Vansuch Change Management 1 22 2009 v1
Change management: moving
from good intentions to
good results
Wednesday, January 21, 2009
Gary Vansuch
1
What was advertised
All of us desire to see improvement in our lives and in our society. In our
workplaces, the pace of change is accelerating. This can often bring
about major enhancements to our lives. Many changes, from email to
cell phones, from employee empowerment to Lean Six Sigma, have
altered our workplaces dramatically, and forever. Managing change, and
managing it well, is becoming one of the most critical competencies for
any organization.
And yet, while many organizations are increasingly exposing their
employees to change, they are not teaching their managers, Project
managers and teams how to effectively manage the "people" side of
change. We all have good intentions for managing change well, but
sometimes our results fall short.
This session will discuss why change management needs to be a key
competency for you and YOUR organization, and will share some tips
regarding how to improve the practice of change management in your
work.
2
What was advertised (shorter version)
I have good intentions
I think I am doing things to help people through
change
BUT -- our changes don’t always work well, and
our people complain about how the changes
impact them
I don’t understand why?
What can I do about it?
3
Today’s Discussion
Let’s
diagnose this
Do some introspection
Discuss
Some ideas – won’t necessarily have all of
the right answers
And, develop action plans for ourselves to
move from Good Intentions to Good Results
4
Takeaways
Key
points you agree with
Key points you don’t
What are YOU going to do
5
Customer pledge
6
Let’s start!
7
A question for you:
What is Change management?
8
Another question for you:
Have your change management
efforts worked as well as you
wanted?
9
Managing change: people
“8. My organization is good at managing the “people” side of change
initiatives. ”
Almost 1/2 disagreed
10
“People” Readiness for change
For corporate process improvement involving systems investments:
28% are abandoned
41% come in behind schedule
and/or over budget
80% are NOT used in the way they
were intended, or NOT USED AT
ALL, 6 months after completion of
installation
-- Gartner Group, 2003
11
Here is what I believe change
management is:
The
process, tools and techniques to
manage the people-side of change to
achieve the required business
outcome(s)
12
Have our good intentions for
change management addressed
this?
The process, tools and techniques to
manage the people-side of change to
achieve the required business
outcome
13
Do our good intentions for change
management address this?
Look carefully at the last part
The process, tools and techniques to
manage the people-side of change to
achieve the required business
outcome
14
Or, do our good intentions for
change management look more like
this?
A email memo about the change, from the project team
(or maybe, from a senior executive)
A bulletin board about the project or the change
A website about the project or the change
Another email
Some quick training
15
… and, is this approach
successful?
A email memo about the change, from the project team
(or maybe, from a senior executive)
A bulletin board about the project or the change
A website about the project or the change
Another email
Some quick training
16
Change management is not:
Managing
the “technical” side of
change
Just communication plans
17
Summary of Key Points
Key point 1: To move from good intentions to good results, we have to realize that effective
change management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we (the
“changers”) may be “living” in the future state, while everyone else (“the changees”) is living in
the present
Key point 3: To move beyond good intentions, effective change management MUST be
focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available
to us
Key point 6: To move beyond good intentions, we need the right people involved and
engaged in the right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level
18
Key point 1: To move from good
intentions to good results, we have to
realize that effective change
management is more than just a few
pieces of communication
Change management is the process,
tools and techniques to manage the
people-side of change to
achieve the required business outcome
19
Benchmarking findings
Causes of resistance
Employees:
1.
2.
3.
4.
5.
Not aware of the business
need for change
Lay-offs were announced
or feared
Unsure if they had the
skills needed for success
in the future state
Comfort with the current
state
Believed they were being
asked to do more with less,
or do more for the same
pay
Managers:
1.
2.
3.
4.
5.
Loss of power and
control
Overloaded with current
responsibilities
Lacked awareness of the
need for change
Lacked the required
skills
Fear, uncertainty and
doubt
Can mere communications address these?
