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The document discusses change management and increasing leadership impact through change. It provides an overview of the Prosci ADKAR model, which defines the key elements individuals must go through for successful personal change as awareness, desire, knowledge, ability and reinforcement. The document emphasizes that change happens at the individual level and that change management is about catalyzing individual transitions in order to achieve organizational results. It outlines a change management blueprint and provides examples of applying the ADKAR model to define how to drive and support individual transitions through different change initiatives.

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Copyright Prosci 2015. All rights reserved. Research | Methodology | Training | Advisory Services Increasing Your Leadership Impact Through Change Management www.prosci.com | 970-203-9332 Prosci ® tcreasey@prosci.com @timcreasey www.linkedin.com/in/timcreasey/ 1
Copyright Prosci 2015. All rights reserved. Bigger Change 2
Copyright Prosci 2015. All rights reserved. Faster Change3
Copyright Prosci 2015. All rights reserved. More Complex Change 4
Copyright Prosci 2015. All rights reserved.5 This will be interactive You are expected to participate pollev.com/prosci best second best pollev.com/prosci also available To: 22333 Start your text with… unique string More Cross Functional
Copyright Prosci 2015. All rights reserved.6 What changes do you anticipate at your Club in the next 24 months? PUNCHLINE: Your Clubs have tremendous change coming in the next 24 months – succeeding with these internal changes will have a concrete impact on fulfilling your external mission. 9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved.7
Copyright Prosci 2015. All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 8
Copyright Prosci 2015. All rights reserved. Current Transition Future TC F C C C C C C C C C C C C C C C C C C C C C C C C T T T T T T T T T T T T T T T T T T T T T F F F F F F F F F F F F F F F F T T T F F F F F F F F Ultimately requires individuals to move from their own current to their own future An organizational move from the current to the future 9
Copyright Prosci 2015. All rights reserved.10 What are the impacts to your Club, your kids and your community if you reach your own “great futures”? PUNCHLINE: If you can support individuals toward their own future states, you can move your Club to its future state and create the meaningful, positive change you strive to create. 9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved. Your ability to deliver on your MISSION is directly impacted by how effectively you manage internal change 11
Copyright Prosci 2015. All rights reserved.12 KIDS’ CLUB’S EMPLOYEES’ MEMBERS’ VOLUNTEERS’
Copyright Prosci 2015. All rights reserved. TransitionCurrent Future Employee/Member Individual Transitions Impact Results and Outcomes WithchangemanagementWithout = X project benefits created Current FutureTransition Individual transitions gets bumpy Individual transitions takes longer Individual transitions incomplete Individual transitions not as expected <X 13
Copyright Prosci 2015. All rights reserved. How do we support INDIVIDUALS through their changes to achieve Boys & Girls Club results? 14
Copyright Prosci 2015. All rights reserved.15 Change Catalyzing Questions Why –Who – How Much – What
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 16
Copyright Prosci 2015. All rights reserved.17 It is not the answer that enlightens, but the question. Eugène Ionesco
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 18
Copyright Prosci 2015. All rights reserved. Why Are We Changing? 0 200 400 600 800 Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific metrics and measurements for improvement How work will be different after the change 19
Copyright Prosci 2015. All rights reserved. Why Are We Changing? Project Objectives 1. ? 2. ? 3. ? 4. ? 5. ? Your Project or Initiative Organizational Benefits 1. ? 2. ? 3. ? 4. ? 5. ? 20
Copyright Prosci 2015. All rights reserved.21 On a scale of 1 (muddy) to 10 (crystal): how clearly are organizational benefits and project objectives defined on your efforts? PUNCHLINE: Defining the why behind changes is crucial – data shows a direct correlation to meeting objectives. “People don’t buy what you do, they buy why you do it.” Sinek 9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved. Definition of Goals and Objectives Drives Results 22 Poorly Defined Goals and Objectives Adequately Defined Well Defined Very Well Defined = met objectives= exceeded objectives
Copyright Prosci 2015. All rights reserved. Why Are We Changing? Example BGCA Changes What are the benefits for your Club and specific project objectives for: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website 23
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 24
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Future F F F F F F F F F F F F F F F F F F F F F F F F F Future Organizational Benefits and Project Objectives Individual Transitions (adoption and usage) depend on and require Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. 25
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Individual Transitions Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? 26
Copyright Prosci 2015. All rights reserved.27 Aspects of a person’s job you might impact Processes Systems Tools Job roles Critical behaviors Mindset/ Attitudes/ Beliefs Reporting structure Performance reviews Compensation Location ?
