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Succeeding with the Messy Work of Change


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Succeeding with the Messy Work of Change

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IDW 2017 presentation by Lisa L. Trager.

Bringing about change in any organization can be complicated and often comes down to “change management.” The impact that digital transformation has on every level of an organization requires the ability to show not only the benefits of the new direction, but also ways to engage, entrust, and help those who will be impacted with the ability to envision themselves as part of the change coming.

IDW 2017 presentation by Lisa L. Trager.

Bringing about change in any organization can be complicated and often comes down to “change management.” The impact that digital transformation has on every level of an organization requires the ability to show not only the benefits of the new direction, but also ways to engage, entrust, and help those who will be impacted with the ability to envision themselves as part of the change coming.


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Succeeding with the Messy Work of Change

  1. 1. © 2017 Verizon. This document is the property of Verizon and may not be used, modified or further distributed without Verizon’s written permission. Succeeding with the Messy Work of Change Lisa Trager Senior Manager, Support Digital & Content Strategy Digital Operations Verizon Wireless @Lisalt Lisa.Trager@verizonwireless.com
  2. 2. Change is normal Image: Chicago Seasons by Ryan Kapp Change is the only constant in life. Heraclitus Greek Philosopher 500 B.C.
  3. 3. We do look forward to certain changes in our lives
  4. 4. So why all the fuss about organizational change?
  5. 5. Speed of Change
  6. 6. Background • New Job • New Role • Company going through changes How to deal with all of these changes?
  7. 7. Research • Education • Medical • Luxury Goods • Tech • Publishing • Marketing • Content Strategy • Content Marketing • Wellness/Fitness Change Digital transformation in publishing Lesson planning French exporters in US Bring innovations to a medical group Introduce a new technology to the enterprise Content engineering project Redesign a government agency Individual transformation
  8. 8. Change = Transformation • Acknowledging that there is a better way • Adapting to new ways of doing things • Agreeing that change is constant Transformation is not five minutes from now; it’s a present activity [of] small choices and successes that build up over time… Jillian Michaels Fitness Expert/Nutritionist/Life Coach
  9. 9. 9 Disruptive Innovation Disruptor Disruptee Personal Computers Mainframes Cellular phones Wired line phones Discount retailers Department stores Uber Cabs Air B&B Hotels Reference: Clayton Christensen. Disruptive InnovationMeasureofPerformance Incumbents nearly always win Entrants nearly always win Time
  10. 10. Process for Change 1. Define the problem 2. Do the research 3. Be a leader 4. Provide training 5. Accept imperfection 6. Learn from your mistakes Scrum / Agile Process Discovery Definition Design Deploy Develop 5-D Process
  11. 11. 1. Defining the problem • What is the current environment / culture? • What is not functioning well? • Who is affected? • What are concrete objectives? • What is the vision? In order to carry out a positive action, we must develop a positive vision. Dalai Lama
  12. 12. Mission / Vision Change must be anchored to the mission and vision of the organization. Mitzi Lizarraga, Principal Los Angeles County H.S. for the Arts
  14. 14. Do your employees understand your strategic goals? Poll of 11,000 workers:  Less than 50% understood company’s strategic goals  38% believed the plan resulted in clear assignments  43% felt there wasn’t any follow-through on the plans Ref: Michael T. Kanazawa, & Robert H. Miles, Big Ideas to Big Results
  15. 15. Typical Cycle of Failure High Low Top-down planning Focus and energy Big buy-in campaign Operational realities Time Last-ditch effort Launch the “next new thing” Results Chart courtesy: Michael T. Kanazawa, & Robert H. Miles, Big Ideas to Big Results Effort
  16. 16. 2. Research • Competitive Analysis • Analytics • Listening • Observing • Prioritization Change is the end result of all true learning. Leo Buscaglia, Ph.D. Author/Motivational Speaker
  17. 17. Competitive Analysis
  18. 18. Analytics Analytics is a key to understanding and benchmarking where you are today against the changes you plan for the future. Pageviews %
  19. 19. Observation Most leaders will see that they are not the first to observe problems, but need to provide staff with a safe environment to articulate their concerns. Mitzi Lizarraga, Principal Los Angeles County H.S. for the Arts Cartoon courtesy: Randy Glasbergen, www.glasbergen.com I want you to find a bold and innovative way to do everything exactly the same way it’s been done for 25 years!
