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![Tricky Communication
• Think about the most difficult
communications
BEFOREHAND
• Talk to your boss or others
about your likely response
and consequences
BEFOREHAND
• Remember you never have to
answer right away!
“There's a difficult subject we need to
discuss. It's come to my attention that…”
“Can we talk about this at 2pm? I’m feeling
some concern about this and I want to be
calmer so I can give you my full attention…”
“When you _______, I feel [powerless, angry, hurt, that you are saying
one thing and doing another,” and that makes me [be less productive,
worry, waste time feeling angry]. I need you to ______ so I can
_______, OK?”
“I know you think that _________. I think its OK
for you feel that way, and its OK for me to feel
differently about it. “
“My experience tells me that we need to take another look
at how we are going to do _____. To be successful I think
we could consider ________.”](https://image.slidesharecdn.com/changemanagementintroforsupervisors-readiness-160906205257/85/Change-Management-Readiness-for-New-Supervisors-15-320.jpg)
Uploaded byRobin Weldon-Cope
Change Management Readiness for New Supervisors
The document outlines a comprehensive overview of change management readiness tailored for new supervisors, detailing the roles, tasks, and objectives necessary for effective change facilitation. It addresses various change types—organizational, program, project, departmental, and individual—along with strategies for communication, assessing readiness, and handling resistance. Emphasis is placed on the supervisor's critical role in advocating for change and ensuring sustained support throughout the process.
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Change Management Readiness for New Supervisors
- 1. Change Management READINESS Overviewfor new Supervisors Scope & Objectives Plan Measure Updated August, 2016 Robin Weldon Cope
- 2. Summary Take a quicklook at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager. Topics Covered: • Change Types & Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements
- 3. • Change Types& Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements Scope & Objectives Plan Measure Section
- 4. Change Types Type Definition OrganizationalChange Largely people focused, manages enterprise change such as reorgs, culture shifts, sweeping process change or M&A. Communicating change reduces resistance persistence and can result in faster change. Program Change Management Controls changes to ongoing project(s) ensuring overall program goal attainment. There may be specific projects under a program. Project Change Management Controls change integration specifically into different project phases. Usually includes reporting and control of scope and schedules, cost, quality and risk assessments. Departmental/Team Change Management Manages desired improvements or changes such as changing priorities, new product introduction, changes to budgets and resources. Individual Change Management Enhance or correct specific employee behaviors using communication, feedback. Supervisors commonly use performance or peer reviews as one tool. These change types work together and can result in lasting, positive change for an organization and its employees. Supervisors are SO important to a positive outcome!
- 5. Supervisor Change Role Supervisor Communicate Change Respected Change Advocate ChangeTeam Liaison Control Resistance To be successful you can’t passively disagree. You can’t say one thing and do another. You can’t agree in a managers meeting but disagree with your team. According to Mittal, (2011), when employees perceive Supervisor support of change, employees exhibit higher job satisfaction.
- 6. Your Change Activities Communicateto Staff • What’s in it for me (WIFM) • Why are we doing this? • Why do I need to be OK with it? • What will I have after the change I don’t have now? • Why should I support this? • How will I be measured during & after the change? Advocate the Change • Direct communication (talk, email, team meetings) • Active Support • Demonstrating Cooperation • Accessible • Accurate Information Liaison Up and Down • Provide facts and updates to staff • Participate on project teams • Provide design input • Gather and give employee feedback Control Resistance • Identify what resistance looks like for the change • Identify the source • Identify if the resistance is legitimate • Address resistance with facts • Check back to ensure correction
- 7. • Change Types& Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements Scope & Objectives Plan Measure Section
- 8. Assess Scope andObjectives • Sweeping Change? • Individual and Org Change? • Department Only? • Leadership style change? • Power Redistribution? • Conflicts with other changes for anyone? • Who perceives this as a risk? • Who is driving this change? Who? • Which Positions, Depts, Teams? • Internal & External Affected? • How are they affected? • Which policies Affected? • Perceived or actual Mission or Vision conflict? • Technology, Infrastructure, Product Affected? • Does perception differ from actual? What • Gradual or Radical Change? • Employees ready for change? • Supervisors and Managers ready to manage change? • Any other changes taking place now? • Any other changes planned for the future? • Any predisposition of change that influences timeline? When • What are the risks of NOT changing? • How does this change help us reach our mission or goals? • Are there changes after this necessary to reach our goals? • Is our culture or value system waiting for this change? • Why do I care and why should my staff care? Why
