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ACMP2015 Presentation - Learn, Lead & Support Change at a Distance
The document discusses learning, leading, and supporting change at a distance. It describes a story of training 40 people across 8 teams and 3 sites over 2 days, with most of the training being team-based learning by doing activities. It also shares insights into retention rates from different learning methods and implies that online training can teach models and tools but not mindsets and reflexes. The document prompts discussion on tips for learning change at a distance. Responses emphasize using interactive communication techniques, regional engagement groups, coaching, real-life examples, and virtual communities of practice.
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ACMP2015 Presentation - Learn, Lead & Support Change at a Distance
- 1. Learn, Lead & SupportChange at a Distance JAMES CHISHOLM Principal, ExperiencePoint #ACMP2015 @experiencepoint Contribute your insights at: pollev.com/experiencepoint/
- 2. Image by Citrix Online (CC BY-‐NC-‐SA 2.0) 90%
- 3. Image by Johann Larsson(CC BY-‐NC-‐SA 2.0) 10%
- 4. Image by Citrix Online(CC BY-‐NC-‐SA 2.0) 90%
- 5. Learning Objectives Learn Lead Support Story Insights Discussion #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 5
- 6. Effective Leaders ofChange … What to do How to be Right things, at the right Rme, done well Task View: MODELS & TOOLS Human-‐centered Learning-‐orientaRon Bias for deliberate acRon RelaRonship View: MINDSETS & REFLEXES + #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 6
- 7. Say Hello! Please say “hello” to the person beside/around you and consider: ”What are some of the hardest things about learning, leading or suppor6ng change at a distance?” On the web: pollev.com/experiencepoint/ Or text EXPERIENCEPOINT to 37607 once to join, then text your thoughts SHARE WITH US!
- 8. RESPONSES (page 1of 2): #ACMP2015 2015 © ACMP All Rights Reserved 8 • Not being able to 'read' a leader. Can do video, etc, but doesn't allow the genuineness of face to face interacRons to bestow trust. • Engagement on complex topics • Gecng people to understand that work done 'elsewhere' has the same value. • The lack of visual cues makes interacRon less effecRve • Time zones! • CollaboraRon; engaging parRcipaRon • Technology issurs • Bringing high energy to a remote meeRng. • MulRtasking • Ensuring you stay up to date with "hallway" conversaRons that occur when you are "offline” • The unability of "just droping by" and have a chat • People abusing the mute bukon • RelaRonship building • No nonverbals on Conf calls • Missing opportuniRes to engage with stakeholders • Reaching the field workers • Building iniRal rapport • Time zones • Tone and body language can't be read
- 9. RESPONSES (page 2of 2): #ACMP2015 2015 © ACMP All Rights Reserved 9 • Keeping akendees engaged • Timezones for offering effecRve meeRngs and training • Technology, Time zones, logisRcs in general. But also the inability to connect + build rapport with stakeholders. • Levelling the playing field..some remote, most live • CompeRng with the prioriRes of their locaRon. Technological challenges as well. • Timezones (x3) • Difficult to create trust and relaRonships required to understand stakeholder perspecRve • Technology challenges • Lack of relaRonships; no common language or context (scakered culture) • lack of respect for meeRng eRqueke • Availability and coordinaRon of Rme • CommunicaRon/language barriers • Making people believe it will work • Engagement • distracRons and mulR tasking • Keeping remote parRcipants engaged • language and mis communicaRon • Avoiding distracRons • RelaRonships
- 10. Learn Change Ata Distance Image by Stars FoundaRon(CC BY-‐NC-‐SA 2.0) #ACMP2015 @experiencepoint 10
- 11. Learn: A Story F USSouth US North F C US South East 40 people 8 teams 3 sites 2 days 75% team-based “learning by doing” 15% teaching 10% discussion #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 11
- 12. Learn: An Insight RetenRon Rates 5% 10% 20% 30% 50% 75% 80% Lecture Reading Audio Visual DemonstraRon Discussion Learning by Doing Teach Others/Immediate Use What to do How to be #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 12
- 13. Learn: Implication We can do beCer than 5-‐10% retenFon rates • Webinars/elearning can help teach ‘What to do’ (Models, Tools) • Don’t help people pracRce ‘How to be’ (Mindsets, Reflexes) Most team exercises can be adapted for remote/virtual Trend – online for content , in-‐person for experience #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 13
- 14. Learn: Discussion “What 6ps can you share for learning change at a distance?” On the web: pollev.com/experiencepoint/ Or text EXPERIENCEPOINT to 37607 once to join, then text your thoughts SHARE WITH US!