  20. 20. Stakeholder Interviews • Us When people feel their voices are heard, they become more invested. Erica Haims Haims Consulting It’s about working together. • Trust • Credibility • Confidence • Invested • Stake
  21. 21. Prioritizing It is all too common… that all of the issues are typically right there in plain sight, but are simply not confronted or addressed. Michael Kanazawa | Robert H. Miles Big Ideas To Big Results Reference: Prioritization Matrix, JAAT Solutions.
  22. 22. Roadmap 1. Dates & deliverables 2. Roles & responsibilities 3. Concrete steps leading to transformation 4. Structure of working together (e.g. daily scrum, weekly status) Q2Q1 Q3 Q4 Consistent working patterns… Rhythm helps develop dependability for behavior… Dependable working structure builds trust. Cruce Saunders Principal, Simple [A]
  23. 23. 3. Leadership Persistence Faith Passion Leadership is there to show that even if there is a mountain, one way or another we’ll get around it. At end of the day it is your honesty and your passion. Sylvie Meyers Jouan Executive in Luxury GoodsRef: Arnold Lobel, Ming Lo Moves the Mountain
  24. 24. Trust I found successful change happens when employees feel that it is safe place to ask for clarity about company values. I became that safe place for both employees and executives and was actually nicknamed “The Vault.” CathyAnn Sarra Principal & Managing Partner SOCii Media | Marketing
  25. 25. Federated Effort Edison made me feel that I was making something with him. I wasn’t just a workman. Draftsman working for Thomas Edison Change must come from a sense of “together thinking” with everyone involved. I start where the last man left off. Thomas Edison Thomas Edison and the “Edison Muckers”
  26. 26. What’s in it for me? • Find easier ways for people to do things – if harder there will be resistance. • Prepare staff there is going to be a transition period when it feels really hard – but then it will get better and easier. • It’s not going to be this way forever. Rahel Anne Bailie Chief Knowledge Officer, Scroll For those who have to endure change
  27. 27. Bait for Trolls Bait has to:  Be good enough to get them to move  Be framed by the Troll, not by those who want him to move  Appeal to how it helps the Troll’s core objectives Cruce Saunders Principal, Simple [A]
  28. 28. Must sell it across the organization. Across silos. Rahel Anne Bailie Chief Knowledge Officer, Scroll Alliances Seek alliances and support as early as possible. Michael Crain, M.D. Essex Radiology Ref: New York Times Opinion • Barry Blitt • 2008
  29. 29. Digital Governance • A framework for an organization’s digital presence • Minimizes the number of tactical debates • Helps to establish: accountability, roles, and decision-making authority for:  Digital Strategy  Digital Policy  Digital Standard Lisa Welchman Digital Governance Advisor Author, Managing Chaos
  30. 30. 4. Training 1. Objectives & Purpose 2. Anticipatory Set (framework) 3. Standards/Expectations 4. Teaching (Models/Understanding) 5. Guided Practices 6. Closure 7. Independent practice Madeline Hunter’s 7 Steps
  31. 31. Interpersonal Skills Training Questions for Executives • What are your business reasons for change? • What are the behaviors that make the biggest difference in performance? • Before you can change… where do you stand with your employees? • Do you really listen? • How do you take action to show you have listened?
  32. 32. Cognitive Overload Caused by Change TaskTask Change Proficiency Old way New way It’s about providing emotional support along the way… if someone is falling behind it’s important to provide emotional support, “It may seem hard now, but once you get past the point of understanding how it works, it will be worth it.” Rahel Anne Bailie Chief Knowledge Officer, Scroll Proficiency
  33. 33. 5. Accept Imperfection You must learn how to fail intelligently. Failing is one of the greatest arts in the world. One fails forward toward success. Charles F. Kettering Inventor & Founder of General Motors To improve is to change; to be perfect is to change often. Winston Churchill
  34. 34. Change Cycle Assess/Reassess Plan Implement Review
  35. 35. 6. Learn From Your Mistakes • What worked? Did we get the results we wanted? • What impact did the project have? • Which method or process was the most effective? • What could we have done differently? Conduct a postmortem What if we don’t change at all… and something magical just happens?
  36. 36. Celebrate Your Successes Those who only have an eye on the bottom line will fail at some point. Progress of any sort, including gaining internal loyalty and ownership in the overall process and story, is a success. Sylvie Meyers Jouan Executive, Luxury Brands It’s about “We are successful.” The success is ours.
  37. 37. Thank you. Lisa L. Trager Senior Manager, Support Digital Operations Verizon Wireless Email: Lisa.Trager@VerizonWireless.com @Lisalt