- 9. Who Assesses What Trustin the supervisors' competence, empathy and trustworthiness through change leads to employee loyalty and improved performance, (Smollan, 2013). Change Leader Supervisor Support • Enterprise change scope • Departments & Customers Affected • Change Type • Amount of change from where we are today • Supervisor’s Assessment of Readiness • Change scope for team, myself, & each person • Who is directly impacted and what indirect impact will arise • Type of change (process, technology, training, customer, job, management style) • Amount of change from where we are today • Culture and value system changes • Capacity for change • Leadership styles and power distribution • Residual effects of past changes • Middle management's predisposition • Employee readiness • Identify change leaders • How do I support the change & help my staff • Who are my non-management leaders, who is resilient, who likes to experiment, who follows rules • How will I vary my leadership style • Do past or current changes influence readiness • How do I feel about change • Assess and report team and staff readiness
- 10. Assess Readiness • Impactanalysis • Concurrent change considerations • Organizational resistance • Financial and HR analysis • Success measurement Should I get onboard with this? Can I do this? How will we know success? • Pros and Cons, Possible Consequences • Multiple Changes at the same time • Expectation of opposing the change • Have the $? Have the right people? • How will we know if change is good? What You Might Hear What It Means
- 11. Are We Ready ChangeLeader Supervisor Support • What do all groups believe? • What do my staff believe and how are they influenced by others? • How much change across the organization. Resource squeeze & team cooperation • Sufficient authority, responsibility, & staff to get my part done? How does change from different departments affect mine? • Resistance evaluation • Who in my team is a leader, resister, and how can I help staff get ready & accept change? • Costs or P&L • How does this change affect my workforce in terms of manpower, budget, productivity? • Resource Analysis • Do I have enough of the right resources to support me and my team? • Success Measurement • How will I know if we are moving in the right direction and how will I know if we succeed?
- 12. • Change Types& Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements Scope & Objectives Plan Measure Section
- 13. Communications Planning • Thisis YOUR chance to shine. Take it! • ALWAYS communicate from WIFM (What’s In It For Me) to your staff and to change leaders • Communicate in stages: • Awareness: What is happening? • Engagement: I want in! • Status: I know what’s going on! • Effect: I see how we are changing! • Communicate 2X: • Planned • Crisis • Communicate in all that you say and do.
- 14. Communications Examples Change LeaderSupervisor Support • Who needs to communicate what? Sponsors, CEO, Managers, Supervisors, Change Team? Who decides? • When should an email or meeting come from me, my boss, change team, executive management and what if I’m not getting enough information? • When are updates planned? Handling ongoing updates, crisis, changes for understanding • How/when will I get information, and how will this update affect my other work? How will I handle change communications if I am busy? • What non-change communications could be squeezed by this change process? • What non-change communications could be squeezed by this change process? • How will we monitor communications and feedback? • How will I be sure that my staff understand what I tell them and have a real chance to be heard? • How will feedback be recognized, and incorporated into timelines? • How can I tell the difference between feedback and resistance? • How do we ease internal or external gossip, or resistance? • How do I see and what do I do about passive aggressive nonverbal communication, resistant peers or influencers, and resisters without creating a chasm between myself and my staff or peers?
- 15. Tricky Communication • Thinkabout the most difficult communications BEFOREHAND • Talk to your boss or others about your likely response and consequences BEFOREHAND • Remember you never have to answer right away! “There's a difficult subject we need to discuss. It's come to my attention that…” “Can we talk about this at 2pm? I’m feeling some concern about this and I want to be calmer so I can give you my full attention…” “When you _______, I feel [powerless, angry, hurt, that you are saying one thing and doing another,” and that makes me [be less productive, worry, waste time feeling angry]. I need you to ______ so I can _______, OK?” “I know you think that _________. I think its OK for you feel that way, and its OK for me to feel differently about it. “ “My experience tells me that we need to take another look at how we are going to do _____. To be successful I think we could consider ________.”
- 16. How Do YouFeel Think about a difficult time for you in the past when you made it through a change. • What did you do that helped you be successful? • What could the people around you have done that would have helped? • What happened that caused you the most frustration or worry? • What is the reason you didn’t ask for the help you needed? • How did it feel when you successfully made the change? • How did you feel about yourself after you successfully made the change? I forced myself to look at it and deal with it. I was forced to deal with it. People could have said “I’ve been where you are. I understand. Can I help?” Constantly changing plans. Poor communication. No management commitment. I didn’t want people to think I couldn’t do my job. I didn’t want to do it. It felt good. It wasn’t such a big deal after all. Exhausted. Closer to my team. Capable. Positive. Powerful.