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Group What “to adopt and use” mean? How big of an impact? Aspects of job impacted Processes Systems Tools Job roles Critical behaviors Mindset/Attitude/Belief Reporting structure Performance reviews Compensation Location 28
Copyright Prosci 2015. All rights reserved.29 On a scale of 1 (never) to 10 (always): do you define change at the granular, individual level? PUNCHLINE: At 30,000 feet, change looks pristine and simple. But change happens at the individual level; we must define change at that granular level so we can drive individual transitions. 9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? 30 Who has to do their jobs differently as a result of: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website
Copyright Prosci 2015. All rights reserved.31 Just because it is common sense does not mean it is common practice! Will Rogers
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 32
Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Value/benefit you expect from the change effort (Project VOI) Portion of benefit that depends on individual transitions (CMVOI) “People Dependency” None AllHighLow Medium 33
Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. Indicate how dependent this benefit or objective is on PEOPLE ADOPTING AND USING THE CHANGE 34 Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5.
Copyright Prosci 2015. All rights reserved.35 For a project you are working on, estimate the overall percent of expected results and outcomes that depend on employee adoption and usage (round to the nearest 0 or 5) PUNCHLINE: A considerable portion of the results, outcomes and value from our internal changes depends on supporting and equipping successful individual transitions. 9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved. Gartner BPM Summit Dec 12, 2014 Prosci Webinar Feb 11, 2015 36
Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? 37 How much of our expected results and outcomes depend on individual transitions for: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 38
Copyright Prosci 2015. All rights reserved. What Can We Do To Drive and Support Individual Transitions? CHANGE MANAGEMENT 39
Copyright Prosci 2015. All rights reserved. Change management: CHānj ‘manijmǝnt 40 Catalyzing individual transitions to deliver organizational results
Copyright Prosci 2015. All rights reserved. How does this person make a successful personal change? 41
Copyright Prosci 2015. All rights reserved. PUNCHLINE 42 If you understand how a single individual makes a change successfully, you can catalyze and support employees’ and members’ personal transitions to drive change results and outcome
Copyright Prosci 2015. All rights reserved. M T W R F An email on Monday for training on Tuesday for “go live” on Wednesday is NOT the way to prepare and equip individuals to successfully change 43
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement To sustain the change Ability To implement required skills and behaviors Knowledge On how to change Desire To participate and support the change Awareness Of the need for change 44
Copyright Prosci 2015. All rights reserved. Real Life Example of ADKAR 45 SAVE OUR PLANET Dear Guest, Every day millions of gallons of water are used to wash towels that have only been used once. YOU MAKE THE CHOICE: A towel on the rack means “I will use again.” A towel on the floor means: “Please replace.”
Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 46 Same change, different Desires
Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 47 App introduction screens – K and A The Weather Channel Fandango Pulse
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 48
Copyright Prosci 2015. All rights reserved.49 Which ADKAR element do you think is the most challenging in times of change? PUNCHLINE: Desire is what we think will be most challenging. But research data shows that the greatest source of resistance is actually lack of awareness. 9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 50 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 51 What is the nature of the change? Why is the change happening? Why now? What happens if we don’t change? Change begins with understanding why R A K D A Awareness IS: Awareness of the NEED for change Awareness is NOT: Awareness that a change is happening
Copyright Prosci 2015. All rights reserved. Desire is tricky because You cannot MAKE Desire, but… You can INFLUENCE Desire Prosci ® ADKAR ® Model 52 What’s in it for me (WIIFM)? What are the personal motivating factors? What are the organizational motivations? Change involves personal decisions R A K D A
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 53 Training on and learning new behaviors, skills, processes and tools During and after the change occurs Change requires knowing how R A K D A Knowledge is NECESSARY but not SUFFICIENT for creating change This is what Knowledge without Awareness and Desire looks like
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 54 Demonstrated capability to implement the change in performance or behavior Change requires action in the right direction R A K D A There can be a Knowledge-Ability Gap Knowledge = Ability/ Knowledge Knowledge Knowledge Ability Ability Ability
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 55 Actions that increase the likelihood that the change will be continued Recognition and rewards to sustain Change must be reinforced to be sustained R A K D A Without Reinforcement, it is our tendency to revert back: • Natural • Physical • Psychological
Copyright Prosci 2015. All rights reserved.56 Identify a change going on right now that you can apply ADKAR to:
Copyright Prosci 2015. All rights reserved. ADKAR Defines the MILESTONES of Successful Individual Change Awareness Desire Knowledge Ability Reinforcement Awareness “I understand why…” Desire “I have decided to…” Knowledge “I know how to…” Ability “I am able to…“ Reinforcement® “I will continue to…” 57
Copyright Prosci 2015. All rights reserved. ADKAR for “Shifting from staff-based to board-based fundraising” 58 Awareness Why? Why now? What if we don’t? Desire Personal and Club motivating factors to change Knowledge What do I need to know how to do? Ability Am I capable? Are there barriers preventing? Reinforcement What will cement and keep this change in place?
