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Orchestrating Buy In
 

Orchestrating Buy In

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Buy-in is the essential ingredient in successful change.

Buy-in is the essential ingredient in successful change.

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  • In management and decision making, buy-in (as a verb or noun) signifies the commitment of interested or affected parties to a decision (often called stakeholders) to 'buy in' to the decision, that is, to agree to give it support, often by having been involved in its formulationThe process of lobbying for support for part of the influential group before suggesting an idea, arguing a case or submitting a report.In the sports world, buying in is a significant aspect of players/participants accepting goals and direction from a coach, leader or program. "Buying in" becomes synonymous with commitment and dedication. In the Spring of 2007, two film makers, Tim Breitbach(Dopamine) and Ralph Barhydt, started producing a film entitled, "Buying In" that explores the social issues of buying in based on the success of the boys' and girls' high school basketball teams at The Branson School, in Ross, California, who each won the State Championship in their division in 2007.

Orchestrating Buy In Orchestrating Buy In Presentation Transcript

  • Orchestrating Buy-In
    The DNA for
    Successful Change
    1
  • What is buy-in?
    2
  • Buy-In
    The alignment of thought to action.
    “I am, buying into that idea!”
    “Count me in!”
    “Yes, I agree, let’s get it done.”
    “I understand.”
    “I getit.”
    3
  • Lao Tzu Tao Te Ching
    “The way of subtle influence”
    Superior leaders are those whose existence is merely known;
    The next best are loved and honored;
    The next best are ridiculed.
    Those who lack belief
    Will not in turn be believed
    But when the command comes from afar
    And the work is done, the goal achieved
    The people say, “We did it naturally.”
    4
  • Sixth Century Buy-In
    The best leaders are unknown, the people say they did it themselves naturally.
    Conversely the leader did not seek fame
    The leader did not seek acclaim
    The leader lead others to accomplish the objective as if it were their own natural way.
    5
  • The agenda
    Personal
    5 Ws
    Avoiding failure
    Winning
    Success looks like
    Case Studies (B2B)
    Consumer (B2C)
    Change review
    Board of Directors
    The Toughest Buy-In
    Back to Business
    Setting up for success
    6
  • Personal life
    Getting the Family, Spouse, Children to buy-in.
    7
  • Start with the end in mind.
    Who will benefit if you are successful.
    How will they benefit if you are successful?
    How will they acknowledge this benefit?
    How will it be measured?
    8
  • Family
    Everyone with a family (that is all of us), have experienced the challenge of trying to get one member or an other of the family to buy-in.
    Maybe it is the children
    Maybe it’s a grandparent
    Maybe it’s a in-law
    Maybe it’s a spouse
    Regardless we have all shared the experience.
    9
  • Techniques
    The two most common techniques are
    Persuasion
    Edict
    Business reported these results from similar techniques:
    81% used persuasion or edict. Persuasion failed 53% of the time , Edict failed 65% of the time.
    Informally, I have surveyed audiences for their results, the similarity of results is striking.
    10
  • What Works?
    Thinking about your own experience would you agree:
    Seeing it from their point of view – helps
    Talking about what good happens for them when they buy-in – helps
    Uncovering the risk as they see it – helps
    Experiencing a small success at the change helps -
    11
  • Removing the Training Wheels
    1st reaction – I can’t.
    I will fall.
    I will get hurt.
    Someone will see me fall.
    They will make fun of me.
    I don’t know how.
    You promise you won’t let go?
    12
  • Did YOU?
    Did you YELL?
    Did you Demonstrate?
    Did you Support?
    Did you encourage Failures? (fail fast, fail often, fail cheap)
    Did you stand by and watch as they got it wrong?
    Did you allow them unlimited Opportunities to get it Right?
    Were you the biggest FAN?
    Did you encourage every small success?
    So what is different NOW?
    13
  • The Wheels Came Off
    And they never looked back.
    They found their own balance.
    You never got the credit, nor did you try to take it – it was always about them
    You never reminded them of what they owe.