- 15. RESPONSES (page 1of 2): #ACMP2015 2015 © ACMP All Rights Reserved 15 • Use effecRve communicaRon techniques and be interacRve. • Regional engagement groups. Come together at the coffee-‐machine to talk about what you just learned • Make parRcipants lead • Coaching • Real life examples • Virtual community of pracRce, using lync meeRngs and a sphere to connect • Involve everyone in the delivery • Know what you can't accomplish... • best delivered in what way -‐ what is more effecRve and how to engage different learning style preferences • Sharing common ground/understanding • Simulate job as much as possibe • Regular and plannes • CollaboraRon • Virtual teaming. Very different than reliance on virtual sessions, webex. • Conduct one on one sessions with individuals to build rapport/relaRonships. • Webex with interacRve polling • Road shows • CommuniRes of pracRce • Short sessions • Be paRent! :o) • Well-‐wriken documentaRon • prework prior to training • We got nothing • Follow virtual sessions with on-‐locaRon small groups • Video conference
- 16. RESPONSES (page 2of 2): #ACMP2015 2015 © ACMP All Rights Reserved 16 • Find out what learners want ahead of Rme • Open house events • Using Yammer communiRes to engage. • Listen • repeRRon • Good audio • Regular and planned conf calls • Small group size • Well-‐defined learning objecRves • "Office hours" either in person or virtual post training • PaRence is a virtue • Staff meeRngs • Have an acRon for the audience every three minutes • GotoMeeRng with HD Faces • use interacRve technology...where pracRce, exercises are included in the training, with results • video portals • Don't wear a bathrobe • Beer helps • Use Web sessions for QA azer at your own pace based learning • Plan in advance how you'll measure/ monitor learning • Set up communiRes of pracRce locally or regionally to share challenges and successes
- 17. Lead Change Ata Distance 17 Image by the image group (CC BY-‐NC-‐SA 2.0) #ACMP2015 @experiencepoint
- 18. Lead: A Story #ACMP2015 © 2015 AssociaRon For Change Management Professionals. 18
- 19. Lead: Insights • Trust is key to leading change. At a distance, it’s harder to build and maintain. Shizing from hours to output. • Much greater temptaFon to be direcFve instead of collaboraRve and inclusive. • Face-‐to-‐face Rme is precious. Be deliberate about reconnecRng to recharge relaRonships. #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 19 Text Voice Video Conf Face-‐to-‐ Face More connected = less ambiguity, less confusion and less conflict
- 20. Lead: Implications • Schedule Serendipity with regular meeRng blocks with nothing specific on the agenda. Meet face-‐to-‐face as ozen as possible. • No phone calls when face-‐to-‐face is possible. So many great opRons: GoToMeeRng, GoToWebinar, Connect, WebEx … • CollaboraFve technologies like Google Docs allow us to quickly create a tool / framework and then discuss and work at the same Rme from many locaRons. More efficient than face-‐to-‐face. We’ve found Trello and Basecamp to be fantasRc for collaboraRve project planning. #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 20
- 21. Lead: Discussion “What 6ps can you share for strengthening connec6ons and building trust with your remote colleagues?” On the web: pollev.com/experiencepoint/ Or text EXPERIENCEPOINT to 37607 once to join, then text your thoughts SHARE WITH US!
- 22. RESPONSES (page 1of 2): #ACMP2015 2015 © ACMP All Rights Reserved 22 • Set expectaRons, define R+Rs clearly from the beginning. Allow for pre-‐determined Rmes of "check + adjust" • Set aside Rme to learn about each other..family, hobbies, sports, movies • Make Rme for connecRng as people. VacaRons, new cars, kids, etc. • respect Rme differences and sleep Rme..some of us aren't awake at 4 am pacific Rme • Bring something personal to the video meeRng "room" • Shoot the breeze • Demonstrate follow through consistently • Establish relaRonship as you would in person... Connect personally. • Use cameras on webex meeRngs • ShooRng the breeze • Video one on ones • Be mindful of their alternate schedules of different from corporate office • Kick off meeRng, virtual introducRons, tell stories to each other, uRlize mulRple points of technology to support. IE-‐ Azer kick off meeRng have a portal where members have pre-‐loaded their pictures, brief descripRons about themselves for the broader team. • Ask beker quesRons • Spend your first 5 minutes of a business call on interpersonal conversaRon • Just do it. Start by trusRng. • chat first before gecng into the meeRng or discussion at hand • Face to face is important, but in person is priceless, even if it can't be frequent. • Making plans for face to face Rme • Consistency with communicaRon. • Hold their hand
- 23. RESPONSES (page 2of 2): #ACMP2015 2015 © ACMP All Rights Reserved 23 • Consistently pretend that your call is being dropped. • share slipper pictures? • Happens all the Rme in cloud apps like whatsapp. How do we leverage power of invisible tribe? • Be conscienRous of Rme zone differences • Semi-‐virtual happy hour. Someone said "beer helps" • Be consistent and predictable, set expectaRons and sRck to them! Set the expectaRon that being 'in a session' is IN a session. Don't allow 'parRal akendance'. • Don't say, we'll parking-‐lot it! • Have a "worst case scenario" discussion... who does what if the s&*t hits the fan. • Respect big projects that plant might be having at that Rme that is taking up their Rme • Humor.... • Rotate the odd-‐man-‐out when choosing Rme zones • Virtual Happy Hours. • Do ice breakers • Make first • Use open ended quesRons, not yes/no • At guidelines for distance conversaRons and adhere to them. ERqueke!