20
Key point 2:
To move from good intentions to good
results, we have to realize that we (the
“changers”) may be “living” in the
future state, while everyone else (“the
changees”) are living in the present
future
21
Three Phases of Change: How
people experience change
Current
State
Transition
State
Future
State
22
Current State
Employees (including management and executives!)
generally prefer the current state, because that is where
they live
Current
State
Transition
State
Future
State
“better the devil you know is better than the devil you don’t”
23
Future State
The future state is unknown to the employee; will it be
better, or worse?
This is where Project teams “live”
Current
State
Transition
State
Future
State
24
Transition State
The transition state creates stress and anxiety
Current
State
Transition
State
Future
State
25
Key point 2, revisited: To move from
good intentions to good results, we
have to realize that we may be “living”
in the future state, while everyone else
is living in the present
People will resist change, but not
because they are being contrary
“better the devil you know is better than the devil you don’t”
26
Key point 3: Effective change
management MUST be focused on
helping individuals change
27
Successful change addresses both the technical
and the people side
Solution is designed,
developed
and delivered effectively
(Technical side)
+
Solution is embraced,
adopted and utilized
effectively
(People side)
= CHANGE SUCCESS
Individual PEOPLE change, NOT organizations
28
Individual change management it the
Centerpiece of success
The secret to successful change lies beyond the
visible and busy activities that surround change.
Successful change, at its core, is rooted in
something much simpler:
How to facilitate change
with one person.
A
D
K
A
R
From ADKAR: a model for change by Jeff Hiatt
29
Effective change management
requires two perspectives
Individual perspective
How does one
person makes a
change
successfully?
Organizational perspective
What tools we** have
to help individuals
make changes
successfully?
** “we” means project leaders and
team members, HR, OD, training,
communications, managers,
supervisors
30
The focus of Change management is on helping
individuals make their own personal transition
Organizational
“The change” to how we
do business
Individual
From:
To:
How I do my job
today
How I will do my job
after the change is
implemented
31
31
Key point 3, revisited: To move beyond
good intentions, effective change
management MUST be focused on
helping individuals change
From an organizational perspective, we
need to determine what “we”** can do to
help individuals change
32
Key point 4: Individual change is a
process
33
The five building blocks of successful
individual change
Awareness
Desire
Knowledge
Ability
Reinforcement
of the need for change
to participate and support the change
on how to change
to implement required skills and
behaviors
to sustain the change
ADKAR is the (relatively) easy-to-remember acronym
34
ADKAR
Awareness of the need for change (why).
Desire to support and participate in the change
(our choice).
Knowledge about how to change (the learning
process).
Ability to implement the change (turning
knowledge into action).
Reinforcement to sustain the change
(celebrating success).
35
Employees have preferred senders
of change messages
Top-level executives and
CEO/President
senior leaders when the
message pertains to the
Executive manager
business need for change
Senior manager
and alignment of the
Department head
change with the
The employee's supervisor
organization's overall
Project team member
direction.
Employees’ immediate
supervisors for messages
that pertain to the
individual impact resulting
from the change (discussing
'what's in it for me' with
each employee).
Project team leader
CM team member
Personal messages
CM team leader
Business messages
Other
0%
10%
20%
30%
40%
50%
60%
Percent of respondents
37
37
Communication checklist
Yes
No
Question:
Have you identified all of the different audiences you need to
communicate with throughout the organization?
Have you identified who the ideal sender of communication
messages will be?
Have you identified what are the most effective channels of
communication?
Have you created mechanisms to enable two-way
communication to take place?