    You encouraged them to take the next risk
    A ride to the end of block ~ alone.
    14
  • Orchestrating Buy-In
    Family • Board of Directors • B2C • B2B
    Regardless of the stakeholder
    The steps are the same
    Start with the end in mind.
    How will they benefit from the success?
    How will they acknowledge the benefit?
    How will it be measured?
    “When you help enough other people get what they want you get what you want.” ~ ZigZiggler
    15
  • Why Buy-In?
    Most change initiatives fail –
    From Buy-outs to
    Cost reduction to
    New incentive plans
    Estimates vary from 70-80% of change initiatives fail to meet their expectations.
    Most common reported cause – lack of buy-in.
    16
  • To avoid failure -
    17
  • Start with the end in mind.
    Who will benefit if you are successful.
    How will they benefit if you are successful?
    How will they acknowledge this benefit?
    How will it be measured?
    18
  • The Reorg. is fairly straightforward.
    19
  • Success Rates Depend
    On the criteria used
    Generally financial performance and shareholder value issues are constructed to be successful
    Behavioral change, like client satisfaction or management behavior, has proven to be somewhat less successful
    20
  • Failure factors
    Half hearted or No Buy-In from stakeholders
    Paralysis by analysis
    Consultants silver bullet syndrome
    Wrong measures
    21
  • Even good ideas fail
    By the time we finish this presentation, over 46 businesses will have ceased operations.
    3 will have filed for bankruptcy
    By the end of the day 2.1 million new businesses will have followed their lead.
    22
  • The GAP
    “91% of business people are as confident
    as ever in their ability to make decisions.”
    – Dr. P. Nutt (818 surveyed)
    The book Business Think; p.16 & 17 outline why these decisions fail
    2/3 never explored alternatives
    81% used persuasion or edict. Persuasion failed 53% of the time , Edict failed 65% of the time.
    7% considered long-term priorities
    23
  • Stinking Thinking
    Thinking is the nucleus of business ~ it drives not only what gets created and launched, but also what lives on. It’s the “big bang” that sets everything else in motion. If you want to change your results, you must first change your thinking.
    ~ Dave Marcum, Steve Smith & Mahan Khalsa from business THINK
    24
  • It is not always easy to see
    What you need to see.
    The old adage measure twice
    Cut once was sound advice.
    When it comes to
    Orchestrating Buy-In
    Don’t leave stakeholders guessing.
    25
  • 60% of Statistics are lies
    In a report on more than 40,000 organizations, Martin Smith reported in his book Success rates for different types of organizational change published success rates vary widely depending on the type of change.
    26
  • How to get off on the right foot.
    27
  • Silver Bullet
    The consultant Silver Bullet approach
    The consultant is smart
    Therefore if the consultant tells us what he knows we become smart
    Problem solved
    Not so fast –
    Transfer of knowledge is not DOING
    DOING something different is what counts.
    28
  • The 5 ws
    29
  • Success is in the 5 Ws
    What
    Why
    Who
    When
    Where
    30
  • What?
    Starting with the end in mind – what needs to be different? (Be very specific)
    When you get what you want what will it look like? (seek specificity)
    Who will know? (exactly by name / title)
    Why is it important? (To whom is it important?)
    How will it be measured? (give me an example)
    What will be result for the participants? (How do they know this is meaningful work?)
    31
  • Why?
    Why does this particular thing need to change NOW?
    Who is being impacted by the lack of this change? (Specifically what is the impact?)
    Who will be impacted when the change in completed? (Besides you who else?)
    When does this need to be finished?
    What is it costing us not to change?
    32
  • Who?
    Who made the decision to seek this change?
    Who else was involved in the process?
    How were they impacted?
    Who needs to be involved in making the change happen?
    What is expected by this individual as a result of this change?
    How will it impact anyone involved or effected?
    33
  • When?
    When did you first notice the need for this change?
    How did that occur?
    When does the change need to be in place?
    Why is that the target date? Or Result?
    Who will know? When will they know? How will they know?
