Leading the change digicel - jan2018edit

Digicel, LeadingThe Change
1/16/2018 www.LTSemaj.com/ www.ABOVEorBEYONDJM.COM 1

SharpenThe Saw.

Dr. Leahcim Semaj & Dr. Sandra Palmer
LT S E M A J . C O M

Dr. Leahcim Semaj
Quantum Transformation Psychologist
Above or Beyond
The Transformation Specialist
Give us a call at: 876-948-5726
Visit our website: www.ABOVEorBEYONDjm.com
Send us an email: info@ltsemaj.com
WWW.ABOVEORBEYONDJM.COM 41/16/2018

10/18/2017 www.ABOVEorBEYONDJM.COM 5

S
An organization is a perfect
system
shaped to be what it is
by the behaviours that are reinforced
This can be by
direct or indirect actions
intended or un-intended actions
8 www.AboveorBeyondJM.com1/16/2018

Swww.AboveorBeyondJM.com9
Strategies for
Organizational
Transformation:
From Linear Change
To Paradigm Shift
1/16/2018

Who Wants Change
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Who Wants to Change?

S
Change Cannot be Managed
IT MUST BE LED

www.AboveorBeyondJM.com13
Linear Change Paradigm Shift
SManager LEADER
S Do the next right thing Lead organization to a place it
wouldn't go by itself
S "Now" decision making "FUTURE“ DECISION-MAKING
S Best today decision How today's choices play out
in vision, mission, values
1/16/2018

Leadership Impacts the Bottom Line
SIn any economic cycle, the basics still apply—
S you have to have a good business plan,
S you have to take care of your customers, and
S you have to take care of your people.
SLeaders are an important part of that process.

Leadership Impacts the Bottom Line
S it is leaders who
S help employees set goals,
S make sure that those goals are in alignment with overall
corporate strategy,
S and are responsible for providing the direction and support
that employees need to succeed at work on a daily basis.
S http://www.kenblanchard.com/img/pub/pdf_Making_the_Business_Case.pdf

How People React to Change
Kübler-Ross Curve (1969)
Denial
Anger or blame
Depression & confusion
Acceptance
Bargaining
And self-blame
Shock
1
2
3
4
5
6
7
Problem-solvingMORALE,ENERGY&PERFORMANCE
T I M E

What they need
Based on Kübler-Ross Curve (1969)
MORALE,ENERGY&PERFORMANCE
Consistency
Listening
Vision
Options
Support
T I M E
Warning
1
2
3
4
5
6
7
Motivation

Leahcim Semaj www.ABOVEorBEYONDJM.com 18
Work Values

DIGICEL VALUES (2001)
First For The
Customer
•Excellence
in service
World Class in
Everything
•Building effective
relationships
•Acting with integrity
•Commitment
Enterprising Spirit
•Business focus
•Creativity
•Leadership
Measured by Performance Evaluation System

DIGICEL Startup Achievements
• Original Business Plan Jamaica
–100,000 phones in 1 year
• Jamaica Experience – April 2001
–100,000 phones in 100 days
–90% of Mobile phones
• Jamaica National Quality Award
• Excellence in Customer Focus
– Bureau of Standards Jamaica

DIGICEL Startup Achievements
• Original Business Plan Haiti
– 300,000 phones in 2 year
• Haitian Experience
–Launched May 6, 2006
–100,000 phones in 10 days
–1,000,000 in 8 months
–2,000,000 in <2 years Haiti

From Blast-off to Orbiting

S
7 important change
management principles for
transformations
http://www.consultancy.uk/news/12317/7-important-change-management-principles-for-
transformations
1/16/2018 www.ABOVEorBEYONDjm.COM23

Successfully implementing a
transformation programme
Sis notorious for the challenges it
poses managers and organisations.
Shuman capital and people factors
S play an instrumental role in navigating
transitions to their desired end-state.

3 dimensions play a key
role:
S ‘speed of adoption’
S (how quick employees are brought on board),
S ‘ultimate utilization’
S (how many employees adopt the new way of working) and
S ‘proficiency’
S (how effective employees are once they make the transition).
S In this presentation we explore the 7 main change
management principles that can positively influence these
dimensions.