38
Not Everyone Changes
at the Same Pace
Person A
Awareness
Desire
Awareness
Person B
Person C
Knowledge
Awareness
Ability
Desire
Desire
Awareness
Awareness
Desire
Knowledge
Person H
Person I
Awareness
Awareness
Desire
Desire
Knowledge
Desire
Ability
Awareness
Person F
Person G
Ability
Reinforcement
Knowledge
Person D
Person E
Knowledge
Reinforcement
Knowledge
Ability
Reinforcement
Reinforcement
Reinforcement
Desire
Knowledge
Ability
Ability
Knowledge
Ability
Ability
Reinforcement
Reinforcement
Reinforcement
Awareness
Address the needs of each INDIVIDUAL
Desire
Knowledge
Ability
Reinforcement
47
Recommendation:
Create a Change Management
Profile for Each Employee
Employee
A
D
K
A
R
Adam
4
5
2
2
4
Beverly
4
1
4
3
4
Notes/actions
Needs knowledge
Low desire
Questionable desire
Charles
2
2
3
3
4
Low desire
Denise
5
1
4
2
3
48
Key point 4, revisited: Individual
change is a process
From an organizational perspective, we
need to determine what “we”** can do to
help individuals
49
Key point 5: To move beyond good
intentions, we need to understand,
select and use the tools available to us
50
Some Key Change
Management Tools
Communications
Sponsor Roadmap
Training
These channels enable
Effective change management
Readiness / Resistance Mgt.
Coaching
51
Mapping the tools to the personal
change elements (ADKAR)
These channels
enable project
team to facilitate
organization
through phases
of ADKAR.
Communications
Awareness
Sponsor Roadmap
Desire
Training
Knowledge
Readiness / Resistance Mgt.
Ability
Coaching
Reinforcement
52
Key point 5, revisited: To move beyond
good intentions, we need to select and
use the tools available to us
Use the right tools, in right place
Communications
Sponsor Roadmap
Training
Readiness / Resistance Mgt.
Coaching
53
Who is this “We”
54
Key point 6: To move beyond good
intentions, we need the right people
involved and engaged in the right ways
55
Change management requires a system
of ‘doers’
Each ‘gear’ plays a
specific role based
on how they are
related to change
56
Change management roles
Role
Ideal implementation
Change mgmt
resource/team
“I develop the change management strategy and
plans. I am an integral part of project success.”
Executives and senior “I launch (authorize and fund) changes.”
“I sponsor change.”
managers
Middle managers and
front-line supervisors
“I coach my direct reports through the changes that
impact their day-to-day work.”
Project team
“I manage the technical side of the change. I
integrate change management into my project
plans.”
Project support
functions
“I support different activities of the change
management team and project team.”
* Change
management group,
dept or office
“We own the change management methodology
and support its implementation in the organization.”
57
Current common reality that
we need to move beyond
Role
Common implementation
Change mgmt
resource/team
“I feel like I’m on an island here – people expect me
to do everything and have all the answers.”
Executives and senior “I gave you funding and signed the charter – now go
make it happen!”
managers
Middle managers and
front-line supervisors
“I feel like I’m the direct target for some of these
changes, and I wish I knew what was going on.”
Project team
“My focus is just the ‘technical’ side. Once I flip the
switch, I’m moving on to the next project.”
Project support
functions
“I get called in on projects and given one little task,
but I’m not sure how I fit in to the overall picture.”
* Change
management group,
dept or office
“I don’t even exist yet.”
58
Executives and senior mgrs
What is their role
1.
2.
3.
Participate actively and visibly
throughout the project
Build a coalition of sponsorship and
manage resistance
Communicate directly with employees
Not just signing checks and project charters!
59
Middle mgrs and supervisors
Why are they important
They are close to the
people who adopt the
change
They play a role in all
types of change in the
organization
They need to be trained
to be successful
Macro – top-down
changes
Micro – daily changes
60
Middle mgrs and supervisors
What are their roles
Role 1 – Communicator
Role 2 – Advocate
Role 3 – Coach
Role 4 – Liaison
Role 5 – Resistance manager
61
Project team
Why are they important
Drive the technical side of change
Design
solutions
Develop solutions
Deliver solutions
62
Project team
What is their role
1.
2.
Design the actual change
Manage the ‘technical side’ of the
change
•
3.
4.
Charter, business case, schedule, resources,
work breakdown structure, budget, etc.