    34
  • Where?
    Where has the need become self evident?
    Where shall we being?
    Where shall we engage others? How shall we engage others? What is in it for them?
    Where will we first notice the change impact? (LPI)
    Where will we acknowledge the results?
    35
  • Using Questions
    The Socratic Method: Socrates used questions to get his students to see the lessons he wanted them to learn.
    This method works for all type of learning experiences.
    It is particularly powerful when employed within experiential learning opportunities.
    Often it is useful to gain clarification by asking example questions – like the ones that follow.
    36
  • Evidence Questions
    How will we know if we improve brand loyalty?
    How did we become convinced we were losing client trust?
    What specifically pointed out that quality was down?
    What will we observe to know business acumen has improved?
    37
  • Specificity
    Success or failure of your Orchestrated Buy-in may often be determined by the degree of specificity you were able to solicit during your step up, assessment or evaluation.
    Good beginning beget good endings.
    38
  • winning
    39
  • Winning
    Teams win when they work together.
    It is easy to stop a single individual on a mission.
    It is more difficult to stop 100 people with a passion for an objective.
    40
  • How does the Coach do it?
    Consider how the coach does it.
    Explain the rules
    Practice new things off the field
    Encourage
    Demonstrate
    Re-think everything
    41
  • Another Voice – Dr. Paul Nutt
    Ohio State Unv., Fischer College of Business
    356 Companies studied
    19 years
    “more than 50% of all decisions failed; they were quickly abandoned, only partially implemented, or never were adopted at all. “
    42
  • Confidence UP Success DOWN
    If the numbers are statistically accurate – one major cause of failure in any change initiative is the decision makers unwillingness to seek advice, or question his/her decisions once made.
    Often the real challenge is WHY are we making this change?
    43
  • Hire the whole unit
    Jack Stack reported in his book The Great Game of Business that he learned the value of engaging the employee wholly.
    He asked the question, why just pay for the worker from the neck down?
    When you get their head in the game everyone wins.
    A believer in the power of buy-in.
    44
  • Are we fooling ourselves?
    Here is a question that should be asked by someone with every change initiative undertaken.
    Followed by – is this the right RISK to be taking now?
    Well thought out answers to these two questions can avoid many of the failures of other change projects.
    45
  • Ballpark to Boardroom
    When we examine the companies that win consistently we find many similarities to sport teams that win consistently.
    Why?
    No “I” in team
    Everyone knows how to keep score
    Everyone knows what it takes to win all the time
    46
  • David Nadler
    Author of Champions of Change
    Difficult to create value afresh
    Corning – 150 yrs old
    Committed itself to innovation
    Resisted defining itself by products
    Defines itself by ways it develops products
    47
  • When buy-in works
    Everyone wins
    48
  • Innovation
    Statistically companies that innovate are 5X more successful than their competitors.
    Companies that learn to create patentable solutions are 20X more successful.
    It is not about the patent – it is about the process
    49
  • In every case BUY-IN WINS
    Examine any of these issues and you will find team effort, and employee buy-in.
    Ask people at Corning what they do…
    Corning is the world leader in specialty glass and ceramics
    Jack Stack’s company
    Started with D/E 800:1 – share value $10
    Today D/E 6:1 – share value $310
    50
  • More Buy-In Success
    Michelin
    D/E 8.3:1
    D/E 1.6:1
    Diesel Mechanic Shop (14 man)
    Took 5 min. out an hr. effort
    Added $4K a week to the net profit
    51
  • More Buy-In Success
    Bank
    Trained employees – within a week
    Existing customers brought in new customers
    Attorney
    Trained employees and Partners
    Referrals increased 30% the following month
    52
  • More Buy-In Success
    Professional Svc Firm
    Held one meeting
    A/R was reduced by 50% within 90 days
    Manufacturing Firm
    Does Innovation Workshop
    New product captures 90% market share
    53
  • Buy-In Works
    Our examples can continue –
    The point – Buy-In Works
    It works to create an unstoppable force
    It works to get everyone understanding how to win
    People generally don’t come to work looking to fail or be a problem – they want to make a contribution.