- 17. Decision Making Change LeaderSupervisor Support • Who decides what for this change? • Who decides what for my team and my peers? • Who can override the decision and what is the process? • How can my team or myself voice dissatisfaction with a decision without feeling at risk? • How will decisions be documented? • When do I involve my team in decisions and when must I take the decision? • How will decisions be communicated? • How, when, and to whom do I report that I implemented a decision? • How will we know that a decision has been implemented, and completed, and is successful: • How do I let my staff disagree, show them I have listened and taken their concerns into account, and made a reasoned decision that may not be what they want without creating resistance? • Who are the influencers but not decision-makers? • Who could resist if s/he is not involved in the decision and what will I do about this? Involving your team in decisions and helping them understand the reasons for change produces positive results, (Martin, 2015). Just remember that not all staff are equipped to understand everything and Supervisors are the front-line observers of resistance.
- 18. The Process isSimple 4.2.1.5 Document the Change Request 4.2.1.6 Create Request for Change 4.2.1.7 CCB Review and Signoff 4.2.1.8 Authorize the Change 4.2.1.9 Plan the Change 4.2.1.10 Implement the Change 4.2.1.11 Post Implementation Review 4.2.1.12 Close Change Request 4.2.2 Emergency (Reversion) Change Process 2.2.3 Emergency Change 2.2.3.1 Emergency Change Authorization 2.2.3.2 Emergency Change Building, Testing Implementation 4.2.3.3 Emergency Change Documentation 4.2.3 Expedited Change Process 4.2.3.1 Document the Change Request 4.2.3.2 Create Request for Change 4.2.3.3 CCB Review and Signoff 4.2.3.4 Authorize the Change • Ask for the Change Management Process Document • Read it and Ask Questions • Enforce the Process Complicated-Looking Process Keeps Everything Simple
- 19. • Change Types& Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements Scope & Objectives Plan Measure Section
- 20. Sponsorship Initial Sponsor– Overarching Authority with power - “I authorize to spend money and time” Primary Sustaining Sponsor – Formal Sanction - “Let’s Do This” and “Report Progress” Local Sponsor – Directs communication and implementation responsibility– “This is how we will do this, why, and how is it going?” Change Agent – Facilitates/executes plan - “This is how we will do this… how we are doing… resistance management, reporting…. Target –Must change New job, changed duties, changes rules, changed technology…. Know where you and your staff lie within sponsorship at different change stages.
- 21. The Perfect Sponsor •Makes necessary announcements, and communicates conveying constancy • Acts in congruence with the change team message in private and in public • Makes necessary decisions • Drives change implementation with authority and abilities • Trains people that change is OK • Is absolutely consistent in- and outside of immediate team • Thrives on feedback • Uses objections to sell view • Does not flip flop or back track • Has a strong network • No avoidance of change or moving forward • Tracks and reports all milestones • Looks for feedback and manages resistance
- 22. The imPerfect Sponsor “Idon’t like it either….” “It doesn’t really make sense to me but…. “Do it when you can. I know there’s a deadline but you have your own tasks.” “Change is no fun.” “Now that we are alone, what are they thinking?” “Look, questioning the new process isn’t helping. Let’s just move forward.” “We already decided how to do this. Don’t question them or we’ll get in trouble.” “I know I said that last time but….” “Geez I don’t want to start this new process today. I wonder what’s for lunch? How about coffee?” “We are making some progress and have done some stuff but we have a ways to go.” “Geez, that’s the 3rd time I’ve caught him complaining to her in the elevator. I’ll take the stairs from now on.” “The change team says that, yes, but that doesn’t mean we have to do it.”