Notas do Editor

  • We no longer have a common starting point
    You have people at different stages in the digital journey with various levels of adoption.
    Think about banking… Even 20 years ago, most people just went to a teller to do their banking. Then Cash machinges were introduced. Everyone would go to the bank to deposit a check… Then in the 80’s ATM’s became the new technology... Many people didn’t trust it and still went to the teller window.
    A few years ago apps were introduced to remove the need to even have to go to the bank to deposit a check or transfer funds
    Then in the past few years technology enabled people to not even have to go to the bank and deposit checks by taking a picture on their phone – or better yet, not even write a check, but use tehnology like Venmo to transfer money between your friends.
    How many people no longer go to a cash machine, and just use technology like apps to deposit your check or transfer funds between people?
  • I started interviewing people I have known from all walks of life. Some, life-long friends, others who I more recently met through professional affiliations
    Methods for attempting to lead transformation were as varied as the transformation challenges themselves but at the heart the problems and solutions were similar
    From Vickie who was an Assistant Superintendent of Schools who was trying to introduce a new Lesson Plan Model, to Joe, who tried to lead digital transformation for a large publishing company by using analytics and a tactical management changes…
    Succeeding with the Messy work of change came down to similar tactics and approaches.
  • Change is something that needs to be incorporated into everything we do – as Jillian Michaels says, “it’s a present activity of the small choices and successes that build up over time.”
  • http://www.claytonchristensen.com/key-concepts/

    Disruptive innovation, is a term coined by Clayton Christensen and his coworkers beginning in 1995, to describe an innovation, which creates a new market and value network that eventually disrupts the existing market, with new innovations or technology.
    Think of Personal Computers, which replacd mainframes, cell phones, or more recently Uber and Air B&B
    Companies pursue “sustaining innovations” at the higher tiers of their markets because this is what has historically helped them succeed
    An innovation that is disruptive allows a whole new population of consumers at the bottom of a market access to a product or service that was historically only accessible to consumers with a lot of money or a lot of skill.
  • But, regardless of approach, or even with a combination of both, there are things that you must do and need to know to help you meet success with the messy work of change!
  • It’s critical to have a positive vision – or intention.
  • Mitzi Lizarraga was my college roommate. She has been leading change for decades as an Administrator of the Arts and Principle of leading performing arts high schools. Currently, she is Principle of the Los Angeles County HS for the Arts. She said, “Change must be anchored to the mission and vision of the organization.”
  • And knowing the credo – and mission of Verizon was not only central to Orientation, but something that we are reminded to think about every day in the business decisions we make. It is also tied to our Performance Agreement and how we are measured for success. It comes down to 3 main things:
    A great customer experience – we focus outward on the customer
    Growth & profitability – bigness is not our strength, best is. So the better we are the more we will grow and remain profitable.
    Building our V Team Culture – teamwork enables us to serve our customers better.
  • In Big Ideas to Big Results, Michael Kanazawa and Robert Miles discuss the importance of people in the organization understanding strategic business goals.
    Unfortunately, most people have no idea what they are or how their jobs or work relates to these goals or plans
    In a poll of 11K workers…

