Change Management - Stop Talking About What You Do And Start Talking About What You Deliver

Prosci Change Management Webinar
Stop Talking About "What You Do" and
Start Talking About "What You Deliver"
webinar@prosci.com
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2
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Prosci®Webinars
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change management

Agenda
• WHY we need to change
what we talk about
• HOW to change what
we talk about
• WHAT we can do to
change our conversations
3
Simon Sinek’s
Golden Circle
© 2013 Simon Sinek, Inc.
www.startwithwhy.com

First, Definitions:
4
Stakeholder Analysis
Impact Assessments
Change Management Strategy
Communications Plan
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance Management Plan
Feedback Collection
Sustainment Activities
What you do

What you deliver
(“Why”)
First, Definitions:
5
Drive benefit
realization
Ensure ROI
Enable results and outcomes
…through…
employee adoption
and usage of change

What would you say… you
do here?
6
“I conduct readiness assessments,
complete impact analyses, build strategies,
create change management plans and
support integration into project plans.”
“I help us capture the portion of
project benefits that depends on
employee adoption and usage.”

People don't buy what
you do, they buy why
you do it.
Simon Sinek
7

WHY
HOW
WHAT
Gain
Commitment
Address
Misconceptions
A&D
Before
K&A
Improve
Change
Outcomes
Provide
Context
Solve
Their
Problems
Speak
Their
Language
“Start
with
Why”
In the
words
you use
In your
elevator
pitch
In your
value
proposition
In your
work

WHY
Gain Commitment
10
Buy-in Mindshare Approach Resources

The best laid schemes o'
mice an' men
Gang aft a-gley
[without sponsor and
leader commitment]
Robert Burns
11

WHY
Address Misperceptions
12
“Nice to have” Optional
Just communication
and training LIFO-able
“That’s the soft side
of change”

“Knowing what to do with a toon is easy.
It's getting them to do it that's hard.“
Ender to Bean in Ender’s Game, Orson Scott Card
13

WHY
A&D Before K&A
14
© 2012 Prosci and Bill Cigliano
Awareness
& Desire
Knowledge
& Ability
• Why? Why now?
• What if we don’t?
• What’s In It For Me?
• What are we actually
going to do?
• How will we do it?
“A good portion of what we expect
from this project depends on adoption
and usage. If you want ROI, we need to
drive adoption and usage.”
“We need to: 1)apply a structured
approach, 2) scale and customize our
strategy, and 3) integrate CM plans and
activities into the overall project plan.”

WHY
Improve Change Outcomes
Percent of study participants who
met or exceeded objectives
100%
15
16% 46%
77%
96%
0%
Poor Fair Good Excellent
(n=244) (n=653) (n=834) (n=165)
Change Management Effectiveness
• Improve project results
and outcomes
• Drive benefit realization
and financial return
• Minimize risks
• Reduce “re” costs

WHY
HOW
WHAT
Gain
Commitment
Address
Misconceptions
A&D
Before
K&A
Improve
Change
Outcomes
Provide
Context
Solve
Their
Problems
Speak
Their
Language
“Start
with
Why”
In the
words
you use
In your
elevator
pitch
In your
value
proposition
In your
work

HOW
Provide Context
Here is change management
H H
H H
17
O
H H
O
O
(in a vacuum)
Here are the expected benefits
from a change and the portion
that depends on employees
doing their jobs a new way
(that is what I contribute)

Results and Outcomes Depend on
Employee Adoption and Usage
Current Transition Future
Without With change management
=
X project
benefits
created
Adoption
and usage
gets bumpy
Adoption
and usage
takes longer
Adoption
and usage
incomplete
Adoption
and usage
not as expected
Current Transition Future
<X
18

Priority is a
function of context
Stephen Covey
19

HOW
Solve Their Problems
The leader’s problem is not:
Your job: connect what you do to solving their problems
The leader’s problem is:
I have a change on the table
and I need to deliver the
expected results and outcomes
20
I don’t have change
management on
my change initiative

People don’t buy a quarter-inch
drill bit, they buy a
quarter-inch hole. You’ve
got to study the hole, not the
drill. The drill is just the
solution for it.
Theodore Levitt
(Leo McGinneva)
21

