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Success secrets of trusted change advisors for acmp 2012 4 2
 

Success secrets of trusted change advisors for acmp 2012 4 2

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Presentation used at ACMP (Association of Change Management Professionals) conference 2012 in Las Vegas. Includes open space topics.

Presentation used at ACMP (Association of Change Management Professionals) conference 2012 in Las Vegas. Includes open space topics.

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  • It's great to see this posted so quickly after the big event. Liz, thanks again for your great job getting us all organized.

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    Success secrets of trusted change advisors for acmp 2012 4 2 Success secrets of trusted change advisors for acmp 2012 4 2 Presentation Transcript

    • ACMP Workshop April 2, 2012SUCCESS SECRETS OFTRUSTED ADVISORS
    • Our Format • Panel discussion with Q&A –45 minutes • Open Space  #acmp2012 –30 minutes• Closing observations  –10 minutes   Success Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   2
    • Our Goals• Spotlight change advisor role  • Stretch our thinking • Learn from peer experiencesSuccess Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   3
    • Our Panelists Jim Bohn, internal Panel  Facilitator Liz Guthridge, external Mike Nestor, internalOpen Space Facilitator Deb Nystrom, internal and external Gail Severini, external Success Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   4
    • Our Meeting Guidelines1.Be discrete;  share respectfully2.Turn cell or smart phone off or to vibrate 3.Now: Join the conversation in Open Space4.Later: Take part in our LinkedIn Group,  Trusted Change Advisors5.Enjoy the experience!Success Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   5
    • Our View of a Trusted Advisor Track record Reputation Word of mouth  Continuum referrals InquirySuccess Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   6
    • Panel Discussion with Q&A Being  credible Doing  Building  the  trust workSuccess Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   7
    • Our Top 10 Key Attributes• Acumen • Service mindset – Business, organization   • Courage development/change,  communication,  • Bridge‐builder/silo‐ emotional intelligence  buster/dating  and body language service• Credibility • Resilience and • Humility adaptability• Empathy • Anticipation • Lifelong learningSuccess Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   8
    • Open SpaceSample Topics: Guidelines• Internal vs. external • Culture change lessons  • Managing yourself • Dealing with politics and risk Principles:1. Whoever comes are the  right people.2. Whatever happens is the  only thing that could have.3. Whenever it starts is the  right time.4. When it’s over, it is over.  Success Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   9
    • Open Space Topics1. How to build trust faster2. Conflict with executive sponsor 3. Internal vs. external4. In what function should the CM group reside?5. Engaging leadership beyond the sponsor6. As an internal, how to avoid becoming “Just Mike.”7. How to communicate to be heard8. What’s the minimum requirements for change  management?9. Imperfect sponsors 10
    • Closing What  What  surprised  challenged  you?  you?   What  inspired   you? Success Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   11
    • Continue the Conversation! Trusted Change Advisors Group james.bohn@jci.com liz.guthridge@connectconsultinggroup.com michael.nestor@bayer.com debnystrom@reveln.com gail.severini@connerpartners.comSuccess Secrets of Trusted Change Advisors for ACMP April 2, 2012, 3:45 – 5:10   12
    • Open SpaceContext: In Open Space meetings and events, What will happen?participants create and manage their own We never know exactly what will happen when weagenda of parallel working sessions around a open the space for people to do their mostcentral theme of importance. We will use a important work, but we can guarantee thesedialogue and learning focus of: results when any group gets into Open Space:• What really matters now in being a 1. All of the issues that are MOST important to the trusted change advisor? ...and in the participants will be raised. near future? 2. All of the issues raised will be addressed byOpen Space has been called passion bounded those participants most qualified and capable ofby responsibility, the energy of a good coffee addressing the learning needs on each of them.break, intentional self-organization, spirit at After an event, the results can be made availablework, chaos and creativity, evolution in to an entire community within days of the event,organization, and a simple, powerful way to get so that the conversation can invite everypeople and organizations moving. stakeholder into implementation of the learning.Open Space began in part to the oft-quoted Things only get done by individuals, and nothingobservation that in traditional conferences and gets done unless people want to do it. Passion islarge meetings, the coffee breaks are the best great, but goes nowhere until the feet take itpart. somewhere.While Open Space is known for its apparent lack Open Space can only fail for two reasons: ifof structure and welcoming of