  • They go on to illustrate the “typical cycle of failure” as shown in this chart.
    A major corporation needs to transform to meet new competitive pressures, so Executives hire management consultants to come up with the best process and systems, which promises to save millions of dollars in operating expenses, hence provide rational for investing in consulting and new system implementations. With huge return in investment expected, executives sign up for the transformation to begin.
    Consultants come in and begin to plan the new future state transformation for the business. Many new system upgrades, which were never factored in initially become must-haves. Contracts with vendors are signed to begin building and implementing the new system. 2 years into the process a “czar” is appointed.
    Unfortunately, that person has no operational clout, and those on the front lines find gaps between the great idea and the realities of everyday operations. There is a last ditch effort to rally and regain momentum for the project.
    In the end, effort dies a slow death. Some savings show up as aggressive layoffs and redeployment caused people to do “more with less.” Some of the systems changes worked, however the change was far from transformational.
    It was chalked up to another “flavor of the month.” With lack of results, management seeks the next new thing to launch, while employees become even more skeptical and unwilling to “buy-in” blindly each successive time.
    How to break this cycle?
    How to more effectively engage with our teams to lead transformations that produce real breakthrough results?
  • Rather than approaching any type of change or transformation from top down – it is critical to do the right research and include those in the front line with decisions being made.
  • Joe Territo, who consults as a Content Strategist says: Take a look at the people who are on the cutting edge – ahead of you. Analyze what those people are doing and what works and what doesn’t and apply the insights and tactics, which are relevant to your business.
    Cruce Saunders, who will be speaking tomorrow at the conference and is a being advocate of doing a competitive analysis said, “Just showing a clear example of what others are doing and what happens to those who do not change can be compelling to those on the fence.”

  • Using analytics to benchmark where you are when you start vs. where you land after the changes planned is critical in weighing performance
    At Verizon, there are so many metrics to measure that we have a team of people in Analtyics to help provide dashboards and provide critical analytical measurements to everything we do.
  • Analysis must be grounded in observation – not just what I think.
    Best to focus on the tasks at hand vs. worrying about things in the future.
    In a chapter of Michael Kanazawa’s book, he talks about how a new consulting team came in and was assigned to an office on the executive floor, which been abandoned for a while.
    “It looked like people had made a hasty departure as most of the files were still there in drawers and filing cabinets. Emptying one of the file cabinets they came across a file titled, “Strategic Options, authored by one of the world’s leading strategic consulting firms. It was dated 2 years prior to the team’s arrival and although aspects of the situation had changed, it was still worth a look as part of the up-front discovery process. It’s not that the problem was new, but the previous CEO who this report was written for clearly wasn’t ready to make the changes being recommended. In contrast, the new CEO and COO were very motivated to confront the realities they had inherited and put ideas on the table for executive discussion. “
  • You’re always working with people who are nervous about change. It’s important to allow people on the team to be comfortable to speak their minds.
    Enable those effected by change to feel ownership…have a stake. It’s about WE. Everyone feeling they are part of the team. We’re doing it together. It’s an us thing. As a team we’re so strong.
    “I have some great news.” Let people know the positives… Positive…Together we’re going to transform this business!
    Aspirational. Positive about the change… Encourage people to share their thoughts and experiences.

  • Once you have a plan, it’s important to prioritize what needs to be done now vs. what can wait and possibly be done in future phases.
    What needs to be done right away, which might be part of the DISRUPTIVE INNOVATION, required to move the needle and have the greatest positive business impact?
    What are simpler changes, which will have bigger impact, than more difficult, which may require more planning and impact budget and stakeholders?