- 23. • Change Types& Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements Scope & Objectives Plan Measure Section
- 24. Training About Change •How will Supervisors influence attitudes, beliefs, perceptions? • Will Supervisors have tools and support needed to train or re-train for change along the way? • Is training available specifically for passive aggressive, or active resistance management? • Make this FUN for your team! Attitudes Beliefs CustomsValues Perceptions
- 25. How Change Sticks ChangeLeader Supervisor Support • Introduce the change, process type, and why • This is a solid change process • Who is in charge of what, when, why? • I am in charge of… you are in charge of… • Why and what are we changing? • This means to us specifically… to you specifically…. • Sponsorship what it is and means • My role is to… your role is to … • Process specifics • We will be involved here… and here…. • How they fit into the change process? • This process makes sense (identify resisters) • How do they raise the red flag? • For example, if you see X happening, you can…. • What happens if the plan changes? • Our formal process for requesting a change is…. • How do their Supervisors fit into the process? • All of us management are responsible for… • What happens if we don’t do this? • With what do you agree or disagree? • Prove we understand the risks and opportunities • What do you think are the most important points we just covered? • Get confirmation of understanding • I heard him/her say…. • Next Steps and timeline • What else do you need to know?
- 26. Training Development andDelivery for New Process or Product/Service 1. Identify required skills for the changed environment/process/structure 2. Perform a complete skills assessment 3. Identify new indirect affects when the change is implemented 4. Prepare to train again for gaps or changes 5. Consider job alternatives for employees’ whose skills or personality do not match the new process or method. Be respectful. Be mindful of their needs! 6. Create training materials to share skill, knowledge, belief and behavior to • Make the transition • Retain the information • Recognize when the change does not work or has a negative downstream or upstream effect 7. Alert affected people that change will come and why – as soon as possible! DON’T WAIT UNTIL THE LAST MINUTE!
- 27. • Change Types& Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements Scope & Objectives Plan Measure Section
- 28. Identify Pre-Change Measurements Examplesof some measurement questions to answer. Ask your change team to share their measurement ideas with you and give them your feedback! Change Leader Supervisor Support • Define Overall Project Success • How do I know I am successful today? How do my staff know they are successful today? How will we know this before, during, and after the change? • Review User Adoption Current State – Technology and User Compliance • Do we use “workarounds” or do we skip steps now? How does this affect measurement? • Review Current Tangible Measures • Look at speed to completion, cost per transaction, cycle time, speed of processes without workarounds, your employee engagement. • Review Current Change Capability • Just how good are we at identifying the need for, and implementing/measuring change? How do I measure it? • How do we measure productivity, employee moral, customer satisfaction today? • How do I listen to my staff and customers today and measure what I hear?
- 29. Identify Post-Change Measurements ChangeLeader Supervisor Support • Define measures we will use during and post change • Measure definitions & which stakeholders to review and/or approve them? • Who approves the measurements and how do we implement measurement changes? • How do my agreed upon measurements align with the business objectives? • Confirm we have baseline data • Pre-change data meet my needs? Was data defined so we collect exactly information needed? • Define crystal clear objectives (reduce customer churn from X to X – give precise calculations for measurement • When is data quality more important than deadline? Expectations realistic? Who do I notify if I may be late? • How will we consistently collect data • Timing for regular measurement? Manual vs system? Combinations of both? • Establish report and chart formats, and distribution lists • To whom will I report results, frequency & format? Do I have the necessary training & time? How will successes, issues and challenges will be reported? Reduce cancellations by 5% Reduce cancellations to 5% for new customers Reduce cancellations from 10% to 5% for first-time customers Precision Counts
- 30. Resistance Persistence • PLANFOR RESISTANCE – Where to look and how to manage it • LOOK AT OTHER DEPTS Resistance Plans • Change takes your time, and effort PLAN FOR IT • Innovators and Early Adopters are different, not better – shape plans that give all employees opportunities for success. (Change Adoption Portion - Everett Rogers, Stanford University (1995).) Innovator Early Adopter Early Majority Late Majority Laggard Early Adopter Early Majority Late Majority Laggard Change and Resistance Persistence Adoption Resistance
- 31. Conclusion Ready yourself forthe upcoming change by evaluating how you and your staff currently handle change, identifying your baseline performance measures, and getting the training and understanding you need to support your team. Give your time to the process if you want to be successful. Remember this could be your chance to be seen and heard by upper management. Be courageous and voice your ideas and concerns when you have them. Communicate! For more information about this presentation, contact: Robin Weldon Cope 808.457.2779 robin@weldoncope.com https://www.linkedin.com/in/robinwc Scope & Objectives Plan Measure
- 32. References Martin, L. (2015,Leading and motivating peer teams. Library Leadership & Management (Online), 30, 1-5. Retrieved from http://search.proquest.com/docview/1733872395?accountid=458 Roy K. Smollan, (2013) "Trust in change managers: the role of affect", Journal of Organizational Change Management, Vol. 26 Iss: 4, pp.725 – 747 Steven M. Elias, Rakesh Mittal, (2011) "The importance of supervisor support for a change initiative: An analysis of job satisfaction and involvement", International Journal of Organizational Analysis, Vol. 19 Iss: 4, pp.305 – 316
Editor's Notes
- #2 Preso to help management understand the general steps that must be undertaken to complete a change. Could be organizational only but often a combo of organizational and individual with one or more departments affected. Give a few examples of each (suggestions included in notes).