1. Active and visible executive
sponsorship
S Employees look to senior leaders for messages
S (both spoken and unspoken)
S about the project’s importance and the organisation’s commitment to the
change.
S They want to hear the big-picture impact messages from the CEO or
business executive.
S That is why it is important that executive sponsors communicate
directly with employees about the reasons for change.

1. Active and visible executive
sponsorship
S They should not just announce the change and
then walk away,
S but also participate actively and visibly throughout the
change process.
S They have to demonstrate support for the change
project in words and actions,
S build a powerful guiding coalition and manage
resistance.1/16/2018 www.ABOVEorBEYONDjm.COM27

2. Structured change
management approach
S A structured change management approach is advisable to
avoid shortcutting the change process.
S In our business transformation trajectories we use the
“ADKAR” methodology of Prosci.
S ADKAR, stands for
S Awareness, Desire, Knowledge, Ability and
Reinforcement.

ADKAR: Awareness, Desire, Knowledge &
Reinforcement

The People Side of Change
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ADKAR

States of Change

The first step to enable change is to
create awareness of the need for
change.
S Desire is the second step and represents the motivation and choice to support
and participate in a change.
S Knowledge is the third step and represents how to implement change and
includes understanding of how to change.
S The presence of knowledge is often insufficient by itself and therefore
S ability is the fourth step in which the capability to implement the change is
demonstrated.
S Reinforcement is the final step and prevents individuals from slipping back into
old behaviours.
S It also stimulates continuous improvement and adaptability.

“Only A Wet Baby
Welcomes Change”
Dr. Sandra Palmer
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3. Engagement and integration
with project management
S In managing change we tend to focus more on the ‘technical’ side
(designing, developing and delivering change solutions) than the
‘people’ side (embracing, adopting and utilising change solutions)
of change.
S In doing so, we seem to underestimate that both elements
complement each other and should go hand in hand to increase
the probability of success.
S Change management is most effective when it is launched at
the beginning of a project and integrated into the project
activities.

4. Employee engagement,
participation and resistance
management
S People go through an emotion curve with alternating positive and negative emotions or
reactions.
S They show varied behaviour in each phase of the change.
S People need to say goodbye to the old situation and become comfortable with the new
situation.
S Your success rate will largely increase when individuals are given guidance throughout
this curve.
S You have to realise that individuals are at different points of the emotion curve at a
certain moment of your change initiatives.
S So it is advisable to adjust your management style and communication accordingly.

Managers’ Attitude & Employees’ Emotions

Managing resistance often is
seen as difficult to deal with,
S because it can be tough and confronting. Resistance can also
be seen as a sign of commitment and passion.
S You should embrace resistance, because it provides an
opportunity to start a dialogue and to identify the obstacles
that prevent change from happening.
S You can also minimise resistance by actively involving
employees in the change process.
S Participation creates passion and commitment to change.

5. Frequent and open communication
about the change and the need for
change
S A good communication plan, covering all stakeholders and timing of
messages, is needed to support the change process.
S When communicating the why and impact of change, you can use multiple
communication channels such as e-mails, newsletters, presentations and
face-to-face communication.
S Face-to-face communication is preferable to other forms of communication,
especially when the change is large and impactful.
S Research shows that it is good to share information early and often and to
involve employees in the change process.

6. Engagement with and support
from middle management
S Accountability for managing the people side of change should rest
not only rest with executive sponsors but also with middle
managers.
S Middle managers can often make or break successful change.
S They can be the most difficult to convince of the need for change
and can be a ‘layer of loam’ instead of a fertile ground for change.
S That’s why it is vital for the change management team to get
executives and middle managers on board early on in the change
process.

As shown in the picture below,
S executives and middle managers are able to positively
influence the “ADKAR scores” when they fulfil their
change management roles. For example, when they
effectively communicate they will positively influence
the awareness of the need for change. The role of the
change management team is to engage with and
support executives and middle managers in effectively
leading change initiatives.