Copyright Prosci 2015. All rights reserved. What role do you play in helping this person change? 59
Copyright Prosci 2015. All rights reserved. PUNCHLINE 60 As a leader in the organization, you play an active role in catalyzing individual change because people look to and listen to you You play a crucial and active role (ABCs) in driving successful change
Copyright Prosci 2015. All rights reserved.61 In all 8 of Prosci’s studies, active and visible executive sponsorship was the #1 contributor to success
Copyright Prosci 2015. All rights reserved. Three Roles of Sponsors ABCs of Sponsorship #1 Active and visible participation throughout #2 Build a coalition of sponsorship #3 Communicate directly with employees 62 It’s not just signing checks and charters
Copyright Prosci 2015. All rights reserved. Active and Visible Participation Throughout Role and Responsibilities Title 63
Copyright Prosci 2015. All rights reserved. Build a Coalition of Support Outreach Admin Board Programs Nutrition 64 Transport
Copyright Prosci 2015. All rights reserved. Communicate Directly With Employees & Members Why? Why now? What if we don’t? 65
Copyright Prosci 2015. All rights reserved. Biggest Sponsor Mistakes 66 Mistake #1: Failed to remain visible and engaged throughout the project Mistake #2: Failed to demonstrate support for the project in words and actions Mistake #3: Failed to effectively communicate messages about the need for change Mistake #4: Ignored the people side of change Mistake #5: Delegated or abdicated the sponsorship role and responsibilities
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 67
Copyright Prosci 2015. All rights reserved. 16% 46% 77% 96% 0% 100% Poor Fair Good Excellent Change Management Correlates to Meeting Change Objectives 68 Change Management Effectiveness Percent of study participants who met or exceeded objectives Benefit realization Value creation Minimize risks Reduce “RE” costs
Copyright Prosci 2015. All rights reserved. PUNCHLINE You can drive more successful change when you begin answering: WHY WHO HOW MUCH WHAT 69 Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions?
Copyright Prosci 2015. All rights reserved. 1367 South Garfield Ave Loveland, Colorado, USA 80537 +1 970-203-9332 www.prosci.com www.change-management.com The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®; ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™ 70
Copyright Prosci 2015. All rights reserved.71 Club Example: Updating and modernizing your website
Copyright Prosci 2015. All rights reserved.72 Club Example: Shifting from staff-based to board-based fundraising
Copyright Prosci 2015. All rights reserved.73 Club Example: Embracing failure as a means to success

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BGCA

  • 1.
    Copyright Prosci 2015.All rights reserved. Research | Methodology | Training | Advisory Services Increasing Your Leadership Impact Through Change Management www.prosci.com | 970-203-9332 Prosci ® tcreasey@prosci.com @timcreasey www.linkedin.com/in/timcreasey/ 1
  • 2.
    Copyright Prosci 2015.All rights reserved. Bigger Change 2
  • 3.
    Copyright Prosci 2015.All rights reserved. Faster Change3
  • 4.
    Copyright Prosci 2015.All rights reserved. More Complex Change 4
  • 5.
    Copyright Prosci 2015.All rights reserved.5 This will be interactive You are expected to participate pollev.com/prosci best second best pollev.com/prosci also available To: 22333 Start your text with… unique string More Cross Functional
  • 6.
