonstrate in concrete terms that the threat is local and will have a real impact on the people you are trying to get to accept the change, you may find it easier to persuade them to buy‐in. For instance, when people think about the threat of climate change, many think of it as a threat to other people and other places. Show them this is not the case. 8. The left side is analytical and controls the processing of quantitative information. The right side is experiential and controls the processing of emotional information. The most effective communication targets both sides of the brain. The left side is more important in these cases. 9. Often people’s lives are already filled with change. When you ask (or demand) that they worry about many more things, you may inadvertently introduce “emotional numbing,” a state in which people fail to respond to anything except threats that are immediate. 10. Know how their change stacks up against six change characteristics; Simple—Is your change complex or is it relatively simple to understand and do? Compatible—Is your change compatible with what your users are used to? Better—Does your change offer clear advantages over other alternatives, including the status quo? Adaptable—Can people adapt your change to their own circumstances or must they do it exactly the way you prescribe? Painful—Does your change alter social relationships in any way by changing where people work, who they deal with, or how they spend their time? Divisible—Can you break the change you offer into smaller parts or phases, or must audiences implement it all at one time
- Need to have dedicated and skilled resources that can develop and execute a
- Q&A and thanks for joining