    54
  • Gung Ho!
    This Ken Blanchard book – tells us about the value of Meaningful Work
    People want to understand how their work makes the world a better place.
    If you don’t have employee buy-in, it would not be possible to understand “meaningful work”.
    55
  • Steven Covey
    “Business basically is run by the economic rules of the marketplace, but organizations are run by the cultural rules of the workplace. They are often not in alignment.”
    Buy-in is about gaining alignment.
    56
  • Symptoms of Nonalignment
    General confusion about the Goals.
    People believe in the mission statement but don’t act like it in day – to – day activities.
    A gap exists between dreamers and implementers.
    Silos abound.
    Right hand doesn’t know what the left is doing.
    Change is like a Slinky
    57
  • More warning signs
    While hard data may inform our intellect, it is
    largely soft data that generates wisdom… Henry Mintzberg, The Rise and Fall of Strategic Planning.
    Richard Neustadt, Harvard Unv. “It is not information of a general sort that helps. Not surveys, not the bland amalgams. It is the odds and ends of tangible detail that pieced together… illuminate the underside of issues.”
    58
  • Keeping Score
    Everyone knows how to keep score
    How important is this?
    90% of surveyed employees believe their company’s profit margins are greater than 70%.
    DoC reports >80% of small business owners can not properly interpret their own financial reports.
    Winning is easy when you know how to keep score.
    59
  • Business Score Card
    Finance is the way we keep Score in Business.
    60
  • Understanding the Language
    It is hard to do business when you don’t understand the language.
    The language of business is finance.
    Therefore the more people who understand the language of finance the better the performance of the business.
    61
  • CASE studies
    B2B – getting on the same page = Buy-In
    62
  • Case Studies
    We will examine the use of buy-in to facilitate results over various industries and differing challenges. Success is do to the teams.
    Cross functional teams formed with assigned ownership
    These only work when you have orchestrated buy-in –
    When the team gets the 5 Ws and owns them.
    63
  • Case Study
    Business Jets Manufacturing
    • Leading manufacturer of business jets
    • On-time delivery and quality issues affecting levels of new business
    • Gaining employee buy-in ~ critical
    Results
    • Aircraft production cycle time reduced 32%
    • Aircraft production first pass yield up 10X
    • Engineering change cycle time down 74%
    • Engineering change first pass yield up 3X
    • Rework hours reduced 62%
    • Overall labor hours per aircraft reduced 56%
    • On-time delivery increased 28%
    Challenges
    • Long engineering change cycle time resulting in large backlog and poor on-time performance
    • Manufacturing cycle time and first pass yield severely affecting on-time delivery performance
    • High level of manufacturing rework
    • Failure of previous self-medication efforts
    64
  • Note how often the use of Team is used.
    Business Jets Manufacturing
    How Achieved
    • Business Improvement Team “BIT” formed
    • Focus on six high leverage processes – Engineering, Production, Completions, Materials, Quality and Product Integrity, and Service
    • Customized architecture was developed that included a rollout plan prioritizing these key processes
    • Cross functional teams formed, assigned process ownership
    • Engaged &trained line and staff personnel in methodology
    • Mapped each process (“as-is” and “should be”)
    • Established hierarchical measurement set and linked results to confirm acceptable performance toward objectives
    • Established and assisted teams at all levels in identifying and removing prioritized barriers
    • Metrics focused accountability
    • Implemented drumbeat meetings leading and driving change
    • Guided the internalization of the methodology and established an environment of continual process improvement throughout the organization
    Results
    • Aircraft production cycle time reduced 32%
    • Aircraft production first pass yield up 10X
    • Engineering change cycle time down 74%
    • Engineering change first pass yield up 3X
    • Rework hours reduced 62%
    • Overall labor hours per aircraft reduced 56%
    • On-time delivery increased 28%
    65
  • Case Study
    Semiconductor Manufacturer
    • Leading producer of static memory devices
    • Strong reputation for product innovation
    • Lacked employee ownership of challenges
    Results
    • Reduced order to delivery cycle time by 57%
    • Improved time to market cycle time by 79%
    • Reduced inventory by 52%
    • Increased productivity by 87%
    • Boosted revenue by 43%
    • Improved return on assets by 304%
    Challenges
    • Relentless global competitive price pressures drives need for substantial year over year cost improvements
    • Desire to provide customers improved service levels while achieving improved return on assets
    “Something that would kill three-quarters of our competitors just gives us a bad cold” - COO
    66
  • Once again teams and buy-in are critical along with stepped measures of success.
