Selling Quality to Management: How to Get Management Buy-In to New Quality Initiatives

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Many quality management professionals describe their #1 problem as getting management buy-in to new quality management initiatives. So if you are in a new quality position or desperately need quality assurance program processes to change within your organization, how can you get management to sign off and support your new ideas?

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  • I HAVE to know how to sell Quality, or else I won’t succeed in my business. It’s a matter of life and death in my chosen occupation. Ask for how many people are familiar with the ASQ’s Economic Case for Quality. (Raise hands)
  • Briefly review the three elements of a Business Case. This is a SIMPLIFIED Business Case. A THOROUGH business case would amplify these points considerably, and possibly use the methods herein.
  • We train people on analytical skills, but not interpersonal skills We encourage fact-based decision making, but don’t pay attention to how decisions really get made. The business and personal cost of poor management-communication skills. Ask “how many people promoted into a new position?” If so, click yes in the FEEDBACK area, if no, click no. Ask “how many people given training to handle their new position?” IF yes, click yes. If no, click no.
  • 10:20 Ask if attendees have seen these situations.
  • What is the MIS manager responsible for? What is the Sales Manager responsible for? What is the QA manager responsible for? What is the CEO responsible for? How does this affect our approach to CEOs and other top managers? Use pointer 10:30
  • Use pointer
  • 11:00 Break after this slide
  • GO ON TO NEXT PAGE
  • Briefly review the three elements of a Business Case. This is a SIMPLIFIED Business Case. A THOROUGH business case would amplify these points considerably, and possibly use the methods herein.
  • [This slide amplifies the points made on the previous one.]
  • [This is a role play enacted by the instructor. Play out the part as if you were presenting to a management committee.]
  • Mental models and sales: used car salesmen vs. physicians. This connotation works against Quality professionals. Give choice of words including “self”. POLL #5 “ The Language of Business” applies to for-profits.
  • 2:40-2:50 One-minute case lets you jump in incase the meeting goes on too long, your session gets pushed back, etc. Finish after 20-30 minutes. If you have more detail, put it in an hip-pocket slide. Review the 60-second “emergency” option.
  • 2:40-2:50 One-minute case lets you jump in incase the meeting goes on too long, your session gets pushed back, etc. Finish after 20-30 minutes. If you have more detail, put it in an hip-pocket slide. Review the 60-second “emergency” option.
  • 2:40-2:50 One-minute case lets you jump in incase the meeting goes on too long, your session gets pushed back, etc. Finish after 20-30 minutes. If you have more detail, put it in an hip-pocket slide. Review the 60-second “emergency” option.
  • 2:40-2:50 One-minute case lets you jump in incase the meeting goes on too long, your session gets pushed back, etc. Finish after 20-30 minutes. If you have more detail, put it in an hip-pocket slide. Review the 60-second “emergency” option.
  • 4:00 I introduce some ideas, and then let individuals add to them. Use whiteboard.
  • End 4:15 Use pointer Plan ahead, practice, use role plays, develop scenarios—your manager will be impressed by your grasp of the issues! Seek assignments that consciously bring you into contact with senior managers. Better to start out small than to confront a manager under a high-pressure situation. Form teams of like-minded people and work together to achieve your desired outcomes. When appropriate, work with outside consultants, respected insiders, and others to get your message to senior managers. Questions and Active listening: Take the focus off of you by asking questions. Indicate your understanding of the answers by summarizing them briefly. If/Then Dialogue: This is a non-threatening way to assert your opinion. First, refer to a concern, principle, or issue that you have heard the manager state. Then, put your opinion in terms of that concern or principle. Use this format: I am concerned that IF [we don’t do what I want us to do], THEN [we won’t meet the objective that you stated]. Example: “Yes, I know that ISO certification will require a lot of time and effort. But I am afraid that if we don’t get certified, then we’ll never be able to expand into Europe.” The Value of Discomfort: Unease is a way to protect yourself from change. Sometimes unease and discomfort can indicate a potential for dramatic improvement Any questions or comments?