    Copyright Prosci 2015.All rights reserved.6 What changes do you anticipate at your Club in the next 24 months? PUNCHLINE: Your Clubs have tremendous change coming in the next 24 months – succeeding with these internal changes will have a concrete impact on fulfilling your external mission. 9:45 session 11:15 session
  • 7.
    Copyright Prosci 2015.All rights reserved.7
  • 8.
    Copyright Prosci 2015.All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 8
  • 9.
    Copyright Prosci 2015.All rights reserved. Current Transition Future TC F C C C C C C C C C C C C C C C C C C C C C C C C T T T T T T T T T T T T T T T T T T T T T F F F F F F F F F F F F F F F F T T T F F F F F F F F Ultimately requires individuals to move from their own current to their own future An organizational move from the current to the future 9
  • 10.
    Copyright Prosci 2015.All rights reserved.10 What are the impacts to your Club, your kids and your community if you reach your own “great futures”? PUNCHLINE: If you can support individuals toward their own future states, you can move your Club to its future state and create the meaningful, positive change you strive to create. 9:45 session 11:15 session
  • 11.
    Copyright Prosci 2015.All rights reserved. Your ability to deliver on your MISSION is directly impacted by how effectively you manage internal change 11
  • 12.
    Copyright Prosci 2015.All rights reserved.12 KIDS’ CLUB’S EMPLOYEES’ MEMBERS’ VOLUNTEERS’
  • 13.
    Copyright Prosci 2015.All rights reserved. TransitionCurrent Future Employee/Member Individual Transitions Impact Results and Outcomes WithchangemanagementWithout = X project benefits created Current FutureTransition Individual transitions gets bumpy Individual transitions takes longer Individual transitions incomplete Individual transitions not as expected <X 13
  • 14.
    Copyright Prosci 2015.All rights reserved. How do we support INDIVIDUALS through their changes to achieve Boys & Girls Club results? 14
  • 15.
    Copyright Prosci 2015.All rights reserved.15 Change Catalyzing Questions Why –Who – How Much – What
  • 16.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 16
  • 17.
    Copyright Prosci 2015.All rights reserved.17 It is not the answer that enlightens, but the question. Eugène Ionesco
  • 18.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 18
  • 19.
    Copyright Prosci 2015.All rights reserved. Why Are We Changing? 0 200 400 600 800 Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific metrics and measurements for improvement How work will be different after the change 19
  • 20.
    Copyright Prosci 2015.All rights reserved. Why Are We Changing? Project Objectives 1. ? 2. ? 3. ? 4. ? 5. ? Your Project or Initiative Organizational Benefits 1. ? 2. ? 3. ? 4. ? 5. ? 20
  • 21.
    Copyright Prosci 2015.All rights reserved.21 On a scale of 1 (muddy) to 10 (crystal): how clearly are organizational benefits and project objectives defined on your efforts? PUNCHLINE: Defining the why behind changes is crucial – data shows a direct correlation to meeting objectives. “People don’t buy what you do, they buy why you do it.” Sinek 9:45 session 11:15 session
  • 22.
    Copyright Prosci 2015.All rights reserved. Definition of Goals and Objectives Drives Results 22 Poorly Defined Goals and Objectives Adequately Defined Well Defined Very Well Defined = met objectives= exceeded objectives
  • 23.
    Copyright Prosci 2015.All rights reserved. Why Are We Changing? Example BGCA Changes What are the benefits for your Club and specific project objectives for: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website 23
  • 24.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 24
  • 25.
    Copyright Prosci 2015.All rights reserved. Who Has to Do Their Jobs Differently? Future F F F F F F F F F F F F F F F F F F F F F F F F F Future Organizational Benefits and Project Objectives Individual Transitions (adoption and usage) depend on and require Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. 25
  • 26.
    Copyright Prosci 2015.All rights reserved. Who Has to Do Their Jobs Differently? Individual Transitions Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? 26
  • 27.
    Copyright Prosci 2015.All rights reserved.27 Aspects of a person’s job you might impact Processes Systems Tools Job roles Critical behaviors Mindset/ Attitudes/ Beliefs Reporting structure Performance reviews Compensation Location ?
  • 28.
    Copyright Prosci 2015.All rights reserved. Who Has to Do Their Jobs Differently? Group What “to adopt and use” mean? How big of an impact? Aspects of job impacted Processes Systems Tools Job roles Critical behaviors Mindset/Attitude/Belief Reporting structure Performance reviews Compensation Location 28
  • 29.