    Semiconductor Manufacturer
    How Achieved
    • Orchestrated Employee Buy-In
    • Established hierarchical measurement set from business level to daily drumbeat metrics by operation group – ec, photo, etch
    • Formed cross-functional teams for key operations – fab, probe, packaging, test and production control
    • Trained supervisors to dynamically adjust operator schedules throughout shift to balance wip across multiple processes, equipment groups and masking layers
    • Paretos and root cause identification of defects in fab yield and defect densities
    • Reduced photo rework to zero
    • Provided skills training for equipment maintenance organization increasing overall uptime from 70% to 85%
    • Improved furnace utilization by 30%
    • Guided the internalization of methodology and established an environment of continual process improvement throughout the organization
    Results
    • Reduced order to delivery cycle time by 57%
    • Reduced inventory by 52%
    • Increased productivity by 87%
    67
  • Case Study
    HOW? – Employee team meetings, training, process improvement with support.
    Hand and Power Tools
    • Supplier of hand operated Power Tools
    • Global Operations and Development
    • World Wide Sales with significant local market differentiation
    • Seasonal markets – 50% Christmas, 15% Father’s day
    • Employee Buy-in , full engagement – drove results
    Challenges
    • Could not reliably launch products to meet the seasonal sales windows.
    • Small market share in Cordless products, which were the fastest growing market segment.
    • Return-On-Investment for newly developed products consistently missed goals.
    Results
    • Average Time to Market has been reduced by 35%, and new product revenues have increased to 25% of total sales.
    • Return-On-Investment for newly developed products has improved over 30%.
    • Production start up time has been reduced by 80% and most new products are launched on time.
    • Launched entire line of new cordless products increasing market share.
    68
  • Case Study
    Global Communications Manufacturer
    • Needs to create new demand pull
    • Must Orchestrate Customer Buy-In
    • Faces Major Competitor
    Results
    • $60 M in annual sales
    • 50% Market Share won
    How achieved
    • Comprehensive CRM program launched
    • Extensive interviews
    • Leverage technology & timing
    • Trained sales and major customers
    • Gained strategic partnership relations
    Challenges
    • Face dominate competitor
    • Poor Brand Recognition
    • Increased sales in US
    69
  • B2B Lessons Learned
    Participants must be actual stakeholders
    Participants must commit to the team approach.
    Participants must commit time, and resources for the entire period the group remains active.
    Participants must be representative of organized groups that are capable of implementing agreed upon solutions.
    Participants must enjoy the support of the respective groups they represent.
    US Corp of Engineers
    70
  • Lessons Learned
    Strategic Change, internally or externally, requires buy-in from the impacted parties to be successful.
    Today – with instant communications customers announce their position on your product, offering, or service to the world via blogs, Twitter, Facebook, and email.
    Employees demonstrate their support by voting with their engagement.
    71
  • Consumer (B2C) buy-in
    Look for the hidden agenda
    72
  • What would your company do?
    If you had a product that was delivered in a box & new designs were under evaluation.
    Would your company:
    Print up hundreds of versions and display them publically and take a poll?
    Ask the marketing people what they thought and then go to market?
    Review the designs with a management committee who votes?
    Which of these creates buy-in?
    73
  • Consumer Products
    Even CiCi’s Pizza has grasp the value of experiential marketing.