Making Change Happen

S
What Middle Management
Does

Understanding The Roles
& Responsibilities
of a Middle Manager:
MIDDLE MANAGEMENT IN BUSINESS IS LIKE
THE FOOTBALL MIDFIELDER

The Football Midfielder
Most managers assign at least one midfielder to disrupt the
opposing team's attacks, while others may be tasked with creating
goals, or have equal responsibilities between attack and defence.
Midfielders are the players who typically travel the greatest distance
during a match.
Because midfielders arguably have the most possession
during a game they are among the fittest players on the
pitch.

Advanced Playmaker
The attacking midfielder is an important position that requires
the player to possess superior technical abilities
◦ in terms of passing and dribbling.
◦the ability to read the opposing defence in order to deliver defence-
splitting passes to the striker.
The midfield maestro is a deep-lying playmaker who is
capable of controlling play and dictating attacks.

Advanced Playmaker
This specialist midfielder's main role is to create good shooting and goal-
scoring opportunities using
◦superior vision, control, and technical skill,
◦by making crosses, through balls, and headed knockdowns to teammates.
They may try to set up shooting opportunities for themselves
by dribbling or performing a give-and-go with a teammate.
Attacking midfielders may also make runs into the opponents' penalty
area in order to shoot from another teammate's pass.

Advanced Playmaker
Where a creative attacking midfielder, i.e. a advanced playmaker, is regularly
utilized,
◦ he is commonly the team's star player, and often wears the number 10 shirt.
A team is often allows their attacking midfielder to roam free and
create as the situation demands.
Known as
◦ the "fantasista" or "trequartista" in Italy,
◦ in Brazil, the offensive playmaker is known as the "meia atacante,“
◦ in Argentina and Uruguay, it is known as the "enganche."

Cristiano Ronaldo
– (Portugal, Real Madrid)
Ronaldo's favored position is in wide
midfield, although he can also function
behind the striker or as a center forward.
One of the most eye-catching players in the
world game, Ronaldo's array of skills make
him worth the admission fee alone.
His step over is world renowned, and he
scores an abnormally high number of goals
for someone who does not regularly play as
an out-and-out striker.

Middle
Management in
business is like
The Football
Midfielder
YAYA TOURE
(IVORY COAST & MANCHESTER CITY)
Watching the Manchester City
star slip through the gears as he
carries the ball through
midfield. The 2011, 2012 and
2013 African Footballer of the
Year has deceptive pace, is
tigerish in the tackle and scores
his fair share of goals.

Organizations Have Flattened
And Now Run Lean,
Middle Managers
◦ play an increasingly important role.
They are charged with seeing that an
organization’s vision and strategy are executed.
And they’re doing so with far fewer resources
than they were once able to tap.

Middle Managers
being increasingly asked to make critical
decisions that would in the past have been
made higher up in the organization or later
in a manager’s career.
This has led to an accelerated need to
develop the leadership skills of middle
managers.

Manage/Lead

Few Factors Contribute More To Business
Success Than Culture
the system of values, beliefs, and behaviors that shape
how real work gets done within an organization.
Its close connection to performance is not lost on HR
and business executives:
◦87% of survey respondents say that culture is important,
◦54% rate it as very important,
◦9 percentage points more than last year.

What Culture Does
Culture brings together the implicit and explicit reward
systems that define how an organization works in practice,
no matter what an organizational chart, business strategy,
or corporate mission statement may say.
A staggering number of companies—over 50% in this
year’s survey—are currently attempting to change their
culture in response to shifting talent markets and
increased competition.

THE CRITICAL FUNCTIONS for
MIDDLE MANAGERS:
1. Strategic
Alignment of
Vision & Goals
1
2. Resource
Allocation
2
3. People
Development
3

1. STRATEGIC
ALIGNMENT OF
VISION AND
GOALS:
The job of a middle manager
is to develop division or
region objectives that align
with the company vision and
goals.
Then, the mid-level manager
communicates goals,
strategies, tactics and
policies with front-line
managers.

2. RESOURCE
ALLOCATION:
Middle managers direct the
resources for training and
development, materials, supplies
and technology.
They make policy decisions on
staffing business units.
They also establish what
equipment, materials and
supplies are needed in each
business unit to achieve optimum
production or results.