HOW
Speak Their Language
+ Strategy execution
+ Competitive advantage
22
“Executives speak three languages:
finance, finance and finance.”
- Jeff Hiatt, Prosci Founder
+ Core competency
+ Their own legacy
Your job: express the value of CM in their language

If you talk to a man in a
language he understands, that
goes to his head. If you talk to
him in his language, that goes
to his heart.
Nelson Mandela
23

HOW
“Start with Why”
24
www.startwithwhy.com
Simon Sinek’s
Golden Circle
© 2013 Simon Sinek, Inc.
WRONG

WHY
HOW
WHAT
Gain
Commitment
Address
Misconceptions
A&D
Before
K&A
Improve
Change
Outcomes
Provide
Context
Solve
Their
Problems
Speak
Their
Language
“Start
with
Why”
In the
words
you use
In your
elevator
pitch
In your
value
proposition
In your
work

WHAT
In the Words You Use
26
Communications
Training
Stakeholders
Resistance
Resilience
Assessments
Templates
Return on Investment
Benefit Realization
Results
Outcomes
Objectives
Sustainment

WHAT
In the Words You Use
27
What is the ROI of
change management?
Nebulous
Lacks context
What portion of
project benefits
depend on employee
adoption and usage?
Focused
With context

WHAT
In Your Elevator Pitch
The goal is not:
To be precise and complete
The goal is:
To get asked back!!!
28
You have 30 seconds to describe
change management. Go!

An ounce of context is
worth a pound of
isolated facts.
@daveElf
29

WHAT
In Your Value Proposition
“A positioning statement that describes
for whom you do what uniquely well”
Value proposition framework from Michael Skok, Startup Secrets: Building a Compelling Value Proposition,
- Michael Skok
– Target “buyer”
– Their problem
– Your solution
– Better than the alternative
30
www.entrecapitalist.com/resource/building-compelling-value-proposition. Used with permission.

It’s about the results
we deliver, not the
work that we do.
Me
31

WHAT In Your Work
CMROI Calculator • Making the case
• Risks, costs
• Effectiveness correlations
• Effectiveness factors
Five Tenets of Change Management Business Case Template
32
User feedback: “The CM ROI is
an important, dynamic tool that helps
us to quantify the ROI value of
investing in change adoption.
It is a significant step to elevating the
role of proper organizational change preparation,
and weaving it into the fabric of projects…”
Executive Summary
Situational Assessment
and Problem Statement
Project Description
Solution Description
Cost-Benefit Analysis
Implementation
Timeline
Critical Assumptions
and Risk Assessment
Conclusions and
Recommendations
Professional and structured
Tells your story, beginning to
end
Connects to results and
outcomes
Makes it real
1.We change for a reason.
2.Organizational change
requires individual change.
3.Organizational outcomes are
the collective result of
individual change.
4.Change management is an
enabling framework for
managing the people side of
change.
5.We apply change
management to realize the
benefits and desired
wwouwtco.mpesr oof cshcanig.ec.om
• How to drive employee
adoption and usage
• Hardcopy and Web-based
Research

WHY
HOW
WHAT
Stop Talking About
"What You Do"
and
Start Talking About
"What You Deliver"

Testimonial on the power of shifting the conversation
In a recent webinar, Tim Creasey, Chief Development Officer at
Prosci, suggested we shift the conversation. He suggests we ask
instead “what percent of project benefits and outcomes depend
on employees adopting, embracing and utilizing the change?”
This question was a real "aha" moment for me. It was a revelation
that I have embraced, adopted and utilized! It has opened doors.
I have now asked this question of leaders on two separate projects.
“What percent of the project benefits and outcomes depend on
employees adopting, embracing and utilizing the tool and process
we are implementing?” In both cases, eyes have widened and I see
minds whirling. Out of their mouths I hear, voices shaking,
“90-100%!” I respond, “So, what you are telling me is that we can
develop the most amazing tool and process and if employees don’t
adopt, embrace and utilize it then we have wasted our time and
money?” Heads slowly nod. I reply, “THAT’S change management.”
34

Prosci Change Management Webinar
webinar@prosci.com
Register for the live webinars
Wed, Sept 3 – 11AM EDT
Thursday, Sept 4 – 4PM EDT
Access Resources
www.linkedin.com/in/timcreasey/
@timcreasey

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