Mastering Change Presentation - Bay Area - July 2011
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This document discusses building an organization's capacity for change. It identifies that seven out of ten change initiatives fail due to five root causes: low trust, lack of focus, poor capability, weak commitment, and delayed results. The document presents research that analyzed 50 organizations and found those most successful at change addressed these root causes through establishing a common purpose, clear direction, developing capacity, inspiring commitment, and achieving results. It advocates applying a proven five-principle Ascent Process to immediately improve performance gaps and continuously applying all five principles to achieve sustained optimal performance when undergoing change.
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Mastering Change Presentation - Bay Area - July 2011
- 1. EXECUTIVE BRIEFING MASTERING CHANGE Building Change Capacity Based on published research by Juan Riboldi Abbott, Stringham & Lynch - San Jose, CA – July 28 2011
- 2. What We Do We work with innovative leaders at the most successful companies seeking for performance breakthroughs
- 3. What changes are affecting your organization? How well are the people in your organization responding? © Ascent Advisor, Inc. All Rights Reserved. 3
- 4. Change is Inevitable. Growth is Optional. © Ascent Advisor, Inc. All Rights Reserved. 4
- 5. How can you tell if a change you are pursuing is going to succeed or fail? ? The Path of Ascent - © Ascent Advisor, Inc. All Rights Reserved. 8/2/2011 5
- 6. Making Change Work Seven out of ten change initiatives fail to deliver the desired results. WHY? ? ? ? © Ascent Advisor, Inc. All Rights Reserved.
- 7. Change Is Good. You Go First! How others receive ideas for making changes? © Ascent Advisor, Inc. All Rights Reserved. 7
- 8. The 5 Faces of Resistance 1 “We tried that and it didn’t work.” 2 “We’ve got other priorities.” 3 “Why this now?” 4 “We’ll need more training.” 5 “Sure, but it may take some time.” © Ascent Advisor, Inc. All Rights Reserved. 8
- 9. Looking for Root Causes TIP OF THE ICEBERG: “We tried that before” “Got other priorities” “We’ll need more training” “It’s not what I expected” “It may time some time.” WHAT LIES UNDERNEATH: Low Trust Lack of Focus Poor Capability Weak Commitment Delayed Results © Ascent Advisor, Inc. All Rights Reserved. 9
- 10. The Root Causes © Ascent Advisor, Inc. All Rights Reserved. 10
- 11. All change challenges point to five root causes. You can change effectively by addressing the root causes. © Ascent Advisor, Inc. All Rights Reserved. 11
- 13. Drastic change in the last 15 years
- 14. Ranked by level of success
- 15. Goals Met and Sustained
- 16. Compared the top and bottom 10
- 17. Found the difference between the Change Masters and Failures © Ascent Advisor, Inc. All Rights Reserved. 12
- 18. Research Findings 400% Average Difference! 1,000% Maximum Difference! © Ascent Advisor, Inc. All Rights Reserved. 13
- 19. Recognizing the Course Change Masters Change Failures © Ascent Advisor, Inc. All Rights Reserved. 14
- 20. Recognizing the Course Change Masters Change Failures © Ascent Advisor, Inc. All Rights Reserved. 15
- 21. Recognizing the Course Change Masters Change Failures © Ascent Advisor, Inc. All Rights Reserved. 16
- 22. The Ascent Process Proven Process for Mastering Change
- 23. Applying the Ascent Process Proven Process for Mastering Change
- 24. To immediately improve, identify a performance gap, and apply the corresponding principle and practices. To achieve sustained optimal performance, continuously apply all five principles and practices. The Path of Ascent - © Ascent Advisor, Inc. All Rights Reserved. 8/2/2011 19
- 25. The Ascent System The Enterprise System for Strategic Innovation ENVISION EVALUATE EVOLVE EMPOWER ENGAGE
- 26. The Ascent Profile Where is your organization now? . . . and where is it headed? Fail Thrive Maintain Survive Advance Low Trust Lack of Focus Poor Capability Weak Commitment Delayed Results Common Purpose Clear Direction Develop Capacity Inspire Commitment Achieve Results 8/2/2011 21
- 27. Change Champions A group of respected insiders empowered with specialized knowledge, skills and tools influences the entire organization. © Ascent Advisor, Inc. All Rights Reserved. 22
- 28. Consider your daily actions: What example do you set? What cues others take from you? What do you need to change? By changing ourselves, we change how others respond to us. Be the change you want to see happen. ~Gandhi © Ascent Advisor, Inc. All Rights Reserved. 23
- 29. Change is Inevitable. Growth is Optional. © Ascent Advisor, Inc. All Rights Reserved. 24
- 30. EXECUTIVE BRIEFING MASTERING CHANGE Building Change Capacity Based on published research by Juan Riboldi Abbott, Stringham & Lynch - San Jose, CA – July 28 2011
Editor's Notes
- INTRO to ASCENT ADVISORBefore we jump into this presentation, tell us: What do you do at Ascent Advisor?Ascent Advisor is a management consulting firm.We work with progressive leaders at the fastest growing companies seeking for performance breakthroughsWe take organizations on The Path of Ascentto achieve significant and sustainable results while guaranteeing 4xROIWe build the organization’s capacity for mastering change in 100 days
- CHANGE IS GOOD . . .We are here to learn about “Change.”We live in a world of constant change.Change is affecting all of us in many ways.In recent times the pace of change seems to be accelerating.What are some of the changes you are experiencing at work right now? Have participants share a few examples of changes at your organization Responses may include technology, competition, economy, regulation, growth, or diverse workforce Draw a circle representing your group Draw arrows pointing towards the circle, representing each type of change affecting their groupThere are many forces impacting you and your organization. Are these changes for better or worse? It depends! Not all change is necessarily for the better. Change brings opportunities as well as threatsWhat determines whether any of these changes is for better or worse? Us! It’s our choice! Build the slideDraw a person inside the circle with arrows pointing right and left. Emphasize that it is our choices that make change an opportunity or a threat. Offer one example of how we decide to turn change into an opportunity or a threat. Ask participants for examples from their personal livesBuild up to the key point: Change Is Inevitable. Growth Is Optional.