Engage with CMgt team/resource
Integrate CMgt plans into project plan
63
Project support functions
Examples
HR
OD
Training
Communication
SMEs
Bring specific experience,
knowledge, tools and
expertise to the project
Sometimes act as the
change mgmt resource
Key pieces of the
‘technical’ and ‘people’
puzzles
64
Mapping change management roles
1.
2.
3.
4.
1. Authorize and fund
2. Participate actively
and visibly
3. Create coalition
4. Communicate directly
1.
2.
3.
4.
Design ‘the change’
Manage ‘technical side’
Engage with CM
Integrate CM
Apply methodology
Formulate strategy
Develop plans
Support other ‘doers’
1.
2.
3.
4.
5.
Communicator
Advocate
Coach
Liaison
Resistance manager
1.
2.
3.
4.
Experience
Knowledge
Tools
Expertise
65
Change management resource
What is their role
Enable others…
Help execs and
senior leaders
Effectively fulfill the role of
‘sponsor of change’
Help managers
and supervisors
Effectively coach their employees
through transitions
Help project
teams
Make the bridge between
implementing a solution and
realizing benefits
66
Employee-facing vs. enabling
Employee-facing roles
Executives and
senior managers
Middle managers
and supervisors
Enabling roles
Executives and
senior managers
Change
management
resource/team
Project
team
Middle managers
and supervisors
Change
management
resource/team
Project
support
functions
One-to-one interactions
One-to-many interaction
Observable behaviors
Project
team
Project
support
functions
Creation and
implementation of plans
that are executed by the
employee-facing roles
67
Homework: Where is your
group?
Role:
Who:
Understanding:
Effectiveness:
Change mgmt
resource/team
Executives and
senior managers
Middle managers and
front-line supervisors
Project team
Who in the
organization
plays each
role?
How well do
they
understand
their role?
How
effectively
are they
fulfilling their
role?
Project support
functions
* Change mgmt group,
dept or office
68
Key point 6, revisited: To move beyond
good intentions, we need the right
people involved in the right ways
Do you have the right people
involved in the right way?
69
How will you know if your change
has been effective?
70
Key point 7:
“Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
71
“Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
… and, measure your progress
accordingly …
72
Two points of measurement:
Organizational perspective
Outcome:
Did the project deliver the
intended results?
Process:
Organizational
Was the project delivered on
time and on budget?
Were milestones met along
the way?
#s
Organizational
73
Two points of measurement:
Individual perspective
Outcome:
Are employees doing their
work the “new way” required
by the project?
Process:
Individual
How well did employees
make the transition?
How well did we** support
that transition?
Individual
A D K A R
74
Framework for measurement
Organizational
Speed of adoption
Utilization rate
Proficiency
Process
Outcome Business performance
against objectives
Individual
Individual change
management:
-Awareness
-Desire
-Knowledge
-Ability
-Reinforcement
Individual
performance for
each job role
75
Framework for measurement
Organizational
Speed of adoption
Utilization rate
Proficiency
Process
Measured by group, function,
and or location
Individual
Individual change
management:
-Awareness
-Desire
-Knowledge
-Ability
-Reinforcement
Measure by
assessment
Outcome
Business performance against objectives,
such as:
Financial Performance
Quality of product, service
Quality of worklife
Speed of implementation
Etc.
Individual performance for
each job role
Performance towards
objectives, as defined
in personal objectives
with immediate
manager
76
Key point 7, revisited: Begin with end
in mind. Measure the “right” things for
this change, at the organizational level
and the individual level
Change management is the process,
tools and techniques to manage the
people-side of change to
achieve the required business outcome
77
Summary of Key Points: Revisited
Key point 1: To move from good intentions to good results, we have to realize that
effective change management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we
(the “changers”) may be “living” in the future state, while everyone else (“the
changees”) are living in the present
Key point 3: To move beyond good intentions, effective change management MUST be
focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools
available to us
Key point 6: To move beyond good intentions, we need the right people involved and
engaged in the right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level
78
“Everyone thinks of
changing the world,
but no one thinks of
changing himself.”
