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DANCE Methodology Step 4: Change Enablement
- 1. DANCE methodology training: change enablement
- 2. Change Requires Communication Using information from previous phases: • Create an implementation plan • Communicate the method of change
- 3. Questions to address WHAT is the current situation WHY change is necessary HOW change will be implemented WHO will facilitate this change WHEN benefits will be realized
- 4. change Prioritization of change 1) Low change, high savings 2) Low change, low savings 3) High change, high savings 4) High change, low savings savings
- 5. change Prioritization of change 1) Low change, high savings • Best option - fast and easy. • Little work, generates significant savings. • Modifies process in which the client is already familiar. savings
- 6. change Prioritization of change 2,3) Low change, low savings OR High change, high savings • Important to communicate the benefits as being greater than the effort required. savings
- 7. change Prioritization of change 4) High change, low savings • Use earlier successful small changes to encourage support for large change • Break up large change into smaller goals & milestones savings
- 8. Communication Plan to Facilitate Change • Agree upon mutually acceptable methods of communication & decision confirmation • Assign responsibility and follow up • Explain why change is needed, then benefit of change, then how to achieve it • Use a variety of communication methods “It takes at least 30 times to hear about a new idea before it starts to click in people’s minds.”
- 9. Communication plan WHO needs to be informed HOW will they be informed WHAT do they need to know Tailor your message!
- 10. Use measurable milestones • Smaller steps are easier to take • Closer targets seem easier to reach • Building progress on earlier goals ensures accountability • Announcing incremental progress buoys enthusiasm with success
- 11. Integrate varied types of change • Tie larger ongoing projects to smaller goals, or break it up into milestones with their own tangible benefits. • Build momentum and credibility by reaching early targets, then communicating success stories and benefits.
- 12. Utilize key relationships • Regular updates and communication enhance relationships and build trust. • Maintain trust by being honest, respectful and forthcoming. • Delegation • Support • Insight • Internal communications • Implementation buy-in • Maintaining schedule KEY CLIENT RELATIONSHIPS HELP FACILITATE CHANGE VIA:
- 13. Respect their authori-TAY • Minimize the use of an organization’s authority – work with their team • Let them give the good news • Don’t mandate your own changes without discussion and client involvement • Pick your battles • Concede small points for concessions later
- 14. The Five R’s • REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people. • RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success. • RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath. • RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised. • REPRODUCE Use your authority to help your team improve their abilities and knowledge.
- 15. The Five R’s • REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people. • RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success. • RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath. • RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised. • REPRODUCE Use your authority to help your team improve their abilities and knowledge. Utilize the assets of your team. Ask for help.
- 16. The Five R’s • REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people. • RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success. • RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath. • RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised. • REPRODUCE Use your authority to help your team improve their abilities and knowledge. Utilize the assets of your team. Ask for help. Acknowledge people’s efforts. They worked hard.
- 17. The Five R’s • REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people. • RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success. • RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath. • RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised. • REPRODUCE Use your authority to help your team improve their abilities and knowledge. Utilize the assets of your team. Ask for help. Acknowledge people’s efforts. They worked hard. Don’t dwell on a problem. Fix it!
- 18. The Five R’s • REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people. • RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success. • RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath. • RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised. • REPRODUCE Use your authority to help your team improve their abilities and knowledge. Utilize the assets of your team. Ask for help. Acknowledge people’s efforts. They worked hard. Don’t dwell on a problem. Fix it! You didn’t build that. Your team did.
- 19. The Five R’s • REACH A good leader reaches out to his team to collect ideas and combines them to find the optimal one, rather than commanding people. • RECOGNIZE A good leader values the ideas and the work of his team and recognizes their contribution and success. • RESPIRATE Don’t blame others, inspire the team to solve the problem together while facing a crisis. Take a deep breath. • RICOCHET Everybody likes a compliment. Acknowledge your team's contributions when you are praised. • REPRODUCE Use your authority to help your team improve their abilities and knowledge. Utilize the assets of your team. Ask for help. Acknowledge people’s efforts. They worked hard. Don’t dwell on a problem. Fix it! You didn’t build that. Your team did. Use your experiences to succeed again.
- 20. Be excellent to each other • Everything impacts your good name. • Keep it good. • Over-deliver when possible. “It is said that if people hear something from at least four different sources, they are very likely to believe it as a truth.”
- 21. Be excellent to each other • Everything impacts your good name. • Keep it good. • Over-deliver when possible. “It is said that if people hear something from at least four different sources, they are very likely to believe it as a truth.” Would you want to work with yourself?
- 22. Do a little DANCE • Evaluate and re-evaluate • Use past successes (and failures) to inform future efforts • Ask how your processes can be improved for next time (internally and externally) The entire Change section should be a tiny DANCE cycle on its own
Editor's Notes
- WHAT is the current situation – how it is less than ideal WHY change is necessary – cost savings, better pricing elsewhere, new supplier, required upgrades, deterioration of equipment, phase-out of software, modernization, etc. HOW change will be implemented – examples of ways in which client will be expected to cooperate WHO will facilitate this change – who is responsible for preparation, execution, follow-up WHEN benefits will be realized – reasonable timeline for when the inconvenience of the change process will be complete (and concrete ways in which client will see benefits of change upon completion)
- Ideally, all change will become “transparent” (i.e. UNDERSTANDABLE) with adequate communication. Familiar, understandable change is easier to implement than mandates from on high with no explanation as to the reasoning behind it.
- This is the crux of “C.” Different people learn in different ways. Your message will “stick” better when sent in a variety of ways ( email, webinar, phone call, in-person meeting, flyers, memos, etc ) “It takes at least 30 times to hear about a new idea before it starts to resonate with people.”
- Once the implementation plan has been finalized, determine these points in regard to making sure your implementation plan is understood.
- People may make jokes or complain about ongoing updates with no “progress” because to them PROGRESS means COMPLETION. Communication of incremental progress ensures that progress is noticed, and may earn the implementation more support. Good milestones should contain specific descriptions of the project, projected end dates for each task, and a clear numerical goal to reach at the end of each phase. Goals should be set incrementally and realistically for each period. Allow for adjustments! Many end goals are dependent on milestones being reached, allow for modification of later targets if necessary.
- Identify key people and stay in contact with them to build a strong relationship with the organization. Honesty and trust are important so clients feel we are working in their best interest.
- This is actually point 8 in the DANCE Methodology document.
- Be reasonable. Be likeable. Don’t make promises you can’t keep just because you think that’s what your client wants to hear Your good name will not “go viral.” It just won’t. People do NOT perceive things that have “gone viral” as being true. They’re just popular, and spread quickly. And then they are as quickly forgotten. You want your good reputation to be long-standing!
- Be reasonable. Be likeable. Don’t make promises you can’t keep just because you think that’s what your client wants to hear Your good name will not “go viral.” It just won’t. People do NOT perceive things that have “gone viral” as being true. They’re just popular, and spread quickly. And then they are as quickly forgotten. You want your good reputation to be long-standing!