  • Selling Quality to Management: How to Get Management Buy-In to New Quality Initiatives

    1. Selling Quality to Management: How to Get Management Buy-In to New April 30th, 2012 Quality InitiativesFeaturing Guest Speaker:Brien Palmer, InterLINK ManagementConsultingHosted by:IBS AmericaTHE PRODUCTIVITY ADVANTAGE
    2. 2IBS Overview THE PRODUCTIVITY ADVANTAGE
    3. Brien Palmer  Quality and Management Consultant for 20+ years  “Economic Case for Quality” team leader (Pittsburgh pilot run)  Past chair of American Society for Quality, Pittsburgh chapter  CoREM Board trustee  Managing Principal in InterLINK Management Consulting 3 IBS Overview THE PRODUCTIVITY ADVANTAGE
    4. Agenda  Current Situation  How Executives Think  How to “Sell” Ideas  Focusing on Business: Using a Business Case  Selling Ideas to Your Organization  Gaining Comfort Around Top Management  Q&A IBS Overview THE PRODUCTIVITY ADVANTAGE
    5. The Business Case for This Webinar 1. Why should we do this? To facilitate Quality principles in service to our organizations and our careers. 2. What if we did NOT do it? Our good ideas would not get implemented, hurting the organization and frustrating ourselves. 3. What do we want when we finish? Skills in “selling” Quality ideas to our organizations, resulting in better performance, competitive success, and more-skilled Quality professionals 5 IBS Overview THE PRODUCTIVITY ADVANTAGE
    6. Some Crazy-Bad Projects 1. No customer input, no project plan, schedule accountability, no priorities, managed by the vendor, no sponsorship, no attempt to create acceptance by the user community, and no forum for dissent or criticism. (People talked to me, but would not speak up in meetings.) 2. Manager (founder’s daughter) would not talk to consultants, would not address her role in the process, would not agree on work rules. 6 IBS Overview THE PRODUCTIVITY ADVANTAGE
    7. Current State Technical Skills vs. Interpersonal Skills How Decisions Really Get Made Business and Personal Costs of Poor Management-communication Skills 7 IBS Overview THE PRODUCTIVITY ADVANTAGE
    8. You Need TWO Things 1. A Worthy 1. The Ability to Idea SELL the Idea IBS Overview THE PRODUCTIVITY ADVANTAGE
    9. How NOT to do it  Point out a problem and walk away.  Focus on regulatory requirements but not business needs.  Never leave the department.  Over-use “jargon”.  Avoid senior managers. 9 IBS Overview THE PRODUCTIVITY ADVANTAGE
    10. How TO do it  Become Project Manager of your idea  Work with Other People.  Get a management sponsor  Create teams, partnerships, alliances, etc.  Understand your Management and put your idea in their context  Their Objectives  Business Case  Cost/Benefits (ROI)  Building Organizational Consensus 10 IBS Overview THE PRODUCTIVITY ADVANTAGE
    11. How Executives Think  Big Picture vs. Department or Project Focus  Intuition vs. Analysis  Quick Action vs. Ducks in a Row  Boldness vs. Caution  Extraversion vs. Introversion  “The Language of Business” 11 IBS Overview THE PRODUCTIVITY ADVANTAGE
    12. Economic Case for Quality:What Sways CEOs? 89% 78% 73% 51% #1: Conversation #2: Testimonials #3: A Case Study #4: Competitor’s with peer CEO Financial Returns 12 IBS Overview THE PRODUCTIVITY ADVANTAGE
    13. “Economic Case for Quality” Resources www.makinggoodgreat.org www.asq.org/economic-case/ What Do CEOs Think About Quality? Quality Progress Magazine, May 2004 Making the Economic Case for Quality, by John Ryan (ASQ White Paper) 13 IBS Overview THE PRODUCTIVITY ADVANTAGE
    14. How to Quantify Cost Benefits Use internal CFO resources  Share assumptions and invite participation  Offer to do a pilot run, then measure results  Let your Financial people talk 14 IBS Overview THE PRODUCTIVITY ADVANTAGE
    15. Building the Business Case 1) Why should we do this? 2) What if we did NOT do it? 3) What do we want when we finish? 15 IBS Overview THE PRODUCTIVITY ADVANTAGE
    16. Business Case Considerations Address why any action is necessary. (If this is not clear, why bother doing anything?) Emphasize the costs of NOT doing the thing. (People will automatically focus on the costs of doing it.) Focus on the outcomes, not the process 16 IBS Overview THE PRODUCTIVITY ADVANTAGE
    17. Uses of the Business Case: In selling ideas to executive teams In meetings where you have prepared a coalition of supporters At the beginning of a presentation, in order to reconnect with the reasons for the project 17 IBS Overview THE PRODUCTIVITY ADVANTAGE
    18. Sample Business Case: We waste a lot of time getting approval for small parts during product development. We’d like to authorize each engineer to spend $100 without signature. If we don’t do this, we’ll risk more delays in product development. With a $100 limit, we will still have protection, but we’ll eliminate many delays. 18 IBS Overview THE PRODUCTIVITY ADVANTAGE
    19. Practice in BUILDING A SIMPLE BUSINESS CASE: a speedexercise  Think of a Real Quality Idea You Have. Examples:  Create an employee suggestion system  Qualify the company to an ISO standard  Track certain quality metrics  Introducing a corrective action/preventive action system  Survey employees re: effectiveness of work processes  Do a kaizen or a lean blitz in a particular area  Posting visible metrics in the work areas  Track and analyze problems on a regular basis. (e.g., material review board)  Introduce standardized work processes and procedures  Jot It Down  Consider the Following: 1) Why should we do this? IBS Overview THE PRODUCTIVITY ADVANTAGE