    Copyright Prosci 2015.All rights reserved.29 On a scale of 1 (never) to 10 (always): do you define change at the granular, individual level? PUNCHLINE: At 30,000 feet, change looks pristine and simple. But change happens at the individual level; we must define change at that granular level so we can drive individual transitions. 9:45 session 11:15 session
  • 30.
    Copyright Prosci 2015.All rights reserved. Who Has to Do Their Jobs Differently? 30 Who has to do their jobs differently as a result of: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website
  • 31.
    Copyright Prosci 2015.All rights reserved.31 Just because it is common sense does not mean it is common practice! Will Rogers
  • 32.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 32
  • 33.
    Copyright Prosci 2015.All rights reserved. How Much Depends on Individual Transitions? Value/benefit you expect from the change effort (Project VOI) Portion of benefit that depends on individual transitions (CMVOI) “People Dependency” None AllHighLow Medium 33
  • 34.
    Copyright Prosci 2015.All rights reserved. How Much Depends on Individual Transitions? Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. Indicate how dependent this benefit or objective is on PEOPLE ADOPTING AND USING THE CHANGE 34 Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5.
  • 35.
    Copyright Prosci 2015.All rights reserved.35 For a project you are working on, estimate the overall percent of expected results and outcomes that depend on employee adoption and usage (round to the nearest 0 or 5) PUNCHLINE: A considerable portion of the results, outcomes and value from our internal changes depends on supporting and equipping successful individual transitions. 9:45 session 11:15 session
  • 36.
    Copyright Prosci 2015.All rights reserved. Gartner BPM Summit Dec 12, 2014 Prosci Webinar Feb 11, 2015 36
  • 37.
    Copyright Prosci 2015.All rights reserved. How Much Depends on Individual Transitions? 37 How much of our expected results and outcomes depend on individual transitions for: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website
  • 38.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 38
  • 39.
    Copyright Prosci 2015.All rights reserved. What Can We Do To Drive and Support Individual Transitions? CHANGE MANAGEMENT 39
  • 40.
    Copyright Prosci 2015.All rights reserved. Change management: CHānj ‘manijmǝnt 40 Catalyzing individual transitions to deliver organizational results
  • 41.
    Copyright Prosci 2015.All rights reserved. How does this person make a successful personal change? 41
  • 42.
    Copyright Prosci 2015.All rights reserved. PUNCHLINE 42 If you understand how a single individual makes a change successfully, you can catalyze and support employees’ and members’ personal transitions to drive change results and outcome
  • 43.
    Copyright Prosci 2015.All rights reserved. M T W R F An email on Monday for training on Tuesday for “go live” on Wednesday is NOT the way to prepare and equip individuals to successfully change 43
  • 44.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement To sustain the change Ability To implement required skills and behaviors Knowledge On how to change Desire To participate and support the change Awareness Of the need for change 44
  • 45.
    Copyright Prosci 2015.All rights reserved. Real Life Example of ADKAR 45 SAVE OUR PLANET Dear Guest, Every day millions of gallons of water are used to wash towels that have only been used once. YOU MAKE THE CHOICE: A towel on the rack means “I will use again.” A towel on the floor means: “Please replace.”
  • 46.
    Copyright Prosci 2015.All rights reserved. A Few More Real Life Examples 46 Same change, different Desires
  • 47.
    Copyright Prosci 2015.All rights reserved. A Few More Real Life Examples 47 App introduction screens – K and A The Weather Channel Fandango Pulse
  • 48.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 48
  • 49.
    Copyright Prosci 2015.All rights reserved.49 Which ADKAR element do you think is the most challenging in times of change? PUNCHLINE: Desire is what we think will be most challenging. But research data shows that the greatest source of resistance is actually lack of awareness. 9:45 session 11:15 session
  • 50.
    Copyright Prosci 2015.All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 50 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
  • 51.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model 51 What is the nature of the change? Why is the change happening? Why now? What happens if we don’t change? Change begins with understanding why R A K D A Awareness IS: Awareness of the NEED for change Awareness is NOT: Awareness that a change is happening
  • 52.