surprises, it turns people show up with no passion and/or ifout that the Open Space meeting or organization somebody tries to control the process in order tois actually very structured – one that fits to the achieve some sort of pre-determined outcome(s).people and the work at hand, so that it oftengoes unnoticed in its proper role of supporting Open Space is about(not blocking) best work. 1. Growing more of what works: focusing attention on things makes them grow, inOpen Space guidelines importance, detail and depth. So why not grow more of what works rather than stuff thatStart the topic you wish to work on. The doesnt?person who posted the topic will be there and 2. Invitation. Invitation gathers people into anwill begin the dialogue. In deciding how to event, where they are further invited to postbehave, your choices include: more invitations. The results of the groups that• The rule of two feet: When the discussion is form around the smaller invitations are also no longer of interest, use your two feet to invitations to carry the work into the larger move on. world.• Butterflies: Feel free to flit from topic to topic. 3. Marketplace, Circle, Display Board, Breathing:• Bumblebees: Take ideas from one topic to the four basic mechanisms at work in an open another and cross-pollinate. space meeting or event.Open Space principles 4. Honoring both the good of the individual and the good of the collective, knowing both can1. Whoever comes are the right people. be served without a tradeoff. It is a measure of2. Whatever happens is the only thing that success, indicating a higher-order system has could have. emerged.3. Whenever it starts is the right time. Source, adapted from:4. When it’s over, it is over. http://www.openspaceworld.org/cgi/wiki.cgi?WorkingIn OpenSpace By Deb Nystrom, CMRsite.com & REVELN.com, #ACMP2012Success Secrets of Trusted Change Advisors for ACMP, April 2, 2012
    • Excerpts from the Experts“The sponsor-agent relationship is so important that just about everything we can hope to accomplishhinges on it.As practitioners, we can relate to and partner with a sponsor at many different levels. There are five that Ifeel represent the least to the most influential.At the top of the partnership scale are trusted advisors. These practitioners reach the pinnacle ofcredibility and reliability in their sponsor relationships. They incorporate all the respect and confidencegranted to an influential resource, and they are also considered an integral part of the sponsor’s ongoingdecision-making process. As such, the sponsor typically maintains an ongoing dialogue with thepractitioner rather than waiting until a change-related problem arises to call in the expert. In addition, thiskind of access is often associated with a personal chemistry and comfort that adds a coaching/mentoringaspect to the relationship.”Excerpts from the “Trusted Adviser” post, www.changethinking.net, Daryl Conner, Conner Partners.“There is very big difference between being the expert and being someone’s advisor… As smart peoplethemselves, clients don’t want advisors to tell them what to do. They want you to tell them their choicesso they can make their own decisions: ‘Help me understand my options. Help me understand the prosand cons. Give me a recommendation. Help me reason through to a decision.’ That is very much likebeing a teacher, and it is very much different than knowing the answer yourself. It’s making the client findthe answers. And it changes the focus of attention, which means that those of us who have ego needs,which includes me, sometimes find it hard to remember to do this. It’s so much more fun for your ego toshow off and prove that you have the answer so you can say to people, ‘Aren’t I smart?’ However, theclient doesn’t want to focus on your smarts, but rather on his problems. The issue on the table here is notyour ego.”Excerpts from “The Trusted Advisor Interview” with author David Maister from Financial AdvisorMagazine, 2001. http://about.davidmaister.com/print.php?n=articles&d1=18&d2=73“Communication is at the heart of all counseling relationships. CEO advisers know that, yet manyrepeatedly fail to make their points. They ignore the requirements of individual clients and contexts. Theytalk but don’t illuminate. The following rules for effective communication target CEO counselors, but mostapply to anyone trying to build a close advisory relationship:• Use discussions, not decks.• Synthesize, don’t dump.• Understand how the CEO processes information.• Use the CEO’s vocabulary.• Talk to the CEO as you would to a colleague, not to your boss.• Fit communications to the CEO’s calendar.• Just listen.”“The best inside advisers manage to navigate those murky waters while delivering extraordinary value tothe CEO. Having observed many of these people in action, I have identified some qualities that the bestones share:• Limited Career Expectations.• Professional Excellence.• Personal Connection.• Courage and Candor.• Good Judgment and Common Sense.• Appropriate Distance.• Limited Tenure.”Excerpts from “Confessions of a Trusted Counselor,” Harvard Business Review, Sept 2005,David A. Nadler, author and founder of Delta Consulting Group.http://hbr.org/2005/09/confessions-of-a-trusted-counselor/ar/1Success Secrets of Trusted Change Advisors for ACMP, April 2, 2012