3. PEOPLE
DEVELOPMENT:
Middle managers develop and
train employees in the organisation
for better functioning and for filling
up vacancies that may arise in
future.
Most importantly, middle managers
develop front-line managers.
They coach store or unit managers
to motivate and lead front-line
sales, service or production teams.

Digicel, Leading The Change
1/16/2018 WWW.LTSEMAJ.COM/ WWW.ABOVEORBEYONDJM.COM 64

THE
CRITICAL
FUNCTIONS
for MIDDLE
MANAGERS
in
MANAGING
CHANGE
1. Strategic
Alignment of
Vision &
Goals
2.
Resource
Allocation
3. People
Development

CRITICAL SKILL
SETS TO
NURTURE
as a
MIDDLE
MANAGER/
CHANGE
LEADER
Gen-Flexing Communication
Emotional
Intelligence
Teambuilding Coaching
Conflict
Resolution
Leadership

7. Dedicated change
management resources and
funding
S Projects with dedicated change management resources and
funding are more likely to finish on schedule and to be
completed on budget.
S It is therefore wise to invest in appropriate funding and
resources for executing change management plans.
S External change agents/specialists can lead, train and
support executives, middle managers and internal change
teams in the tools and techniques to manage the people side
of change.

Risks of not effectively
managing the people side of
change
S When we don’t manage the people side of change effectively,
S we can expect lower productivity, active and passive resistance,
negative word of mouth, loss of valued employees and lower
utilisation or incorrect usage of new processes, systems and
tools.
S People will find workarounds and ultimately revert to the old
way of doing things.
S To prevent this from happening you should
carefully take the people-side factors into
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Change Phase and Action Required

16 January 2018 www.AboveorBeyondJM.com70
SAll leadership comes down to
this:
Schanging people's behavior
SWhy is that so hard?

Change or Die
What if you were
given that choice?
We're talking actual
life or death now
16 January 2018 WWW.ABOVEORBEYONDJM.COM 71

Don't believe it?
SYou want odds?
SHere are the odds
SThe scientifically studied odds: 9 to 1
SThat's nine to one against you
SHow do you like those odds?

Lifestyle and Health
SA relatively small percentage of the
population consumes the vast majority
of the health-care budget
Sfor diseases that are very well known
and by and large behavioral

Many People
Sare sick because of how they choose to
live their lives
SNot because of environmental or genetic
factors beyond their control

For The last 50 Years
S We know that 80% of health-care budget is consumed by 5
behavioral issues
S too much
S Smoking
S Drinking
S Eating
S Stress
S And not enough exercise

Heart Disease Is The Leading Cause Of
Death
S 611,105 Americans died from
cardiovascular diseases in
2015
S The annual financial price tag
of coronary heart disease in
the U.S. is U$108.9 billion.
S PREVENTION:
S 150 minutes per week of
moderate intensity exercise
S 17 million deaths annually from
cardiovascular diseases
S 32 million heart attacks or strokes
each year.
S More than 85% of the global burden
of cardiovascular diseases, including
heart attacks and strokes,
S occur in developing countries
like Jamaica.

Every Year in the United
States
S About 600,000 people have bypasses
S 1.3 million heart patients have angioplasties
S All at a total cost of around U$30 billion
S The procedures temporarily relieve chest pains
but rarely prevent heart attacks or prolong lives

Around Half of The Time
Sthe bypass
grafts clog up
in a few years
Sthe
angioplasties,
in a few
months

But Many Patients
SCould avoid the return of pain and the
need to repeat the surgery
SNot to mention arrest the course of
their disease before it kills them
SBy switching to healthier lifestyles

Very Few Do
SIf you look at people after coronary-artery
bypass grafting 2 years later
S90% of them have not changed their
lifestyle
SThis been studied over and over and over
again

Even though
Sthey know they have a very
bad disease
S and they know they should
change their lifestyle
Sfor whatever reason
S they don't

Resistance To Change
S Changing the behavior of people isn't just the
biggest challenge in health care
S It's the most important challenge for
businesses trying to compete in a turbulent
world

Many Organizations
SNow need a
business strategy
for continuous
mental
rejuvenation and
new learning

Learning and Aging

Change
SThe central issue is never
Sstrategy, structure, culture, or systems
SThe core of the matter is always about
Schanging the behavior of people

YOU
Smay be called upon to respond to profound
upheavals in marketplace dynamics
Sa shift from a regulated to a deregulated
environment
Sor entry into a new business
Sor to a corporate reorganization, merger

Managers
S are supposedly the prime change agents for their
companies
S but they're often as resistant to change as
anyone
S and as prone to backsliding
SHow do you plead?