- Leo Tolstoy
79
from good intentions to
good results
Wednesday, January 21, 2009
Gary Vansuch
1
What was advertised
All of us desire to see improvement in our lives and in our society. In our
workplaces, the pace of change is accelerating. This can often bring
about major enhancements to our lives. Many changes, from email to
cell phones, from employee empowerment to Lean Six Sigma, have
altered our workplaces dramatically, and forever. Managing change, and
managing it well, is becoming one of the most critical competencies for
any organization.
And yet, while many organizations are increasingly exposing their
employees to change, they are not teaching their managers, Project
managers and teams how to effectively manage the "people" side of
change. We all have good intentions for managing change well, but
sometimes our results fall short.
This session will discuss why change management needs to be a key
competency for you and YOUR organization, and will share some tips
regarding how to improve the practice of change management in your
work.
2
What was advertised (shorter version)
I have good intentions
I think I am doing things to help people through
change
BUT -- our changes don’t always work well, and
our people complain about how the changes
impact them
I don’t understand why?
What can I do about it?
3
Today’s Discussion
Let’s
diagnose this
Do some introspection
Discuss
Some ideas – won’t necessarily have all of
the right answers
And, develop action plans for ourselves to
move from Good Intentions to Good Results
4
Takeaways
Key
points you agree with
Key points you don’t
What are YOU going to do
5
Customer pledge
6
Let’s start!
7
A question for you:
What is Change management?
8
Another question for you:
Have your change management
efforts worked as well as you
wanted?
9
Managing change: people
“8. My organization is good at managing the “people” side of change
initiatives. ”
Almost 1/2 disagreed
10
“People” Readiness for change
For corporate process improvement involving systems investments:
28% are abandoned
41% come in behind schedule
and/or over budget
80% are NOT used in the way they
were intended, or NOT USED AT
ALL, 6 months after completion of
installation
-- Gartner Group, 2003
11
Here is what I believe change
management is:
The
process, tools and techniques to
manage the people-side of change to
achieve the required business
outcome(s)
12
Have our good intentions for
change management addressed
this?
The process, tools and techniques to
manage the people-side of change to
achieve the required business
outcome
13
Do our good intentions for change
management address this?
Look carefully at the last part
The process, tools and techniques to
manage the people-side of change to
achieve the required business
outcome
14
Or, do our good intentions for
change management look more like
this?
A email memo about the change, from the project team
(or maybe, from a senior executive)
A bulletin board about the project or the change
A website about the project or the change
Another email
Some quick training
15
… and, is this approach
successful?
A email memo about the change, from the project team
(or maybe, from a senior executive)
A bulletin board about the project or the change
A website about the project or the change
Another email
Some quick training
16
Change management is not:
Managing
the “technical” side of
change
Just communication plans
17
Summary of Key Points
Key point 1: To move from good intentions to good results, we have to realize that effective
change management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we (the
“changers”) may be “living” in the future state, while everyone else (“the changees”) is living in
the present
Key point 3: To move beyond good intentions, effective change management MUST be
focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available
to us
Key point 6: To move beyond good intentions, we need the right people involved and
engaged in the right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level
18
Key point 1: To move from good
intentions to good results, we have to
realize that effective change
management is more than just a few
pieces of communication
Change management is the process,
tools and techniques to manage the
people-side of change to
achieve the required business outcome
19
Benchmarking findings
Causes of resistance
Employees:
1.
2.
3.
4.
5.
Not aware of the business
need for change
Lay-offs were announced
or feared
Unsure if they had the
skills needed for success
in the future state
Comfort with the current
state
Believed they were being
asked to do more with less,
or do more for the same
pay
Managers:
1.
2.
3.
4.
5.
Loss of power and
control
Overloaded with current
responsibilities
Lacked awareness of the
need for change
Lacked the required
skills
Fear, uncertainty and
doubt
Can mere communications address these?