- 24. Support Change Ata Distance 24 Image by the ebarney (CC BY-‐NC-‐SA 2.0) #ACMP2015 @experiencepoint
- 25. Support: A Story Global Champion Network
- 26. Support: An Insight Different personality types and cultural backgrounds further complicate our ability to build relaRonships at a distance. One of the eight dimensions Erin Meyer highlights is different approaches to CommunicaRon. Low-‐Context High-‐Context US Netherlands Finland Spain Italy Singapore Iran China Japan Australia Germany Denmark Poland Brazil Mexico France India Kenya Korea Canada UK ArgenRna Peru Russia Saudi Indonesia Arabia #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 26
- 27. Support: Implications • Build a community of pracFce. Seek out and support others in your organizaRon who are like minded and get the importance of relaRonships. Who are your next generaRon change champions? • Everyone is a leader and a supporter. Easier to ignore warning signs as signals are fewer and weaker. • Respect for remote colleagues – Seek to minimize the haves and have nots (try to put everyone on equal fooRng) e.g. spread the Rme zone pain #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 27
- 28. Support: Discussion “What 6ps can you share for suppor6ng change at a distance?” On the web: pollev.com/experiencepoint/ Or text EXPERIENCEPOINT to 37607 once to join, then text your thoughts SHARE WITH US!
- 29. RESPONSES (page 1of 2): #ACMP2015 2015 © ACMP All Rights Reserved 29 • Come up with a schedule when leading virtual meeRngs. Like a window of common Rmes • Allocate roles: note taker, facilitator, agenda and secretariat... And rotate according to skills, preferences and development plans... But make sure everyone gets to do everything. Everyone get 'limelight', development and stretch tasks and the opportunity to parRcipate *without* boring administraRve tasks also. • Explore areas that are outside of the normal areas • CommuniRes of pracRce to discuss what worked with change implementaRon what didn't and how do we move on • Send swag • Use mulRple Rmes types of communicaRons e.g., audio, visual and wriken • Have your remote employees do the presentaRons to mgmt • Subliminal messaging • Know the legal ramificaRons of the change in each country you are impacRng • Don't forget about them azer go-‐live • Food helps • Bridge the gap; put people together intenRonally. It shows commitment to the change, that the organizaRon cares enough about the iniRaRve to bother sending reps out to the field. • Robust communicaRon cascades • Too much structure can kill it • Have a buddy to remind people of the commikments they made during the session • Follow up with people one on one azer the virtual meeRng. • Be aware of the geographic culture, but also the corporate culture of your remote partners.
- 30. RESPONSES (page 2of 2): #ACMP2015 2015 © ACMP All Rights Reserved 30 • Create a roadmap for change that people can follow to put in acRon • Truly understanding the WIIFM for each person • Make encounters fun • If you have 1-‐2 remote folks and a larger group in one place, run fully virtual meeRngs periodically (instead of having the remote folks be the minority). • Use visuals less words • Small talk is important in relaRonship dev • Encourage two way dialogue • RecruiRng employees who are invested in the change to support it at their locaRon and willing to promote "talk it up" • Give your partners their chance to shine. Consider a global newsleker highlighRng accomplishments. • Regular touch points with audience parRcipaRon to present change topics • Have consistent messages-‐-‐video recording • clarity of communicaRon about the support...don't train, leave and expect miracles. • Region neutral resources to learn, share, and communicate virtually • Find commonaliRes and things people are compassionate about and build on it • Listen to what your employees need • Get as many people from different locaRons involved as possible • Don't leave them out and make sure that they are supported and have access to the same resources • Be consistent. When you schedule something, even if no one accepts, be there virtually or in person. Don't cancel things. • Talk about concerns openly • Leader support • Be sure there is a way to get feedback in • Access to resources and people
- 31. One Word Summary Learn -‐ Involve Lead – Trust Support – Respect #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 31
- 32. Questions and answers #ACMP2015 @experiencepoint 2015 © ACMP All Rights Reserved 32