  • Having a clear roadmap, which identifies dates and deliverable, roles & responsibilities, and concrete steps leading to transformation helps provide stakeholders with assurances and trust.
    As the saying goes, “Fail to plan, plan to fail.”
    Having repeated instances of doing what we say we’re going to and setting a goal to do it without fail is also important. Just having daily scrums or weekly meetings to review progress is important.
    Like Jillian Michaels, the fitness expert and life coach said, integrating incremental changes into the daily routine can have a big impact. (Like working out in the gym - smaller to heavier weights)
  • When my kids were small, I used to read them the book, Ming Lo Moves the Mountain. Anyone ever hear of it? I thought of this book when my friend Sylvie talked about how leadership means that one way or another being a leader means that even if there is a mountain, one way or another, you will get around it.
    But this children’s book shows that sometimes doing the right dance is all that is needed to move the mountain.
    Ming Lo and his wife live in a house they love beneath a large mountain, which causes stones to drop and make holes in the roof, bad weather and darkness all the time. Ming Lo goes to a wise man who lives in the village for advice. After several failed attempts to move the mountain, the wise man finally tells MingLo, “Take your house apart, stick by stick. Gather all these sticks that are the pieces of your house. Collect all of the things that are your possessions and carry these bundles in your arms and on the top of your head. Face the mountain and close your eyes. "Having done all this," said the wise man, "you will step to the dance of the moving mountain. You will put your left foot in a place that is in back of your right foot. Then you will put your right foot in a place that is in back of your left foot. You must do this again and again for many hours. When you open your eyes, you will see that the mountain has moved far away."
  • My friend CathyAnn Sara leads a business, SOCii where many projects relate to change management. As she said, being nicknamed “The Vault” speaks to the importance of holding confidences in order to build trust.
    She said when she met with employees or stakeholders, “The first hour-and 1/2 is about letting people vent. Setting up protocols is important:
    No judgement
    Every opinion mattered
    No interruptions
    No one can take over the conversation
  • If we look back historically at people who have brought tremendous change in industry, people like Thomas Edison, General Motors’ Charles Kettering, the Watsons at IBM, and 3M’s William McKnight are great role models for change.
    They were famous for schmoozing with employees—not second-guessing complimenting, or criticizing, but engaging in animated discussions about projects. Nothing does more for productivity, morale, and employee retention.
    “Edison made work interesting,” said a machinist and draftsman who spent a half-century working for the inventor.
    Leaders who tolerate failure and encourage collaboration, understand these are critical ingredients to creating real innovation
    Listening is more central to this process than talking.
    Research on workplace creativity shows that it’s not the individual employee’s freedom as much as managerial involvement that produces creative acts. No incentive can match the obvious appreciation shown by a manager’s interest and enthusiasm.

    Richard Farson & Ralph Keyes
    The Failure-Tolerant Leader,
    Harvard Business Review, August 2002