20
Key point 2:
To move from good intentions to good
results, we have to realize that we (the
“changers”) may be “living” in the
future state, while everyone else (“the
changees”) are living in the present
future
21
Three Phases of Change: How
people experience change
Current
State
Transition
State
Future
State
22
Current State
Employees (including management and executives!)
generally prefer the current state, because that is where
they live
Current
State
Transition
State
Future
State
“better the devil you know is better than the devil you don’t”
23
Future State
The future state is unknown to the employee; will it be
better, or worse?
This is where Project teams “live”
Current
State
Transition
State
Future
State
24
Transition State
The transition state creates stress and anxiety
Current
State
Transition
State
Future
State
25
Key point 2, revisited: To move from
good intentions to good results, we
have to realize that we may be “living”
in the future state, while everyone else
is living in the present
People will resist change, but not
because they are being contrary
“better the devil you know is better than the devil you don’t”
26
Key point 3: Effective change
management MUST be focused on
helping individuals change
27
Successful change addresses both the technical
and the people side
Solution is designed,
developed
and delivered effectively
(Technical side)
+
Solution is embraced,
adopted and utilized
effectively
(People side)
= CHANGE SUCCESS
Individual PEOPLE change, NOT organizations
28
Individual change management it the
Centerpiece of success
The secret to successful change lies beyond the
visible and busy activities that surround change.
Successful change, at its core, is rooted in
something much simpler:
How to facilitate change
with one person.
A
D
K
A
R
From ADKAR: a model for change by Jeff Hiatt
29
Effective change management
requires two perspectives
Individual perspective
How does one
person makes a
change
successfully?
Organizational perspective
What tools we** have
to help individuals
make changes
successfully?
** “we” means project leaders and
team members, HR, OD, training,
communications, managers,
supervisors
30
The focus of Change management is on helping
individuals make their own personal transition
Organizational
“The change” to how we
do business
Individual
From:
To:
How I do my job
today
How I will do my job
after the change is
implemented
31
31
Key point 3, revisited: To move beyond
good intentions, effective change
management MUST be focused on
helping individuals change
From an organizational perspective, we
need to determine what “we”** can do to
help individuals change
32
Key point 4: Individual change is a
process
33
The five building blocks of successful
individual change
Awareness
Desire
Knowledge
Ability
Reinforcement
of the need for change
to participate and support the change
on how to change
to implement required skills and
behaviors
to sustain the change
ADKAR is the (relatively) easy-to-remember acronym
34
ADKAR
Awareness of the need for change (why).
Desire to support and participate in the change
(our choice).
Knowledge about how to change (the learning
process).
Ability to implement the change (turning
knowledge into action).
Reinforcement to sustain the change
(celebrating success).
35
Employees have preferred senders
of change messages
Top-level executives and
CEO/President
senior leaders when the
message pertains to the
Executive manager
business need for change
Senior manager
and alignment of the
Department head
change with the
The employee's supervisor
organization's overall
Project team member
direction.
Employees’ immediate
supervisors for messages
that pertain to the
individual impact resulting
from the change (discussing
'what's in it for me' with
each employee).
Project team leader
CM team member
Personal messages
CM team leader
Business messages
Other
0%
10%
20%
30%
40%
50%
60%
Percent of respondents
37
37
Communication checklist
Yes
No
Question:
Have you identified all of the different audiences you need to
communicate with throughout the organization?
Have you identified who the ideal sender of communication
messages will be?
Have you identified what are the most effective channels of
communication?
Have you created mechanisms to enable two-way
communication to take place?