    Everyone entering was asked to choose from 9 different delivery boxes
    Each box had a different design
    Choose the design you like best
    This is the most basic of marketing getting the customer to tell you what they like.
    74
  • CiCi’s Results
    The jury is still out.
    Not all votes have been counted.
    What happened when customers were asked about a delivery box?
    Most of them never get their pizza delivered.
    Was this a waste of time and money?
    75
  • What were the results we wanted?
    When marketing asked the question, what was the answer?
    Create awareness of our delivery service!
    Engage the customers, show them they are important to us.
    Demonstrate our willingness to listen to any customer.
    Oh, buy the way pick a new box design.
    76
  • Alternatives
    CiCi’s could have run an internet poll.
    They could have run a major TV ad campaign.
    They could have let the marketing research team decide.
    They could have let a management team decide.
    77
  • Outcomes
    CiCi’s is running a promotion $3.99 buffet lunch M-F.
    This brings in customers.
    Customers are engage in box survey.
    Customers talk about box survey at lunch and with others. (ads are true, food is ok, place is clean, service is fast & friendly – good value)
    New customers! Oh yea new delivery box design.
    78
  • Would you pay $1
    In order for CiCi’s to have this promo work they discounted their buffet $1.
    Look at what they got for their $1 per customer.
    Would your company be willing to get similar results for $1 per customer?
    Key is customer – not prospect – these are proven buyers of the product – THAT IS BUY IN!!!
    79
  • Your Challenge
    Not B2C.
    You are all about B2B.
    Does this still work?
    Remember the case studies.
    All of them were B2B.
    Would you accept those results?
    80
  • Change in Business
    Typically the financial issues have models and metrics that keep them on track.
    Softer issues are more challenging.
    Regardless some lessons to avoid failure and insure success can be gained.
    When gathering team members regardless of their role:
    81
  • How do you insure
    The nature of the participant?
    Test
    Interview
    Experience
    Strong facilitation skills – with barrier removal agreement in place with top management.
    82
  • Key to success
    Top line leadership
    The slightest waver here and you are swimming up stream, chance of success below 50%.
    Facilitates/ Supports barrier removal committee.
    Clear objectives
    Clear metrics
    Deliver clear results
    Measurable results
    83
  • The Process of Change
    Get everyone engaged.
    84
  • Orchestrating Buy-In
    When everyone understands
    The rules
    How to keep score
    What good looks like
    What is in it for them
    Have some idea about what to expect
    Have a hand in the process
    IT CREATES BUY-IN ~ WHICH DRIVES SUCCESS
    85
  • Let’s examine a successful approach to change
    LEAN Manufacturing has made significant impacts on manufacturing profitability.
    LEAN is taught through simulations and modeling.
    Why?
    Adults learn and retain what they learn when:
    They can see the results
    Participant in the learning
    Get to ask questions
    = Buy-In
    86
  • Start with the end in mind.
    Who will benefit if you are successful.
    How will they benefit if you are successful?
    How will they acknowledge this benefit?
    How will it be measured?
    87
  • The board of directors
    The toughest buy-in.
    88
  • Board Buy-In
    Boards should ask the tough questions.
    They should challenge
    The idea
    The timing
    The resources
    The results
    The NEED
    89
  • Gaining Buy-In
    Understand the audience
    Address the easy stuff in the documentation
    Discuss the reasoning with the thought leadership
    Prepare your evidence
    Answer the 5 Ws
    See it from their point of view
    Now prepare to fully engage them in experiential learning
    90
  • Educating the Board
    Sometimes what is needed is an educational experience.
    The board needs to learn something new or different about the business, the market or the rules of governance.
    Without this new knowledge they are under prepared to make decisions on change issues.
    OK I GetIt Now!
    91
  • Buy-in results
    Family felt included and educated
    The risk was clearly addressed
    Everyone was convinced the decisions were right
    Support from Customers, Vendors, Lenders, and Leadership –joined into one voice
    92
  • Board as Stakeholders
    Board members are included in the list of stakeholders
    Even if they don’t own stock
    Stakeholders will be impacted by the decisions and directions of the enterprise.
