IIA Selling change
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This presentation was delivered to the Central Ohio Chapter of the Institute of Internal Auditors. The session included role play and simulation.
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IIA Selling change
- 1. Petra Learning LLC Title: Selling Change Central Ohio IIA Tuesday, October, 15 2013 11/23/2013 Proprietary and Confidential Page 1
- 2. Development Framework Technology Process People Information Communication 11/23/2013 Proprietary and Confidential Page 2
- 3. Selling Change Remember whose the focus Listen for the connection / triggers Recognize the emotional reaction to change Build the relationships Invest the time to communicate 11/23/2013 Proprietary and Confidential Page 3
- 4. How People Process Change The Five Universal Fears Death Outsider Future Chaos Insignificance Forcing a letting go / separation Bringing in new people / ideas Uncertainty creates anxiety; what’s next; trust Loss of predictability Loss of voice or authority Need to restore a sense of security Need to develop community Need to provide clarity Need to provide order Need to provide respect and meaning 11/23/2013 Proprietary and Confidential Page 4
- 5. How People Process Change Understanding Committing Engaging • Hearing • Listening • Believing • Supporting • Changing • Reinforcing Frequent Open and Honest Communications 11/23/2013 Proprietary and Confidential Page 5
- 7. How People Process Change E d u c a t e I n f o r m This process is not just one of time but also requires recurring meaningful quality interactions with the change matters Commitment Internalization Acceptance Positive perception Understanding Awareness Contact Efforts tend to drop off after this point but that’s a mistake. It’s all this point where change efforts need to increase. 11/23/2013 Proprietary and Confidential Page 7
- 8. One Hundred Years Ago The Year: 1913 Discussion Items: ◦ ◦ ◦ ◦ ◦ ◦ Smartphone Internet Flat-screen TV Digital Camera Ipods Hoverboards Broader Application _______________ _________________________________ _________________________________ 11/23/2013 Proprietary and Confidential Page 8
- 9. Making Change Stick Change is hard, complacency is rampant WIIFM / The Business Case Invoke feelings / emotionally compelling The Sandwich (John P. Kotter – A Sense of Urgency) ◦ Effective personal motivators ◦ Ongoing messaging and reinforcement 11/23/2013 Proprietary and Confidential Page 9
- 10. Gaining Commitment Goal: move people to the point where they want to do it that way. Mandate "I have to do it this new way" "I will react to this change –if I must" "I must absorb this change” "I feel threatened by this change" Compliance Commitment "I want to do it this new way" "I will act to achieve this change" "I will put myself at stake for this change" "I see the opportunity in this change" "I see the implications for me / us" "I know why and what will change” Change Presented "I am being told about something" 10
- 11. Know What Your Dealing With Understand the amount of change (strategic, operational, support ) Understand the level of readiness (personal / emotional and not just business) Have a Plan of Attack ◦ Provide appropriate assurances ◦ Equip them properly (training, coaching, etc.) ◦ Periodically check-in and evaluate progress ◦ Handle issues timely ◦ Communicate well / forego the email 11/23/2013 Proprietary and Confidential Page 11
- 12. “Yes And” Top-Five Challenges 1. ________________________ 2. ________________________ 3. ________________________ 4. ________________________ 5. ________________________ [What Do We Do To Sabotage Ourselves] 11/23/2013 Proprietary and Confidential Page 12
- 13. Organizational Change Barriers Discussion: HOW DO YOU HANDLE? Lack of sponsor support Lack of stakeholder commitment Unrealistic expectations about the outcome of a project Stakeholders not letting go of the old ways of doing things 11/23/2013 Proprietary and Confidential Page 13
- 14. Supporting Metrics and Measures Strategic and Operational Issue remediation rate Focus group participation Training completion rate Change adoption rate Social media volume changes / tone changes Employee job satisfaction changes Customer referral rate changes Financial (Lagging) Project budget performance changes Sales performance changes DISCUSSION: HOW DOES THIS APPLY TO YOU? 11/23/2013 Proprietary and Confidential Page 14
Editor's Notes
- The primary thing that we have to remember about change management is that it’s all about the people element. We need to view everything about change management, from process to technology to information to communication, through the lens of the people impacted by the change. To do that, we need to understand the psychology of change. So that’s where we are going to start.
- There are 5 Universal Fears, Change triggers them all
- So what does this psychology of change tell us about how to make change stick? First and foremost, it tells us that for individuals to feel compelled to suffer change, they need to relate emotionally and not just rationally. Let’s take a personal example, how many of us know we need to eat better or exercise more? Now, if you have a major life event related to the failure to do that, you’ve suddenly moved from the rational to the emotional and you are more likely to act. Effective personal motivators (demonstrate)Competitive forays: successful business leaders don’t like to lose. Let them see that they’ve fallen behind. They are no longer # 1 or their competitor is fast on their tale. They are about to lose all that they’ve worked for; careers may be on the line. Get them to have some skin in the game.Reality Check (e.g., voice of the customer): employees hear first-hand what customers are saying about their work. Shoot videos, share social media talk. Let them see the fate of others that have not responded to the need for change. Show the demise of once great companies.Social networks: pushing change through social networks can appeal to people’s need to belong. Your employee resource groups can become invaluable allies in the change equation; don’t overlook them. Key professional associations can also become powerful allies in the change equation. Using women’s groups and trade organizations to promote changes in your people. Pain avoidance: make it more difficult and costly to due things the old way. Pain can be a powerful change motivator.