38
Not Everyone Changes
at the Same Pace
Person A
Awareness
Desire
Awareness
Person B
Person C
Knowledge
Awareness
Ability
Desire
Desire
Awareness
Awareness
Desire
Knowledge
Person H
Person I
Awareness
Awareness
Desire
Desire
Knowledge
Desire
Ability
Awareness
Person F
Person G
Ability
Reinforcement
Knowledge
Person D
Person E
Knowledge
Reinforcement
Knowledge
Ability
Reinforcement
Reinforcement
Reinforcement
Desire
Knowledge
Ability
Ability
Knowledge
Ability
Ability
Reinforcement
Reinforcement
Reinforcement
Awareness
Address the needs of each INDIVIDUAL
Desire
Knowledge
Ability
Reinforcement
47
Recommendation:
Create a Change Management
Profile for Each Employee
Employee
A
D
K
A
R
Adam
4
5
2
2
4
Beverly
4
1
4
3
4
Notes/actions
Needs knowledge
Low desire
Questionable desire
Charles
2
2
3
3
4
Low desire
Denise
5
1
4
2
3
48
Key point 4, revisited: Individual
change is a process
From an organizational perspective, we
need to determine what “we”** can do to
help individuals
49
Key point 5: To move beyond good
intentions, we need to understand,
select and use the tools available to us
50
Some Key Change
Management Tools
Communications
Sponsor Roadmap
Training
These channels enable
Effective change management
Readiness / Resistance Mgt.
Coaching
51
Mapping the tools to the personal
change elements (ADKAR)
These channels
enable project
team to facilitate
organization
through phases
of ADKAR.
Communications
Awareness
Sponsor Roadmap
Desire
Training
Knowledge
Readiness / Resistance Mgt.
Ability
Coaching
Reinforcement
52
Key point 5, revisited: To move beyond
good intentions, we need to select and
use the tools available to us
Use the right tools, in right place
Communications
Sponsor Roadmap
Training
Readiness / Resistance Mgt.
Coaching
53
Who is this “We”
54
Key point 6: To move beyond good
intentions, we need the right people
involved and engaged in the right ways
55
Change management requires a system
of ‘doers’
Each ‘gear’ plays a
specific role based
on how they are
related to change
56
Change management roles
Role
Ideal implementation
Change mgmt
resource/team
“I develop the change management strategy and
plans. I am an integral part of project success.”
Executives and senior “I launch (authorize and fund) changes.”
“I sponsor change.”
managers
Middle managers and
front-line supervisors
“I coach my direct reports through the changes that
impact their day-to-day work.”
Project team
“I manage the technical side of the change. I
integrate change management into my project
plans.”
Project support
functions
“I support different activities of the change
management team and project team.”
* Change
management group,
dept or office
“We own the change management methodology
and support its implementation in the organization.”
57
Current common reality that
we need to move beyond
Role
Common implementation
Change mgmt
resource/team
“I feel like I’m on an island here – people expect me
to do everything and have all the answers.”
Executives and senior “I gave you funding and signed the charter – now go
make it happen!”
managers
Middle managers and
front-line supervisors
“I feel like I’m the direct target for some of these
changes, and I wish I knew what was going on.”
Project team
“My focus is just the ‘technical’ side. Once I flip the
switch, I’m moving on to the next project.”
Project support
functions
“I get called in on projects and given one little task,
but I’m not sure how I fit in to the overall picture.”
* Change
management group,
dept or office
“I don’t even exist yet.”
58
Executives and senior mgrs
What is their role
1.
2.
3.
Participate actively and visibly
throughout the project
Build a coalition of sponsorship and
manage resistance
Communicate directly with employees
Not just signing checks and project charters!
59
Middle mgrs and supervisors
Why are they important
They are close to the
people who adopt the
change
They play a role in all
types of change in the
organization
They need to be trained
to be successful
Macro – top-down
changes
Micro – daily changes
60
Middle mgrs and supervisors
What are their roles
Role 1 – Communicator
Role 2 – Advocate
Role 3 – Coach
Role 4 – Liaison
Role 5 – Resistance manager
61
Project team
Why are they important
Drive the technical side of change
Design
solutions
Develop solutions
Deliver solutions
62
Project team
What is their role
1.
2.
Design the actual change
Manage the ‘technical side’ of the
change
•
3.
4.
Charter, business case, schedule, resources,
work breakdown structure, budget, etc.