    20. Selling Ideas  The Connotations of “Selling”  “Why Should Anybody Care?” Tune in to WII-FM  Use the Language of Business 20 IBS Overview THE PRODUCTIVITY ADVANTAGE
    21. Principles of Consultative Selling Helping the Executive, from their perspective (not yours) Think “Pull”, not “Push” Trust and Selling 21 IBS Overview THE PRODUCTIVITY ADVANTAGE
    22. Selling Ideas Across an Organization Gather like-minded colleagues and form a group (formal team or ad hoc working group) Get a management sponsor Plan informal meetings with a critical mass of people: stakeholders, experts, and decision-makers. Keep meetings exploratory. Use probing questions. Get their opinions. Refine your proposal based on feedback. IBS Overview THE PRODUCTIVITY ADVANTAGE
    23. Tools for Organizational Interviews  Use your business case to form an “elevator speech” that:  Highlights the problem and current pain  Outlines your solution  Explains your plan to get organizational acceptance by ice  sp ract rs ake embe Takes only 60-90 seconds t This am m te  Ask probing questions  Ask for their opinion and input IBS Overview THE PRODUCTIVITY ADVANTAGE
    24. Some Goals of Organizational Interviews  Test the idea across several departments  See how people feel about it.  Ask for advice and help.  Gain ownership on their part, if possible.  See how opponents can be influenced. IBS Overview THE PRODUCTIVITY ADVANTAGE
    25. Presenting to Management IBS Overview THE PRODUCTIVITY ADVANTAGE
    26. What are the Challenges?  You are exposing yourself to people who could affect your career.  Senior Managers can be impatient, brusque and blunt.  It is hard to get and keep their attention.  The topic probably means a great deal to you but less to them.  They can ask questions that exceed your area of expertise. IBS Overview THE PRODUCTIVITY ADVANTAGE
    27. Planning the Management Presentation (1 of 3)• Before the presentation, BE PREPARED! Previously engage a majority of the decision makers.• Know Your Audience, and shape your message to them.• Prepare a quick-hit business case (less than one minute) and START with this slide.• Use a human narrative, especially under “What if we did NOT do this” • Illustrate with anecdotes and stories. • Make it interesting, not just technical. IBS Overview THE PRODUCTIVITY ADVANTAGE
    28. Planning the Management Presentation (2 of 3) Emphasize why this is important. Tell them that you will ask for their action. Make major points. Illustrate with human narratives (stories) whenever possible. Use graphics whenever possible too illustrate data. Stay strategic (i.e., high-level). For detail, offer handouts, hip-pocket slides and/or the big honkin’ book. IBS Overview THE PRODUCTIVITY ADVANTAGE
    29. Planning the Management Presentation (3 of 3)  Try to set a theme that you use throughout.  Move briskly. If you did your job well, you are reiterating information, not presenting it for the first time.  Plan to end at 20-30 minutes, with a summary, and a call to action.  Review your presentation and your meeting plan with your sponsor, especially on how to handle objections. IBS Overview THE PRODUCTIVITY ADVANTAGE
    30. Maintaining Your Poise  Remember, people want you to succeed.  Rehearse your talk. Consider a dry run.  Consider memorizing your introductory slides. (After the first couple of minutes, you will get past your nervousness.)  When practicing, use positive imagery, like professional athletes.  Remember, you will have done your job. Now, its their job.  Breathe! IBS Overview THE PRODUCTIVITY ADVANTAGE
    31. DURING the Presentation• At the beginning, announce that you would like a decision.• Finish your presentation at about 20-30 minutes (not at 60 minutes.)• ASK for the decision.• Handle questions and objections in accordance with position and expertise.• Let your sponsor play a role. IBS Overview THE PRODUCTIVITY ADVANTAGE
    32. Learning Comfort Around TopManagement What Causes Discomfort around Managers? 32 IBS Overview THE PRODUCTIVITY ADVANTAGE
    33. Strategies for Developing Comfort Practice Assignments and Projects Develop Coalitions Use Outsiders and Surrogates Questions and Active Listening The Value of Discomfort 33 IBS Overview THE PRODUCTIVITY ADVANTAGE
    34. Thoughts to Take Away Become Project Manager of your idea Work with Other People.  Get a management sponsor  Create teams, partnerships, alliances, etc. Understand your Management and put your idea in their context  Their Objectives  Business Case  Cost/Benefits (ROI)  Building Organizational Consensus 34 IBS Overview THE PRODUCTIVITY ADVANTAGE
    35. Thank You! Questions? IBS Overview THE PRODUCTIVITY ADVANTAGE
    36. For Further Information…  Making Change Work: Practical Tools for Overcoming Human Resistance to Change, by Brien Palmer. Published by ASQ’s Quality Press  The Case for Quality—Taking it to Management. Webinar sponsored by ASQ.  Selling Quality to Management: How to Get Management Buy-In to Qu , IBS America-Sponsored Whitepaper written by Brien Palmer IBS Overview THE PRODUCTIVITY ADVANTAGE

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