- #3 Readiness – Takes a lot of effort by knowledgeable people Assess Scope and Objectives Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? Risks of not changing? Assess Readiness Communication Planning Sponsorships Train About Change Management Plan Change Training Development and Delivery Identify Pre and Post-Change Measurements
- #4 Readiness – Takes a lot of effort by knowledgeable people Assess Scope and Objectives Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? Risks of not changing? Assess Readiness Communication Planning Sponsorships Train About Change Management Plan Change Training Development and Delivery Identify Pre and Post-Change Measurements
- #7 Communicator: Communicate with direct reports about the change What does this change mean to me? What's in it for me? Why should I get on board? Why are we doing this? Advocate: Demonstrate support for the change Employees look to their supervisors not only for direct communication messages about a change, but also to evaluate their level of support for the change effort. If a manager only passively supports or even resists a change, then you can expect the same from that person's direct reports. Managers and supervisors need to demonstrate their support in active and observable ways. The key here is this: managers and supervisors must first be onboard with a change before they can support their employees. A change management team should create targeted and customized tactics for engaging and managing the change first with managers and supervisors, and only then charge this important group with leading change with their direct reports. Coach: Coach employees through the change process Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change Liaison: Engage with and provide support to the project team Managers and supervisors liaise between their employees and the project team, providing information from the team to their direct reports. But perhaps more importantly, they provide information about the project from their employees back up to the project team. Managers are in the best position to provide design input, usability results and employee feedback on particular aspects of the solution back to the project team. Resistance manager: Identify and manage resistance No one is closer to a resistant employee than his or her supervisor. In terms of managing resistance, managers and supervisors are in the best place to identify what resistance looks like, where it is coming from and the source of that resistance. They are also the best suited (when provided with the training and tools to do so) to actively manage that resistance when it occurs. They can use the ADKAR model to hone in on which element of the change process is driving resistance and address it accordingly.
- #8 Readiness – Takes a lot of effort by knowledgeable people Assess Scope and Objectives Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? Risks of not changing? Assess Readiness Communication Planning Sponsorships Train About Change Management Plan Change Training Development and Delivery Identify Pre and Post-Change Measurements
- #9 Assess Scope and Objectives: Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? What are the risks of not changing? Two stages of this: 1. Assess the change itself Scope of the change (workgroup, department, division, enterprise) Number of employees impacted Type of change (process, technology, organization, job roles, merger, strategy) Amount of change from where we are today 2. Assessment of the organization Culture and value system Capacity for change (and how much change is already taking place) Leadership styles and power distribution Residual effects of past changes Middle management's predisposition toward the change Employee readiness for change Prosci 1996-2014. Viewed 8/24/2016 at http://www.change-management.com/tutorial-change-management-assessments.htm
- #10 Assess Scope and Objectives: Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? What are the risks of not changing? Two stages of this: 1. Assess the change itself Scope of the change (workgroup, department, division, enterprise) Number of employees impacted Type of change (process, technology, organization, job roles, merger, strategy) Amount of change from where we are today 2. Assessment of the organization Culture and value system Capacity for change (and how much change is already taking place) Leadership styles and power distribution Residual effects of past changes Middle management's predisposition toward the change Employee readiness for change Prosci 1996-2014. Viewed 8/24/2016 at http://www.change-management.com/tutorial-change-management-assessments.htm
- #11 Assess Readiness: Impact on groups – what they believe what they want what they have now, what they think about this change Concurrent change – is there change in other business areas? How much? Does it squeeze resources, affect morale, affect Sponsorship? Resistance – Who will resist and likely when? How will change team and Sponsors mitigate this risk? What resistance is helpful? P&L and Cost Analysis Human Resources Death Nell to a successful project? Not understanding what success means. Do concrete measures of success exist and are they reasonable?
