Presentation by James Chisholm, Principal at ExperiencePoint Ask a group of change professionals what's the best way to communicate and the response is likely to be a unanimous in-person and face-to-face. The reality of our global work today is that face-to-face is often the precious exception, and not the rule. The challenge for many of us is how to better use technology to strengthen our remote working relationships and improve how we learn, lead and support change at a distance. New and innovative approaches continue to be pioneered by many ACMP’ers. Through a series of stories and group discussions, you will have an opportunity to learn and share what has worked, what hasn’t and consider the implications for your work. This session will focus on interaction methods, technology supports and other design considerations critical for success in learning, leading and supporting change with geographically-dispersed colleagues.

1. Learn, Lead &
Support Change
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 of Change …
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
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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 1 of 2):
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2015
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ACMP
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Rights
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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 2 of 2):
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• 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 At a Distance
Image
by
Stars
FoundaRon(CC
BY-­‐NC-­‐SA
2.0)
#ACMP2015
@experiencepoint
10

11. Learn: A Story
F
US South
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
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2015
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ACMP
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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
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ACMP
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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
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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 1 of 2):
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2015
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Rights
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• 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 2 of 2):
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• 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 At a 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
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2015
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ACMP
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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
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2015
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ACMP
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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 1 of 2):
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2015
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ACMP
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Rights
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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 2 of 2):
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• 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 At a 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
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2015
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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
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2015
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ACMP
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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 1 of 2):
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2015
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ACMP
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Rights
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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 2 of 2):
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• 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
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©
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32. Questions and answers
#ACMP2015
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