Engage with CMgt team/resource
Integrate CMgt plans into project plan
63
Project support functions
Examples
HR
OD
Training
Communication
SMEs
Bring specific experience,
knowledge, tools and
expertise to the project
Sometimes act as the
change mgmt resource
Key pieces of the
‘technical’ and ‘people’
puzzles
64
Mapping change management roles
1.
2.
3.
4.
1. Authorize and fund
2. Participate actively
and visibly
3. Create coalition
4. Communicate directly
1.
2.
3.
4.
Design ‘the change’
Manage ‘technical side’
Engage with CM
Integrate CM
Apply methodology
Formulate strategy
Develop plans
Support other ‘doers’
1.
2.
3.
4.
5.
Communicator
Advocate
Coach
Liaison
Resistance manager
1.
2.
3.
4.
Experience
Knowledge
Tools
Expertise
65
Change management resource
What is their role
Enable others…
Help execs and
senior leaders
Effectively fulfill the role of
‘sponsor of change’
Help managers
and supervisors
Effectively coach their employees
through transitions
Help project
teams
Make the bridge between
implementing a solution and
realizing benefits
66
Employee-facing vs. enabling
Employee-facing roles
Executives and
senior managers
Middle managers
and supervisors
Enabling roles
Executives and
senior managers
Change
management
resource/team
Project
team
Middle managers
and supervisors
Change
management
resource/team
Project
support
functions
One-to-one interactions
One-to-many interaction
Observable behaviors
Project
team
Project
support
functions
Creation and
implementation of plans
that are executed by the
employee-facing roles
67
Homework: Where is your
group?
Role:
Who:
Understanding:
Effectiveness:
Change mgmt
resource/team
Executives and
senior managers
Middle managers and
front-line supervisors
Project team
Who in the
organization
plays each
role?
How well do
they
understand
their role?
How
effectively
are they
fulfilling their
role?
Project support
functions
* Change mgmt group,
dept or office
68
Key point 6, revisited: To move beyond
good intentions, we need the right
people involved in the right ways
Do you have the right people
involved in the right way?
69
How will you know if your change
has been effective?
70
Key point 7:
“Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
71
“Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
… and, measure your progress
accordingly …
72
Two points of measurement:
Organizational perspective
Outcome:
Did the project deliver the
intended results?
Process:
Organizational
Was the project delivered on
time and on budget?
Were milestones met along
the way?
#s
Organizational
73
Two points of measurement:
Individual perspective
Outcome:
Are employees doing their
work the “new way” required
by the project?
Process:
Individual
How well did employees
make the transition?
How well did we** support
that transition?
Individual
A D K A R
74
Framework for measurement
Organizational
Speed of adoption
Utilization rate
Proficiency
Process
Outcome Business performance
against objectives
Individual
Individual change
management:
-Awareness
-Desire
-Knowledge
-Ability
-Reinforcement
Individual
performance for
each job role
75
Framework for measurement
Organizational
Speed of adoption
Utilization rate
Proficiency
Process
Measured by group, function,
and or location
Individual
Individual change
management:
-Awareness
-Desire
-Knowledge
-Ability
-Reinforcement
Measure by
assessment
Outcome
Business performance against objectives,
such as:
Financial Performance
Quality of product, service
Quality of worklife
Speed of implementation
Etc.
Individual performance for
each job role
Performance towards
objectives, as defined
in personal objectives
with immediate
manager
76
Key point 7, revisited: Begin with end
in mind. Measure the “right” things for
this change, at the organizational level
and the individual level
Change management is the process,
tools and techniques to manage the
people-side of change to
achieve the required business outcome
77
Summary of Key Points: Revisited
Key point 1: To move from good intentions to good results, we have to realize that
effective change management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we
(the “changers”) may be “living” in the future state, while everyone else (“the
changees”) are living in the present
Key point 3: To move beyond good intentions, effective change management MUST be
focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools
available to us
Key point 6: To move beyond good intentions, we need the right people involved and
engaged in the right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level
78
“Everyone thinks of
changing the world,
but no one thinks of
changing himself.”
- Leo Tolstoy
79