16 January 2018 www.AboveorBeyondJM.com90www.LTSemaj.com 90
Like everyone else,
LEADERS ARE NERVOUS
about learning new skills, behaviours,
and working relationships
S Unlike everyone else,
S LEADERS HAVE TO GO FIRST

Swww.AboveorBeyondJM.c
om
921/16/2018

S
Smaller, Simpler& Gentler:
Dr. Leahcim Semaj
ABOVEorBEYONDJM.COM

www.LTSemaj.com 94
LET'S GET RID OF MANAGEMENT
S People don't want to be managed
S They want to be led
S Whoever heard of a world manager?
S World leader, yes
S Educational leader. Political leader. Religious leader.
Scout leader. Community leader. Labour leader.
Business leader. Gang Leader
S They lead. They don't manage

Change Cannot be
Managed
S Leaders will be required to:
S Buy the changes designed
S Live the changes implemented
S Sell the changes to all
S Enforce the changes at all levels

Are You Ready?
S Are willing to live Your mission?
S Do You All share the vision?
S Are You ready to live the values?
SFailure is NOT an option!!

Leading Change

www.LTSemaj.com 99
THE CARROT ALWAYS
WINS OVER THE STICK
SAsk your horse.
SYou can lead your horse to water,
SBut you can't manage him to drink

www.LTSemaj.com 100
IF YOU WANT
TO MANAGE SOMEBODY,
SManage yourself
S Do that well and you'll be ready to stop
managing
SAnd start leading

www.AboveorBeyondJM.com 101
The World is Now Flat
S Driven by IT innovations and facilitated by
S out-sourcing
S off-shoring
S supply-chaining
S in-sourcing
S in-forming
S This "flattening" of the globe requires us to run
faster in order to stay in place
S Or get left behind
1/16/2018

The Old Work Order Promised Us ...
SThe job
would last
forever?
1/16/2018

The New Work Order
Has Some Other New Words
S Early retirement
S Acquisition
S Strategic Alliances
S OUTPLACEMENT
S Lay offs
 RE-ENGINEERING
RIGHT SIZING
Mergers
REDUNDANCY
1/16/2018

The Gardner/Farmer
SPruning
SCulling

The Psychology of Redundancy
SBEFORE:
S 50% happy to get a money and move on with
their lives
SAFTER:
S 50% sorry that they were not also made
redundant
1/16/2018

The New Work Order Cycle
SThe average US company
loses
SHalf it’s customers in 5 years
SHalf it’s employees in 4 years
SHalf it’s investors in < 1 year
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Rebuilding Loyalty
S In
S The New Work Order
SInternal Rebranding
1/16/2018

New Assumptions
SIt is no longer reasonable for the staff to
assume that they will have a lifetime job
guarantee with full retirement benefits in
exchange for loyalty to your company
1/16/2018

S
Best Practices Checklist

Direction Giving Language
S 1. Do I provide my worker’s with positive feedback when they do a good job in performing
organizationally relevant tasks?
S 2. Do I provide my workers with feedback on how to improve their performance when they are not
performing at the desired level?
S 3. Do I clearly explain to my workers what is expected from them in their job duties?
S 4. Do I provide my workers with the relevant organizational information that they need in order to
perform their jobs?
S 5. Do I tailor my performance feedback communication to maximize each worker’s understanding?
S 6. Do I use the communication media that are most effective for providing performance direction and
feedback?
S 7. Do I tailor my performance communication so it is most suitable for a given task?