    When we think of the board as a subset of stakeholders we have a better approach to orchestrating their buy-in.
    93
  • Cash is King
    “Businesspeople never let cash out the door that doesn’t strictly, ultimately, bring more cash back.” - business THINK
    94
  • Case Study
    Closely held job shop manufacturing
    • Family Business
    • 30 years same location
    • 3rd Generation leadership
    Challenge
    • Sales off
    • Profits off
    • A/R slow
    • Reluctant to add $
    Solution
    • New business plan
    • New innovations introduced
    • Board Engaged in ERM workshop
    Results
    • Sales up 20% in 90 days
    • Profits recovering
    • A/R reduced 3.5%
    95
  • The Buy-in an ERM Workshop
    How did an ERM Workshop convince the board to add more equity to the business?
    1st Gen relies on profits for retirement income
    2nd Gen relies of profits for expenditures
    3rd Gen struggled to make goals
    ERM defined and quantified the risk that needed to be taken.
    The ERM addressed the unknowns.
    The ERM revealed vendor partnership opportunity.
    96
  • One Corporate Vision
    97
  • Stakeholder Engagement/ Buy-In
    Stakeholder engagement - one of the objectives that supports our Mission - happens when a company engages in dialogue on issues of mutual concern.
    98
  • Full Circle – taking the keys
    The toughest buy-in ever.
    99
  • Start with the end in mind.
    Who will benefit if you are successful.
    How will they benefit if you are successful?
    How will they acknowledge this benefit?
    How will it be measured?
    100
  • Starting with the end in mind.
    This can be the most challenging buy-in ever.
    Children taking responsibility for their parents.
    How difficult is it to consider how your parents might actually benefit if they relinquish the keys to the car.
    Where your parents live can influence your approach.
    101
  • Who will benefit?
    Parents
    No more car insurance
    Reduced risk of liability from accidents
    Drawing closer to those that love you
    Reduce fear of injury – self & others
    The Children
    Reduced fear of the unknown
    Closer relationship
    102
  • How will they benefit?
    We answered a few of these previously – in fairness what will be the challenges? Seeing it from the stakeholders point of view:
    Loss of Independence
    Loss of control
    Acknowledgement of diminished capacity
    Challenge of getting around
    More difficult in rural areas than in urban
    Taxi, Bus, Children, Neighbors, Friends, Family
    103
  • How will they acknowledge benefit?
    This depends on their condition
    Folks that are ill have less difficulty
    Folk that live in isolated areas have more difficulty
    Farm folks and Seniors in small towns with no public transportation can be challenged.
    Similarly small town and farm communities come together in support of their senior citizens with informal networking to insure everyone is covered.
    104
  • Acknowledge the Benefit
    Once they accept the need –
    They acknowledge the need and their challenges
    Eventually they begin to tell stories that of close calls that will curl your hair.
    They grow closer to friends and neighbors as they come to rely upon them from time to time.
    105
  • Measurement
    Eventually your parents are still just as smart and they love you.
    They come to accept the necessity and acknowledge the love you displayed in making the tough call and getting them to buy-in.
    106
  • Back to business
    The DNS of success
    107
  • Start with the end in mind.
    Who will benefit if you are successful.
    How will they benefit if you are successful?
    How will they acknowledge this benefit?
    How will it be measured?
    DNA of Success
    108
  • 7 Step Measurement Process
    Business Unit Signoff
    Performance Consulting
    Pre-Assessment
    Evaluation 1 for learner
    Evaluation 1 for manager
    Follow up evaluation with learner
    Follow up evaluation with manager
    The Training Measurement Book –
    Josh Bersin
    109
  • Examples
    Here I will insert success stories from others that prove the format we outlined
    110
  • Closing
    Review the DNA of Success
    Review the 5 Ws
    Highlight the lessons learned
    Point to the opportunity to win
    Provide contact information and outline some of the workshops we offer to Orchestrate Buy-In
    111