- #12 Assess Readiness: Impact on groups – what they believe what they want what they have now, what they think about this change Concurrent change – is there change in other business areas? How much? Does it squeeze resources, affect morale, affect Sponsorship? Resistance – Who will resist and likely when? How will change team and Sponsors mitigate this risk? What resistance is helpful? P&L and Cost Analysis Human Resources Death Nell to a successful project? Not understanding what success means. Do concrete measures of success exist and are they reasonable?
- #13 Readiness – Takes a lot of effort by knowledgeable people Assess Scope and Objectives Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? Risks of not changing? Assess Readiness Communication Planning Sponsorships Train About Change Management Plan Change Training Development and Delivery Identify Pre and Post-Change Measurements
- #14 Communication Planning: WIFM (What’s In It For Me) in all communication The audience What is communicated – Building Awareness and Desire, Status, Effect When it is communicated. Planned, crisis By whom it is communicated Easing Coconut Wireless What non-change communications must continue despite squeezed availability of HR, managers, staff? How will communication be monitored? How will feedback be recognized and incorporated especially when squeezed availability? How will communication be tailored to individual types – independent, passive, aggressive Budgets and finance changes; vendor charges and contracts Communicate from the top and from immediate supervisors for sure Checklist Client Override – How will a CCB or SI handle a critical override or approval reversal during change by a client? That is, what things might happen that a CCB or SI will stop working until resolution over such as legal, HIPAA….
- #15 Communication Planning: WIFM (What’s In It For Me) in all communication The audience What is communicated – Building Awareness and Desire, Status, Effect When it is communicated. Planned, crisis By whom it is communicated Easing Coconut Wireless What non-change communications must continue despite squeezed availability of HR, managers, staff? How will communication be monitored? How will feedback be recognized and incorporated especially when squeezed availability? How will communication be tailored to individual types – independent, passive, aggressive Budgets and finance changes; vendor charges and contracts Communicate from the top and from immediate supervisors for sure Checklist Client Override – How will a CCB or SI handle a critical override or approval reversal during change by a client? That is, what things might happen that a CCB or SI will stop working until resolution over such as legal, HIPAA….
- #16 Communication Planning: WIFM (What’s In It For Me) in all communication The audience What is communicated – Building Awareness and Desire, Status, Effect When it is communicated. Planned, crisis By whom it is communicated Easing Coconut Wireless What non-change communications must continue despite squeezed availability of HR, managers, staff? How will communication be monitored? How will feedback be recognized and incorporated especially when squeezed availability? How will communication be tailored to individual types – independent, passive, aggressive Budgets and finance changes; vendor charges and contracts Communicate from the top and from immediate supervisors for sure Checklist Client Override – How will a CCB or SI handle a critical override or approval reversal during change by a client? That is, what things might happen that a CCB or SI will stop working until resolution over such as legal, HIPAA….
- #17 Communication Planning: WIFM (What’s In It For Me) in all communication The audience What is communicated – Building Awareness and Desire, Status, Effect When it is communicated. Planned, crisis By whom it is communicated Easing Coconut Wireless What non-change communications must continue despite squeezed availability of HR, managers, staff? How will communication be monitored? How will feedback be recognized and incorporated especially when squeezed availability? How will communication be tailored to individual types – independent, passive, aggressive Budgets and finance changes; vendor charges and contracts Communicate from the top and from immediate supervisors for sure Checklist Client Override – How will a CCB or SI handle a critical override or approval reversal during change by a client? That is, what things might happen that a CCB or SI will stop working until resolution over such as legal, HIPAA….
- #18 Communication Planning: WIFM (What’s In It For Me) in all communication The audience What is communicated – Building Awareness and Desire, Status, Effect When it is communicated. Planned, crisis By whom it is communicated Easing Coconut Wireless What non-change communications must continue despite squeezed availability of HR, managers, staff? How will communication be monitored? How will feedback be recognized and incorporated especially when squeezed availability? How will communication be tailored to individual types – independent, passive, aggressive Budgets and finance changes; vendor charges and contracts Communicate from the top and from immediate supervisors for sure Checklist Client Override – How will a CCB or SI handle a critical override or approval reversal during change by a client? That is, what things might happen that a CCB or SI will stop working until resolution over such as legal, HIPAA….