Empathetic Language
S 1. Do I spend time talking with my workers about non-work related issues?
S 2. Do I give feedback to my workers in ways that validate their own feelings?
S 3. Do I talk to my workers about how to better deal with their colleagues in the
workplace?
S 4. Do I let my workers know when I have had relevant experiences similar to their
own?
S 5. Do I show my workers that I am willing to listen to their concerns?
S 6. Do I use the most appropriate media for expressing my ideas and feelings?
S 7. Do I show more or less empathy as is appropriate for a given situation?

Meaning-Making Language
S 1. Do I tell my workers about organizational opportunities for them?
S 2. Do I tell my workers stories about people who have been successful in the
organization?
S 3. Do I tell my workers stories about people who have failed in the organization?
S 4. Do I provide new hires with information about the organization’s culture?
S 5. Do I tell my workers what they need to do to fit in to the organization’s culture?
S 6. Do I tell established workers about how to succeed in my organization’s culture?
S 7. Do I provide workers with cultural information that is relevant for their jobs?

Best Practices To Build On
SACCOUNTABILITY STRUST

Accountability Is Simple
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7 Ways to Build An Accountable
Organization
1. Clear roles, team leadership and individual ownership.
2. A sense of ownership for team results.
3. Freedom, support and control to navigate competing priorities
4. It’s not about punishment.
5. It’s about improvement.
6. The expectation of evaluation.
7. Integrity counts.
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13 Behaviors of High-Trust Leaders
Worldwide
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectation
10. Practice
Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust
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S
HOW ARE THEY COPING?
HOW LOYAL ARE THEY NOW?
1/16/2018

How To Begin Treatment?
S 1. Admit that you and other employees are feeling
bad
S 2. Bridge the communication gap
S It can not be too much or too often
S What’s going on
S What the future holds
S 3. Understand why survivors feel sick
1/16/2018

The Task Of The Leader
S To rekindle the
spirit and
creativity of the
workforce
S While struggling
to compete in the
global market
S Need to come to
grips with own
status as a survivor
S Unless you own the
company…
1/16/2018

S
Are You Ready For The 3
Post Redundancy Types?
The Foot Out The Doors
(FODs)
The Wait and Sees (W&Ss)
The Ride in Out (RIOs)
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127

GROUP ISSUES
S FODs
S Management's competence
S W&Ss
S The organization's fairness
S RIOs
S Security; Continuity
1/16/2018

The FODs GROUP ISSUES
S Profile
S Future oriented, goal driven, independent,
and proactive
S Career focus
S Professional growth
S Value
S Competence
1/16/2018

ORGANIZATIONAL CHALLENGE
S FODs are most likely to be disengaged
S Management must find ways to reengage the
FODs and recommit them to the organization
1/16/2018

THE W&Ss GROUP ISSUES
S Profile
S Present centered, goal directed, reactive, and
analytical
S Career focus
S Hierarchical movement within the organization
S Value
S Commitment
1/16/2018

S W&Ss are "on hold"
S Stuck
S Waiting to see what the organization will do
S The organization challenge is to move them off "hold”
S Redirect their engagement toward the new organizational and
their role within it
1/16/2018

THE RIOs GROUP ISSUES
S Profile
S Past oriented, cautious, and risk
averse
S Career focus
S Safety first, relying on mentors
S Value
S Connection1/16/2018

S The organization has to cut
through RIOs' denial
S To disengage them from reliance
on the past and dependent
relationships
S Help them become self-reliant,
empowered employees
1/16/2018

S
Working Groups

How Are You Coping With The 3 Post Redundancy Types?
The Foot Out The Doors (FODs)
The Wait and Sees (W&Ss)
The Ride in Out (RIOs)
1/16/2018

Format for Work Groups
• Participant Work Groups
–Participants join small working groups to
explore issues arising from the presentations.
–They will identify the challenges, the change
strategies for self and/or circumstances, and
the help that will be required.
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• Structure of Responses - Collective
1.How will you recommit the:
FOD, W&S, RIO?
2.What are the greatest obstacles to change?
3.What assistance will the Digicel need?

• Participant Presentations
–In this session, the participants will share
experiences and conclusions from the working
groups with the full gathering.

