Leaders Leading Change:
Communication and Verification
Company Rollout: 08-03-12
© Richardson 2013 • www.richardson.com
A New Process?
2
No, it’s a big organizational change!
SAMA has identified that one of the key
barriers/obstacles to succe...
Strategic Account Management Matrix
© Richardson 2013 • www.richardson.com 3
EnvironmentalFactors
Information and Feedback...
Change Management
 Messaging to create awareness
and urgency
 Implementing processes,
programs and directives
 Followin...
Defining Change Leadership
5© Richardson 2013 • www.richardson.com
Change Leadership — The
ability to (1) inspire people t...
Kotter’s Model for Organizational Level Change
© Richardson 2013 • www.richardson.com 6
Build commitment with stakeholders...
70
1
2
Scary Statistics
70% of change projects do not achieve desired outcomes
– in fact, 52% fail with no evidence of cha...
Change Leadership
Leaders of change typically experience three
levels of engagement before they are ready to
affect change...
Communication: Envisioning the Change
© Richardson 2013 • www.richardson.com 9
Change Story Framework
Explore Access Posit...
GOALS & OBJECTIVES
Company will achieve US$1Billion in annual revenue by 2018 through:
 Net organic growth of +4% annuall...
© Richardson 2013 • www.richardson.com 11
Communication: Case Study/Multinational Japan Div.
Exercise – The role of the leader
• Discuss the role of the leader in leading
change at your table.
• Identify the most im...
The role of the leader
The role of leaders in the organization is to:
 Model the behaviors expected of the teams
 Active...
Verification: Leadership Discipline Framework
© Richardson 2013 • www.richardson.com 14
Sales Executives and
Sales Leaders...
Verification: How do you measure change?
 Lagging Indicator — A metric that measures the
outcome or result of a change
 ...
Verification Questions at the Leader Level
© Richardson 2012 • www.richardson.com 16
 What is the adoption rate of the AM...
Verification: Adoption Questions and Coaching
Ask adoption questions to
gauge the depth, breadth,
and pace of change
If go...
Case Study: Communicating and Verifying Change
• Issue: $7B distributor of maintenance repair and operations supplies grow...
Lessons Leaders are Learning
1. Change leadership cannot be delegated
2. Less initiatives will actually create more
change...
Leaders Leading Change
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Leaders Leading Change

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In this presentation, Richardson’s Senior Vice President of Sales Readiness Practice, Harry Dunklin discusses creating a positive, skill-based experience for executive leaders to drive transformational change in the organization. He demonstrates how to connect the business’ overall corporate vision and strategy to the operational initiatives that will drive the achievement of the vision and strategy. Finally, he shows how to make the critical connection that describes the role of the leader at every level to drive these critical initiatives.

Learn more about Richardson at http://www.richardson.com.