    Photo courtesy of http://www.edisonmuckers.org
  • Frustration comes from having to work in a new way
    As my friend, and world-renown content strategist Rahel Baillie says,
    Find easier ways for people to do things… There will be more resistance the harder the process or change is.
    Prepare people that there is going to be a transition period when things feel really hard
    But it’s not going to last forever and eventually things will get easier!
  • But when you really face resistance, you have to figure out a way to make people move towards you.
    It’s hard to get a troll to move out from under his bridge
    Need clarity – self-assurance to respond to people unwilling to make changes.
    Having empathy - Understanding the situation
    Compassion – for the work that needs to be done
    Planning – well thought out plan, which will help a person understand where they fit and what is expected of them
    Respect: In your interactions kind but firm
    Goodness: Come from a place of goodness regardless of what you’re doing
  • Not us vs. them
    Getting to yes is never a one-step process
    Be prepared to have a presentation, which explains the change you want in your organization, so you can give it repeated times to various stakeholders
  • Governance is important to ensure that stakeholders in the organization have a place to bring ideas that may contrast with what you envision.
    Having an internal organization to work out problems,
    Establish procedures
    Define processes
    So that in the end, there is a structure, which will ensure that the money and time invested, can continue.
  • Vickie Karant was my teacher in an alternative high school I attended in Leonia NJ and life-long friend. She was always about Getting people out of a routine into an experimental model.
    Later in her career she became the Assistant Superintendent of Public Schools in Lawrence, NY. Part of her job was to oversee curriculum changes to ensure that teachers were exposed to the best techniques in learning. She brought Madeline Hunter to train the teachers in her district.
    Madeline Cheek Hunter developed the Instructional Theory into Practice teaching model, which was an instruction model implemented in thousands of schools throughout the United States in the last quarter of the 20th century. This instructional model had 7 components, which I believe could be very helpful when it comes to teaching anyone a new subject, skill, or process:
    Objectives & Purpose
    Anticipatory Set (framework)
    Teaching (Models/Understanding)
    Guided Practices
    Independent practice
    Madeline Hunter’s model was also based upon work she did as a school psychologist and she wrote,
    Never put a kid down, always build the kid up
    “Learning is increased by repetition… learning new things lays down neural pathways so every time a skill is practiced the pathway is strengthened. Thus, if something is learned incorrectly or mis-learned, the learner must first eradicate that which was wrong or wrongly done. by relearning the material or skill correctly. Hunter’s model is designed to minimize mis-learning events in the first place."
  • Learning isn’t only for staff – there are things that Executives can also benefit from training.
    My friend CathyAnn often runs workshops for Executives who are working on bringing change to their organizations
    She said, “Improvement also occurred when executives participated in personal branding and interpersonal skills training. Executives became better communicators with managing their teams, as well as teaching some of their skills to employees.”

  • Often unrecognized, Rahel Baillie made a good point about how change can literally impact a person’s ability to do things well.
    Think about the last time you rented a car. Even though you know how to drive, getting acquainted with how to work the windshield wipers, where things as simple as the odometer may be placed in a different location – causes interference in being able to drive as proficiently as you would with your own car. It happened to me a few weeks ago when I rented a hybrid car. It took me literally 15 minutes to be able to drive out of the garage!
    When familiar with the tools, you’re not thinking about what you’re doing, but the task instead. As soon as the process or tool is changed, high cognitive load is being spent on figuring out the mechanics of how to do something vs. the actual task to be solved.
    As a result, a person may feel more frustrated and inept and it becomes critical to support them in the most appropriate way.
    Once technology has been internalized, they can go back to being proficient and possibly even exceed their proficiency level from before!
  • Going back to some of the earlier inventors, in 1915, Charles Kettering got a patent for the first Electric Self-Starter
    Before Kettering came along, drivers used iron hand cranks to start the internal combustion engines that powered their vehicles. For the uninitiated it was difficult, requiring great hand and arm strength. The self-starter was first introduced in the 1912 Cadillac and by the 1920s would come standard on nearly every new automobile.
    By making cars easier and safer to operate, especially for women, the self-starting engine ignited sales and helped foster a fast-growing automobile culture in America.
    But there were many failed attempts before Ketttering succeeded.
  • Change has a Lifecycle
    Not dissimilar to the Content Lifecycle
  • Learn from your mistakes and never throw anything away! Chances are insights, results, and other learning can be applied for future efforts.
    It’s important to have a postmortem to review thing like
    What worked? Did we get the results we wanted?
    What impact did the project have?
    Which method or process was the most effective?
    What could we have done differently?
    And hopefully, you won’t reach this conclusion – and hope that the change you want just happens by magic!

  • Don’t forget, it’s about Our Success – we have done it together!
    Reward your staff and yourself for a good job well done
    Be grateful
    Get ready to reassess and start all over again