S
Part 2
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140

Despite the Best Efforts
S Of intelligent, well-
educated, and experienced
senior managers
S Change programs are more
likely to fail than succeed
1/16/2018

Why?
S Organizations are
overmanaged and underled
S Most of today’s experienced
executives were never taught
to lead
S They were taught to manage
1/16/2018

Managing Has Been the Key to Their
Success
S Planning
S Budgeting
S Organizing
S Staffing
S Controlling
S Problem solving
1/16/2018

When It Comes to Change Program
SManagement skills
used with such
success in the
past wont help
1/16/2018

On the Contrary
S They allow too much complacency
S They underestimate the power of vision
S They fail to create short-term wins
S They fail to anchor change in the corporate culture
1/16/2018

The Eight-step Process Include How To:
SDevelop and communicate
a vision for the future
SEmpower broad-based
action by all employees
1/16/2018

The Eight-step Process Include How
To:
SGenerate short- term wins
and use them to
consolidate gains
SMake change stick in the
culture of an organization
1/16/2018

Every Company Needs Management
SBut management can also destroy change
SSo take a look at your company’s change
efforts
SHave you been trying to manage change
SOr lead it?
1/16/2018

Why Managing Change Fails
SOrganizations are making
fundamental mistakes when
implementing change
1/16/2018

WHY CHANGE FAILS

1. Too Much Complacency
SA sense of urgency
is required for
change
1/16/2018

1. Too Much Complacency
SAn organization that is
complacent won't be able
to muster the effort and
commitment needed to
successfully create
change
1/16/2018

2. No Powerful Guiding Coalition
SChange requires a coalition
of people who, though
position, expertise,
reputations, and
relationships, have the
power to make a change
1/16/2018

3. No Vision
S Without vision, change efforts
dissolve into a list of confusing,
incompatible, and time-
consuming projects going in
different directions
S Or nowhere at all
1/16/2018

4. No Communication of the Vision
SMajor change often requires
people to make short-term
sacrifices
SBut people won't make those
sacrifices unless they
understand why they are
1/16/2018

5. Obstacles That Block the New
Vision
SMajor change demands
action from a large number
of people
SMany initiatives fail because
obstacles are placed in the
path of these people
1/16/2018

5. Obstacles That Block the New Vision
STwo common obstacles:
SThe bureaucracy
SAn influential saboteur
1/16/2018

6. No Short Term Wins
S Complex efforts to change strategies or restructure
businesses lose momentum if there are no short-
term goals to meet and celebrate
S Without short-term wins, people give up-or join the
resistance
1/16/2018

7. Victory Declared Too Soon
SAfter working hard on a
change program, people
can be tempted to declare
victory with the first major
performance improvement
1/16/2018

7. Victory Declared Too Soon
SConcentration and commitment lag
SRegresses to the ways of the past
1/16/2018

8. No Deep Rooted Change in the
Corporate Culture
SChange sticks when it
becomes "the way we do
things around here"
SIf change isn't ingrained in
the culture, it won’t survive
in long run1/16/2018

MAKING
CHANGE
WORK
1/16/2018WWW.ABOVEORBEYONDJM.COM 162

Even With All of These Efforts
S Killing the old culture is difficult to accomplish
S Shared values are often shaped by years of
experience
S It takes years of different kind of experience to
institutionalize any change
1/16/2018

Culture Comes Last
S Only by first doing the change
S Convincing people to try new practices and then producing
results
S Can you hope to anchor new attitudes and habits into
culture
1/16/2018

Anchoring Change in the Culture
S Only happens after
you’ve done the rest of
the work
1/16/2018

The Challenge
Sto graft new
practices onto the
old roots while killing
off the inconsistent
pieces
1/16/2018

Hold a Eulogy for the Old Culture
SLet the old culture rest in
peace
SSO THE NEW CULTURE
CAN TAKE ROOT
1/16/2018

S
Change Cannot be Managed
IT MUST BE LED

Leahcim Semaj, Ph.D.
Chief Ideator & Resultant
Above or Beyond
170 www.AboveorBeyondJM.com

Leading the change digicel - jan2018edit

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