    Copyright Prosci 2015.All rights reserved. Desire is tricky because You cannot MAKE Desire, but… You can INFLUENCE Desire Prosci ® ADKAR ® Model 52 What’s in it for me (WIIFM)? What are the personal motivating factors? What are the organizational motivations? Change involves personal decisions R A K D A
  • 53.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model 53 Training on and learning new behaviors, skills, processes and tools During and after the change occurs Change requires knowing how R A K D A Knowledge is NECESSARY but not SUFFICIENT for creating change This is what Knowledge without Awareness and Desire looks like
  • 54.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model 54 Demonstrated capability to implement the change in performance or behavior Change requires action in the right direction R A K D A There can be a Knowledge-Ability Gap Knowledge = Ability/ Knowledge Knowledge Knowledge Ability Ability Ability
  • 55.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model 55 Actions that increase the likelihood that the change will be continued Recognition and rewards to sustain Change must be reinforced to be sustained R A K D A Without Reinforcement, it is our tendency to revert back: • Natural • Physical • Psychological
  • 56.
    Copyright Prosci 2015.All rights reserved.56 Identify a change going on right now that you can apply ADKAR to:
  • 57.
    Copyright Prosci 2015.All rights reserved. ADKAR Defines the MILESTONES of Successful Individual Change Awareness Desire Knowledge Ability Reinforcement Awareness “I understand why…” Desire “I have decided to…” Knowledge “I know how to…” Ability “I am able to…“ Reinforcement® “I will continue to…” 57
  • 58.
    Copyright Prosci 2015.All rights reserved. ADKAR for “Shifting from staff-based to board-based fundraising” 58 Awareness Why? Why now? What if we don’t? Desire Personal and Club motivating factors to change Knowledge What do I need to know how to do? Ability Am I capable? Are there barriers preventing? Reinforcement What will cement and keep this change in place?
  • 59.
    Copyright Prosci 2015.All rights reserved. What role do you play in helping this person change? 59
  • 60.
    Copyright Prosci 2015.All rights reserved. PUNCHLINE 60 As a leader in the organization, you play an active role in catalyzing individual change because people look to and listen to you You play a crucial and active role (ABCs) in driving successful change
  • 61.
    Copyright Prosci 2015.All rights reserved.61 In all 8 of Prosci’s studies, active and visible executive sponsorship was the #1 contributor to success
  • 62.
    Copyright Prosci 2015.All rights reserved. Three Roles of Sponsors ABCs of Sponsorship #1 Active and visible participation throughout #2 Build a coalition of sponsorship #3 Communicate directly with employees 62 It’s not just signing checks and charters
  • 63.
    Copyright Prosci 2015.All rights reserved. Active and Visible Participation Throughout Role and Responsibilities Title 63
  • 64.
    Copyright Prosci 2015.All rights reserved. Build a Coalition of Support Outreach Admin Board Programs Nutrition 64 Transport
  • 65.
    Copyright Prosci 2015.All rights reserved. Communicate Directly With Employees & Members Why? Why now? What if we don’t? 65
  • 66.
    Copyright Prosci 2015.All rights reserved. Biggest Sponsor Mistakes 66 Mistake #1: Failed to remain visible and engaged throughout the project Mistake #2: Failed to demonstrate support for the project in words and actions Mistake #3: Failed to effectively communicate messages about the need for change Mistake #4: Ignored the people side of change Mistake #5: Delegated or abdicated the sponsorship role and responsibilities
  • 67.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 67
  • 68.
    Copyright Prosci 2015.All rights reserved. 16% 46% 77% 96% 0% 100% Poor Fair Good Excellent Change Management Correlates to Meeting Change Objectives 68 Change Management Effectiveness Percent of study participants who met or exceeded objectives Benefit realization Value creation Minimize risks Reduce “RE” costs
  • 69.
    Copyright Prosci 2015.All rights reserved. PUNCHLINE You can drive more successful change when you begin answering: WHY WHO HOW MUCH WHAT 69 Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions?
  • 70.
    Copyright Prosci 2015.All rights reserved. 1367 South Garfield Ave Loveland, Colorado, USA 80537 +1 970-203-9332 www.prosci.com www.change-management.com The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®; ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™ 70
  • 71.
    Copyright Prosci 2015.All rights reserved.71 Club Example: Updating and modernizing your website
  • 72.
    Copyright Prosci 2015.All rights reserved.72 Club Example: Shifting from staff-based to board-based fundraising
  • 73.
    Copyright Prosci 2015.All rights reserved.73 Club Example: Embracing failure as a means to success