- Change Is Inevitable. Growth Is Optional State the key point: Change Is Inevitable. Growth Is Optional. Comment on how change is both an opportunity and a risk depending on how we approach itThe decision to adopt a new way of doing things is to help us do our jobs better, more effectively.Adopting change is also different and requires a learning curve to master.How canour response to change affect the ultimate outcome?
- Seven out of ten change initiatives fail to deliver the desired results.We ask ourselves: WHY? What makes the difference between the few that succeed and the many that struggle, or ultimately fail?
- PREPARE TO RESPONDBased on the responses you anticipate, how can best engage members in your group?
- READING PEOPLEWhen faced with a change like adoptingnew technology, people respond in different ways.What people say may represent just the tip of the iceberg.What they really mean is at the root of their reaction.We want to get better at reading people.Let’s review a few examples. Build one example at a time Ask someone to read “what people say” Discuss as a group what this person may really mean Go through all three cases quickly Allow for the group to start personalizing responses to their change Keep it fun and engagingConclude by saying:We need to get better at looking beyond the surface to understand what lies underneath. Build a transition to the iceberg slide
- LOOKING FOR ROOT CAUSESWe must learn to look for the root causes behind people’s actions and comments.What people say and do is just the tip of the iceberg.What lies underneath reveals the root causesBy understanding the root causes we can effectively address the real concernsHere are examples of the five common roots causes hindering successBehind each of the comments above, we can trace specific types of concerns.
- THE ROOT CAUSESResearch shows that all change challenges point to five root causes.People are going to respond in different ways to change.Yet their responses always point to predictable types of root causes.We call these five root causes widening gaps, because they are growing concerns in our society.In order to change effectively, we must address the root causesKnowing what to look for makes all the difference!Poll Question:Which of these root causes is affecting your organization?Low TrustLack of FocusPoor CapabilityWeak CommitmentDelayed Results
- KEY POINTPeople are going to respond in different ways to change.In order to change effectively, we must address the root causes
- Poll Question:To what extent is your organization on the Roller Coaster Ride, or on the Path of Ascent?Definitively riding the Roller CoasterAt times it feels like the roller coaster It depends on the change initiativeMostly going forward steadilyClearly on the Path of Ascent
- Poll Question:How well is your organization applying the Ascent Principles and practices to facilitate the change process?Very Poorly – Skipped most principles and practicesPoorly – Tend to overlook several principles and practicesInconsistently – Good in some areas poorly in othersVery Well – Tend to apply all principles and practicesExcellent – Consistently follows a proven change process
- Poll Question:How well is your organization applying the Ascent Principles and practices to facilitate the change process?Very Poorly – Skipped most principles and practicesPoorly – Tend to overlook several principles and practicesInconsistently – Good in some areas poorly in othersVery Well – Tend to apply all principles and practicesExcellent – Consistently follows a proven change process
- Poll Question:How well is your organization applying the Ascent Principles and practices to facilitate the change process?Very Poorly – Skipped most principles and practicesPoorly – Tend to overlook several principles and practicesInconsistently – Good in some areas poorly in othersVery Well – Tend to apply all principles and practicesExcellent – Consistently follows a proven change process
- ROLES OF CHANGE CHAMPIONSAs champions for change we can play various influential roles.Have participants read aloud each rolefluences the entire organizationWhat roles are you currently playing in the organization?What roles could you be playing to become a more effective champion for change? Ask participants to identify key roles they are playing as change champions Place a check mark by each of the roles you are currently playing Describe specific development actions below the roles you could be playing more effectively You may not need to set goals for each role, only those you could be doing more effectively Share your insights with a peer Discuss insights as a group
- CLOSINGBring the class to a close by stating the importance of our example.Consider your daily actions:What example do you set?What cues others take from you?What do you need to change?By changing ourselves, we change how others respond to us.“Be the change you want to see happen.” Gandhi
- Change Is Inevitable. Growth Is Optional State the key point: Change Is Inevitable. Growth Is Optional. Comment on how change is both an opportunity and a risk depending on how we approach itThe decision to adopt a new way of doing things is to help us do our jobs better, more effectively.Adopting change is also different and requires a learning curve to master.How canour response to change affect the ultimate outcome?