- #20 Readiness – Takes a lot of effort by knowledgeable people Assess Scope and Objectives Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? Risks of not changing? Assess Readiness Communication Planning Sponsorships Train About Change Management Plan Change Training Development and Delivery Identify Pre and Post-Change Measurements
- #21 degree of skill and commitment demonstrated by change sponsors—those who have the power to legitimize and sanction new initiatives. Sponsorships: Direct CCB? (Change Control Board) Authority Approval Responsibility Time Budget Indirect Board/Governing Body support? Legislative/government support? Client/Partner support? CEO/Exec Dir support? Exec Team support? Management support? Coconut wireless support? CFO - Cost Analysis/Show-Back Plan to drive active and visible participation by leaders (from all parts of org) throughout the process for coalition. This guy has time so s/he is on the CCB. No! Qualifications ability to get it done, viewpoint, influence, knowledge of subject matter, business intelligence.
- #22 degree of skill and commitment demonstrated by change sponsors—those who have the power to legitimize and sanction new initiatives. Sponsorships: Direct CCB? (Change Control Board) Authority Approval Responsibility Time Budget Indirect Board/Governing Body support? Legislative/government support? Client/Partner support? CEO/Exec Dir support? Exec Team support? Management support? Coconut wireless support? CFO - Cost Analysis/Show-Back Plan to drive active and visible participation by leaders (from all parts of org) throughout the process for coalition. This guy has time so s/he is on the CCB. No! Qualifications ability to get it done, viewpoint, influence, knowledge of subject matter, business intelligence.
- #23 degree of skill and commitment demonstrated by change sponsors—those who have the power to legitimize and sanction new initiatives. Sponsorships: Direct CCB? (Change Control Board) Authority Approval Responsibility Time Budget Indirect Board/Governing Body support? Legislative/government support? Client/Partner support? CEO/Exec Dir support? Exec Team support? Management support? Coconut wireless support? CFO - Cost Analysis/Show-Back Plan to drive active and visible participation by leaders (from all parts of org) throughout the process for coalition. This guy has time so s/he is on the CCB. No! Qualifications ability to get it done, viewpoint, influence, knowledge of subject matter, business intelligence.
- #24 Readiness – Takes a lot of effort by knowledgeable people Assess Scope and Objectives Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? Risks of not changing? Assess Readiness Communication Planning Sponsorships Train About Change Management Plan Change Training Development and Delivery Identify Pre and Post-Change Measurements
- #25 Training about Change Management: Managers and supervisors are key before, during, after. Likely resistors (direct and indirect). Identify personality types and communication plan between CCB leader or Executive Sponsor and these managers/supervisors! Give management what it needs to coach employees. DON’T make fatal mistake of ignoring training and reporting! DON’T just direct managers to dry text. DO incorporate training in a variety of ways throughout the process. Put managers on CCB for Management and Employee training Identify Downstream training for change acceptance —the intellectual, emotional, and physical resources degree to which a change is consistent with the organization’s culture What in your view are the most important points we just covered? What didn't you understand? With what do you disagree? With what do you agree? What else do you need to know?
- #26 Training about Change Management: Managers and supervisors are key before, during, after. Likely resistors (direct and indirect). Identify personality types and communication plan between CCB leader or Executive Sponsor and these managers/supervisors! Give management what it needs to coach employees. DON’T make fatal mistake of ignoring training and reporting! DON’T just direct managers to dry text. DO incorporate training in a variety of ways throughout the process. Put managers on CCB for Management and Employee training Identify Downstream training for change acceptance —the intellectual, emotional, and physical resources degree to which a change is consistent with the organization’s culture
- #27 Plan Change Training Development and Delivery: Required skills for the changed environment/process/structure Awareness that change will come and why. Thorough and complete skills assessment to handle the change. Training offer for gaps. Forms and activities used during change. Consider alternatives for abilities schism. Some employees’ skills or personality types will no longer match the new way of doing business. How will you deal with them respectfully and with their needs in mind? Create training materials based upon skills, behaviors, knowledge needed to 1) make the change, 2) retain the change and 3) recognize when the change isn’t working or is detrimental. DON’T WAIT UNTIL THE LAST MINUTE and BE OPEN TO CHANGE
- #28 Readiness – Takes a lot of effort by knowledgeable people Assess Scope and Objectives Sweeping change? Needs Individual and Organizational changes? Which people types, departments, internal/external are affected? Is it a gradual or radical change? What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those? Risks of not changing? Assess Readiness Communication Planning Sponsorships Train About Change Management Plan Change Training Development and Delivery Identify Pre and Post-Change Measurements
- #29 Identify Pre and Post-Change Measurements The change means what in a tangible way? How do you know the change is good for your business and how would you measure it? How long will it take before you 1) expect to see a change, 2) expect to see progress toward a change, 3) believe a change isn’t effective, 4) believe a change should be reverted (disaster) Post reviews of change management Reporting and statistical data Do we have the right pre-change measurements we can compare to during and after change? What measurements give us a business advantage today and how do we expect those to change? How do we measure change today? How long will it take before we see progress toward a change? What does that look like? How do we measure productivity today? How do we measure customer satisfaction today? How do we How do we report department performance now and during change? To which mission objective do my current measurements tie? What other information do I need to measure pre-change and how do I get it? How do I measure my team’s productivity now? What triggers me to review staff performance? Can I get a report for that? When are my measurements and reports due to the change team and what format should they be in? How do I measure resistance persistence today? How do I change my feedback during the change? How will I track attendance and productivity during and post-change?
