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Three strategies to succeed at change

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Three strategies to succeed at change

  1. 1. Three Strategies to Succeedat Change (and What to Do If Your Efforts Go Sideways) Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
  2. 2. #HCIwebcast Agenda Housekeeping Feature Presentation Q&A Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
  3. 3. Today’s Featured GuestsPatty McManus Beth O’Neill Senior Consultant Senior Consultant Interaction Associates Interaction Associates @InteractionAsc Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
  4. 4. Polling Question #1I’m here today because:• I sponsor and/or lead change efforts.• I consult to leaders of change efforts as an HRBP, OD, OE, or change management consultant.• I aspire to one of the roles above.• I’m interested in the topic.• Other. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
  5. 5. 70% Change management failure rate.2012 John Kotter, 1995 $4B Wasted annually as a result of failed UK government change efforts. Guardian Newspaper, 2008. 60% Projects failed to meet schedule, budget, and quality goals. IBM study, 2008. © Interaction Associates Inc. 6
  6. 6. 2012 still 70% Change management failure rate: McKinsey, 2012 © Interaction Associates Inc. 7
  7. 7. MeetJody 8
  8. 8. Jody’s ready to lead change! © Interaction Associates Inc. 9
  9. 9. Chat QuestionEven with the best kind of pre-planning, what elements cantake a change process off track?Please type a phrase or sentencein your chat box now. 10
  10. 10. Strategies for Successful Change• Set up for Success• Build Leadership Alignment• Engage Stakeholders Appropriately 11
  11. 11. Strategies for Successful Change• Set up for Success• Build Leadership Alignment• Engage Stakeholders Appropriately 12
  12. 12. The Big PictureA tool for increasing transparency in the strategy and plan for change Context Where Where How We Plan We Want We Are to Get There To Go Stakeholders
  13. 13. How We Plan to Get There Change management Analysis and system design Org structure, roles, and training Etc. 14
  14. 14. Strategies for Successful Change• Set up for Success• Build Leadership Alignment• Engage Stakeholders Appropriately 15
  15. 15. Polling Question #2 Impact When Leaders Are Not Aligned Which of these issues have you experienced most often?• Mixed messages create conflict in implementation teams.• Leaders don’t dedicate necessary resources (people and dollars) to the project.• Misunderstandings lead to errors in execution.• Staff experiences anxiety because of incomplete or inconsistent messages.• Implementation stalls due to leaders’ realization that early agreements were based on faulty understanding. 16
  16. 16. When LeadersAre Not Aligned 17
  17. 17. Strategies for Successful Change• Set up for Success• Build Leadership Alignment• Engage Stakeholders Appropriately 18
  18. 18. Seven Critical Questions1 Who are the individuals or groups that need to be considered or involved at some point in the process?2 What is their importance to the ultimate success of the initiative?3 How can you uncover their concerns, issues, and potential contribution?4 If they’re opposing the change or refusing to engage with you directly, is there someone who supports you that could provide a better link? 19
  19. 19. Seven Critical Questions5 What methods of involving and informing stakeholders would help you strike a balance between efficiency and inclusiveness?6 Who are the losers, meaning the people who will have to give up positions, or people, or a valued way of working?7 Who are the winners, the people who will gain the most from the change? 20
  20. 20. Stakeholder Analysis Example 1Key Stake- Current Level If opposed, for Issues, Wins Stakeholderholders & of Support what reason? and Mindsets Strategy andImportance (-)=Opposed Comments3=Critical (0)=Neutral2=Very Important (+)=Favorable1=Somewhat (?)=UnknownImportant Jose, If opposed, it I need to find Ask my boss what he Director might be due out this week. knows about Jose. of the IT ? to his group’s Get on Jose’s Planning current schedule. Group (3) priorities. If he’s willing, get a commitment of a senior engineer for the project team. Find out how he wants to be kept in the loop. 21
  21. 21. Stakeholder Analysis Example 2Key Stake- Current Level If opposed, for Issues, Wins Stakeholderholders & of Support what reason? and Mindsets Strategy andImportance (-)=Opposed Comments3=Critical (0)=Neutral2=Very Important (+)=Favorable1=Somewhat (?)=UnknownImportant Cheryl, Knows it’s Wants her Make a visit to the Warehouse (0) important but people involved warehouse in the Manager Leaning has concerns early. A long- next 6 weeks. (2) toward about how time and opposed other changes beloved Find out how she Cheryl will have been manager—if she wants her people become a managed in supports this involved, and who (3) over the recent lots of others the team leader time past. will. should contact. 22
  22. 22. Phase 1: Current State Analysis Manufacturing Go Ops or No-Go Inventory Mgrs Project Project Sponsor & Key Team Team Leaders Finance IT Ops 23
  23. 23. © Interaction Associates Inc. 24
  24. 24. Uh-oh. 25
  25. 25. When things go sideways © Interaction Associates Inc. 26
  26. 26. Make an authentic statement. Own your TRUST part.Accept the reality. * Adapted from Peter Block 27
  27. 27. Questions?Patty McManus Beth O’Neill Senior Consultant Senior Consultant Interaction Associates Interaction Associates @InteractionAsc Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
  28. 28. Thank you! interactionassociates.com www.hci.orgHuman Capital Institute (HCI) @human_capital

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