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Leaders Leading Change

  1. 1. Leaders Leading Change: Communication and Verification Company Rollout: 08-03-12 © Richardson 2013 • www.richardson.com
  2. 2. A New Process? 2 No, it’s a big organizational change! SAMA has identified that one of the key barriers/obstacles to success in implementing a strategic account management process is failure to engage senior leaders.
  3. 3. Strategic Account Management Matrix © Richardson 2013 • www.richardson.com 3 EnvironmentalFactors Information and Feedback Resources and Tools Rewards and Incentives • Clear expectations • Measureable standards • Specific, timely feedback • Access to information • Meaningful data • Proper procedures • Easy to follow process • Easy to use tools • Adequate time • Expert support • Safe environment • Financial, non-financial rewards • Recognition, praise • Promotions • Lack of performance punishment • Presence of consequences IndividualFactors Knowledge and Skills Talent and Innate Capabilities Motivations and Preferences • Formal learning • Informal learning • Developmental rotations • E-learning • Mobile learning • Predictive competencies • Personality traits • Physical, emotional, or mental limits • Lifestyle constraints • Value attributed to the role or an aspect of it by the organization • Level of confidence • Sense of efficacy • Mood created by the workplace Based on the work of Dr. Thomas Gilbert.
  4. 4. Change Management  Messaging to create awareness and urgency  Implementing processes, programs and directives  Following a plan to meet milestones of measurement and achievement  Engaging the entire workforce with “what to do and how to do it” Change Management / Change Leadership Change Leadership  Developing the vision  Making the connection between the vision, strategy, critical business initiatives and people’s roles  Changing the conversation at all levels to motivate and inspect the change  Applying consistent discipline in modeling and reinforcing 4
  5. 5. Defining Change Leadership 5© Richardson 2013 • www.richardson.com Change Leadership — The ability to (1) inspire people to move from a current state to a future state by creating urgency to change and (2) enable people to successfully own their piece of the change on a personal level. — John Kotter Professor at Harvard Business School and Author of Leading Change
  6. 6. Kotter’s Model for Organizational Level Change © Richardson 2013 • www.richardson.com 6 Build commitment with stakeholders using a two-phase, seven-step approach. Align Engage Based on the work of Dr. John Kotter. Graphic provided by Experience Point’s GlobalTech Experience Change Simulation.
  7. 7. 70 1 2 Scary Statistics 70% of change projects do not achieve desired outcomes – in fact, 52% fail with no evidence of change and in many cases, long term damage to the organization. 7© Richardson 2013 • www.richardson.com The number 1 reason change initiatives fail is lack of leadership leading the change through vision, actions, and engagement. The number 2 reason change initiatives fail is under communication. Kotter says that most organizations fail to communicate by a factor of 10.
  8. 8. Change Leadership Leaders of change typically experience three levels of engagement before they are ready to affect change. The three levels are: • Envisioning the Change • Owning the Change • Initiating the Change © Richardson 2012 • www.richardson.com 8
  9. 9. Communication: Envisioning the Change © Richardson 2013 • www.richardson.com 9 Change Story Framework Explore Access Position Negotiate GOALS & OBJECTIVES Long-term and short-term results to achieve CHALLENGING ISSUES The obstacles to achieving the objectives and goals; challenging issues can be: n Competitive n Market/Client n Financial n Operational n Regulatory STRATEGIC INITIATIVES High-level responses to solve the challenging issues ROLES & RESPONSIBILITIES Your own and your direct reports’ contributions to the strategic initiatives VISION:
  10. 10. GOALS & OBJECTIVES Company will achieve US$1Billion in annual revenue by 2018 through:  Net organic growth of +4% annually through achieving a target 50 new customers/year/rep and increasing revenue in current customers  Providing differentiated value added product and service solutions to customers through a complete understanding of their needs resulting in an increase in NPS by 50% in 2 years.  Being seen as the number one partner to both customers and a preferred employer for high quality candidates.  Attracting, developing, and retaining the highest caliber workforce. Our people will be our differentiator.  Developing a strong customer orientation – managing to a target of 70% of sales professional’s time being in front of customers in productive discussions. CHALLENGING ISSUES Barriers to our achievement of our objectives include:  Strong domestic competition not influenced by depreciation of the ¥.  Competitive disadvantage created due to our lack of localization.  Lack of integration resulting in perception that we do not have a unified face to our customers.  Our office based culture resulting in inefficient geographic coverage.  Skill gaps in our sales and sales management organization that prevent us from being perceived as consultative and differentiating.  Territory inefficiencies that result in too few customer visits and not enough time with customers. STRATEGIC INITIATIVES To achieve our objectives, we are implementing:  A talent development strategy in our sales and service organizations, focused on developing a customer orientation, creating differentiation, and completely understanding our customers’ needs.  Territory and account strategies designed to allow our sales force to focus on high value activities and maximum customer contact to increase productivity and yield the highest value returns for our customers and for our company.  An overall HR strategy that will drive (1) diversity and inclusion, (2) talent development across all of our company, and (3) a performance-based culture. ROLES & RESPONSIBILITIES To support our strategic initiatives, as a manager I will commit to: Communication: Case Study/Multinational Japan Div.
  11. 11. © Richardson 2013 • www.richardson.com 11 Communication: Case Study/Multinational Japan Div.
  12. 12. Exercise – The role of the leader • Discuss the role of the leader in leading change at your table. • Identify the most important behavior you would expect leaders to exhibit to drive successful change. © Richardson 2013 • www.richardson.com 12
  13. 13. The role of the leader The role of leaders in the organization is to:  Model the behaviors expected of the teams  Actively verify the consistency and frequency of adoption of the new behaviors  Provide feedback to peers and direct reports about driving adoption  Assess adoption, consistency of application, quality of application and impact to the business  Integrate these conversations into the business so they become habits © Richardson 2012 • www.richardson.com 13
  14. 14. Verification: Leadership Discipline Framework © Richardson 2013 • www.richardson.com 14 Sales Executives and Sales Leaders Sales Leaders and Sales Managers Sales Managers and Salespeople Asking Verification Questions and Coaching Verification Feedback Verification Feedback Asking Verification Questions and Coaching Asking about Verifiable Outcomes and Developmental Coaching Verification Feedback
  15. 15. Verification: How do you measure change?  Lagging Indicator — A metric that measures the outcome or result of a change  Leading Indicator — A metric that predicts or forecasts the probability of a specific outcome or result  Adoption Question — An open-ended question that asks for specific evidence that a behavior, signaling ownership of the change, is occurring © Richardson 2013 • www.richardson.com 15
  16. 16. Verification Questions at the Leader Level © Richardson 2012 • www.richardson.com 16  What is the adoption rate of the AM’s following their account management process?  How do we know? What are the indicators?  Give me an example of success stories of Sales Managers who have high rates of adoption. What are they doing to encourage and support the adoption? How are business results being affected?  Give me an example of a Sales Manager who isn’t seeing high adoption.  What are you doing to hold Sales Managers accountable for higher adoption rates? Is it working? How do you know? What is the evidence?  Are some of your Sales Managers more comfortable demanding the use of the process and leading indicators as part of daily business than others?  What are you doing to model the right behaviors? Give me some examples.
  17. 17. Verification: Adoption Questions and Coaching Ask adoption questions to gauge the depth, breadth, and pace of change If good evidence, coach with praise to positively reinforce ongoing adoption efforts If poor or non-specific evidence, engage in developmental coaching to identify and remove barriers to increased adoption © Richardson 2013 • www.richardson.com 17
  18. 18. Case Study: Communicating and Verifying Change • Issue: $7B distributor of maintenance repair and operations supplies growing rapidly with no unified selling process in place and need to increase sales force productivity to drive bottom line growth faster than top line growth. • Action: worked with consulting partner to define a sales process for each go-to- market channel and to deploy the process integrated with skill models for rapid uptake by the field sales organizations. • Risk: After significant investment in consulting and training, senior leadership realized all the focus was being placed on the front line managers and sales professionals – senior leadership were asking what they should be doing to support and reinforce adoption. • Solution: The client developed and implemented a change leadership program designed to create a unified message and teach leaders of leaders how to reinforce and drive adoption of their investment in their people. • Outcome: While early in the implementation process we can confirm that the entire senior team (RVP and above) can tell the same story of the reason for change and are having verification conversations with each other on a regular basis, driving adoption of the new behaviors and reinforcing the investment. © Richardson 2013 • www.richardson.com 18
  19. 19. Lessons Leaders are Learning 1. Change leadership cannot be delegated 2. Less initiatives will actually create more change — be ruthless 3. Secure objective advice and guidance © Richardson 2013 • www.richardson.com 19

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