- #30 (improve cancellations from 25% to 5% instead of improve cancellations by 25%) Identify Pre and Post-Change Measurements The change means what in a tangible way? How do you know the change is good for your business and how would you measure it? How long will it take before you 1) expect to see a change, 2) expect to see progress toward a change, 3) believe a change isn’t effective, 4) believe a change should be reverted (disaster) Post reviews of change management Reporting and statistical data Do we have the right pre-change measurements we can compare during and after change? What measurements gave us a business advantage before and how do we expect those to change? How long will it take before we see a change in the reports? What does that look like? How long will it take before we see progress toward a change? What does that look like? How long will it be until we believe a change is or is not effective? What does that look like? What are the triggers that tell us a change should be reverted back to the original? How will we know if the change is good for us? What triggers do we have now that tell us something is wrong and how will we use those during the change process? How do we know a department is performing well today and who will monitor this during the change? How do I measure my team’s productivity now? How do I need the reports I get today to change so I can report pre-change measurement? What information do I need collected so I get a baseline now, and during the change to be sure we stay on target? What specifically do I want to achieve with these measurements? How will I track attendance and productivity now compared to during and post-change? How will internal or customer computer changes affect us and how will I know? How do I change my feedback or performance reviews to know my staff are performing during the change? How many times am I allowed to request new data during and post change and how do I do this? How will we know if customers and employees adopt our change? demonstrate to senior leaders and sponsors how a change initiative will be measured and accountable for its effectiveness over time engage organizational members responsible for non-change related performance measurements and assist in clarifying the need for change leaders to have access to such data explain the difference between leading and lagging performance measures, a distinction that is commonly not understood clarify how leading measures can be used in order to make rolling adjustments to the change plan and change activities whilst the change initiative is underway recognize how critical it is for those people responsible for making measurements and collecting information to record performance information across a wide array of organizational activities in support of the change initiative debunk concerns regarding the lack of information concerning cost effectiveness of a change initiative acknowledge how important it is to have coordinated systems in place to make pre-change and post-change measurements build a case for developing a portfolio of performance measures within organizations that are yet to take a unified approach to measurement systems show junior change agents and change managers the non-anecdotal options for the evaluation of change success motivate those in the change team to also capture non-quantifiable data, such as stories, and create representative case studies that can be shared prompt individuals who make presentations with text-heavy PowerPoint slides, management-jargon and a lack of clarity to present information about change effectiveness in a clear and concise manner
- #31 Change we are talking about is innovation but in fact any change results in disruption and requires a change or adoption, by others. It may seem that planning takes forever but its critical to project success. Often management gets antsy before reporting and training is complete during the planning process. Schedule the timeline for planning and stick to it. In my experience I’ll be honest, I don’t prefer to let technology drive the planning timeline even if its for an IT project because downstream and indirect change may be missed and, again in my humble experience reporting and training are often skipped over or saved until later, given the “we don’t know what we need yet” statement. Don’t let the CCB or PMO communicate a change projects progress. If an immediate supervisor can’t communicate what is happening then the organizational change structure isn’t working. Be prepared to stick with the time, money, and effort needed to identify, flesh out, and implement a change. Diffusion of Innovations, by Everett Rogers (1995) In my experience resistance to change often correlates with the person’s time needed to accept change. A laggard is not “bad” or “undesirable”. They are people who need more to feel comfortable with the change. Sometimes some employees simply will not accept change because of their circumstances; that’s OK. Just help them through transition to their next opportunity and don’t blame them. This could just be the last straw.