06-step 4 - playbook

8/8/2019 06-Step 4 - Playbook

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ManagingChange

Playbook

SECTION 1

7 Steps for ManagingChange


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Takeaways

“Every time you talk about changing, you have toput together the rationale for the change. Youhave to answer the question of what’s in it for thepeople who are forced to do something different

than they are used to doing.”

Jack Welch

MANAGING CHANGE

SECTION 1: 7 STEPS FOR MANAGING CHANGE

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MANAGING CHANGE


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What it MeansIn today’s ever-shifting market, most organizations are in a constant state ofchange. They have to be just to stay in game. And to win at the game, yourorganization will need a structured and effective way to manage the changeprocess.

Takeaways

7 Steps for Managing Change

Why it Matters

4 Customers continue to expect faster, more reliable, more innovative and often cheaperproducts and services.

4 Competitors are changing and developing; maintaining status quo will eventuallyerode your advantage.

4 Process redesign, service enhancements, reorganizations, mergers & acquisitions, and

a host of other business decisions require change management.

4 Associates (Employees) are human and it’s human nature to resist change.

4 Change done right can create a better bottom line, increase customer retention, andimprove associate satisfaction.

4 A well-thought-out approach can make change easier to implement and more likely tolast.

“Change is happening every day intoday’s business.”

Jack Welch


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Action Plan

7 Steps for Managing ChangeIt’s said that there are only three guarantees in the life of a business:

• First, that change will happen

•

Second, most people will naturally resist change• Third, that the larger the change, the more structured the approach will need to be to

ensure that the new direction will last.

In the pages that follow, you will find a “Change Acceleration Process” model you can useto evaluate how well the project or initiative is progressing and where attention is required.To start, there’s a little research you will need to do to understand how much acceptance orresistance to change you’re likely to encounter.

MANAGING CHANGE


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MANAGING CHANGE


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Action Plan

Your Starting PointThere are six questions you should address before you get started with your plan.Take some time to really think about these, and write down your answers. Thesewill help you as you begin your change journey. Refer to the “Game Pages”section of the playbook for a template of this exercise to help you organize yourthoughts.

Have change efforts in your organizationgenerally succeeded or failed in the past?

Is there a history of multiple programs thatdidn’t last but washed out over time?

Do senior leaders voice their supportregarding change efforts? Provide specificexamples.

Is a vision of the future well-articulated soassociates know what the future means forthem?

Are solutions put in place to eliminate orreduce errors during a change?

Does the current change process take intoconsideration where power is gained andlost? Give specific examples.

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MANAGING CHANGE


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Action Plan

Quick Wins for Managing ChangeAs you prepare for, or take over, implementing a change in your organization,you can gain some quick wins by looking at past efforts and assessing howthese can inform your present initiatives. Complete the following activitiesand write down your answers to the questions. You will find a template to helpyou organize your responses in the Game Pages section of the Playbook.

4 Collect your organization’s goals, culture and values, whether those are writtendown in mission and value statements or simply unwritten behaviors.

• Does the change you’re about to kick off or take over match the direction in whichthe company is already headed?

• Are the new behaviors you want people to adopt in line with the organization’sculture?

4 The past provides hints for what works and what doesn’t in organizations, so find

out about lessons learned from previous change initiatives in your organization.

• Were similar efforts successful or is there a history of big change initiatives thatnever got fully implemented?

• Did those changes become the “new normal”?

4 Are associates burned out on change (Change Saturation)?

• Have lots of major changes like an acquisition, multiple leadership replacementsand new operating platforms occurred in recent months?

• Has your organization been known for making changes often and not sticking withthem?

4 Are other substantial efforts going on at the same time?

• Will you be competing for resources?

• Can you combine any efforts to ease the burden on the organization?


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MANAGING CHANGE


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Action Plan

What’s in it for Me? (1/2)It’s never too soon to formulate the, “What’s in it for me?” or “WIIFM”question, as you’ll quickly be required to articulate why the change isnecessary and what the value is at a variety of levels.

As you craft your WIIFM statements, ask (and answer) the following questionsusing the steps that follow to guide you:

Why is this change good for the organization?

4 First, define the “organization”. Is it your function, location, division, or the entirecorporation/institution?

4 Second, can you communicate all information available or are some parts of the changecurrently on a “need to know” basis?

4 Third, how is the change intended to effect the organization?

• Financially, such as bottom-line income, revenue growth, or reduction in losses• In response to legal or compliance requirements, such as mandates, new regulations or

proactively addressing gaps

• Operationally, such as capacity, capability, consistency and quality

• Public Relations, will the changes make the organization better in the eyes of existing orprospective customers, its community, and in the industry?

4 And fourth, why does the intended effect matter? If capacity is increased, what are the

potential benefits?

Why is this change good for the customer?

4 It’s important to clearly articulate who the customer is. Is the customer internal or

external? Is there is particular segment of the customer base that the change is targeting?


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MANAGING CHANGE


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Action Plan

What’s in it for Me? (2/2)4 If the change succeeds, only include what the customer will experience as a result of it.

Will their service experience be faster? Will the reliability of what they count on from yourorganization be better? Will the product or service be better or cheaper? Will they getmore or less? Which is better?

4 From the eyes of the customer, why does that new experience matter ?

Why is the change good for associates/employees/team members?

4 Not every change affects every associate. What part of the part of the workforce is thischange most relevant to?

4 Use the Organizational WIIFM to start ascertaining associate benefits, for example:

• If the organization’s benefit is revenue growth related, is it about more job postingsand opportunities for associates?

• If capability increases, will new training offer the chance to obtain more skills?

• If compliance policies are improved, will it help associates avoid doing things thatcould get them in trouble?

4 Take it to the last step; from the eyes of the associate, why does this matter?

Why is the change good for you?

4 As the leader of the change, you are being watched. Honesty and candor go a long wayand the “voice” the organization hears regarding your WIIFM, needs to be your own.

4 Find your passion. To make a major initiative or project succeed, it’s not just a job.Consider where you get your energy to walk in everyday to create and deliver on a new

course for the future. That is likely part of your WIIFM.

4 When the change is completed, where do you see yourself? If successful, will you havebetter customer relationships? Will you be managing the new processes with fewer

headaches? Will you be re-locating to lead the next, even bigger challenge?


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MANAGING CHANGE


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Action Plan

Setting a Baseline for Change

1. Leading Change - Are senior leaders publicly supporting your effort?

2. Creating a Shared Need - Do your associates understand and agree with why thechange is needed?

3. Shaping a Vision - Has the vision of what the future looks like been clearlycommunicated and understood?

4. Mobilizing Commitment - Are the communications for the change effort well

planned and executed? Is there a ground swell of support?

5. Making Change Last – Are there protocols in place to prevent mistakes that canhappen with the change? Are there safeguards, preferably electronic or physical, tomake sure that there is no way to revert to the old behaviors?

6. Monitoring Progress – Are there effective measurements that indicate how much thecustomer or business cares about the intended impact of the change?

7. Changing Systems and Structures – Is the organization’s structure aligned to

support the change in the following ways:

• Are the right people hired for the new activities?

• Are systems set up to make the change easy to accept?

• Is training developed to set up associates for success?

One of the most important tools in this Playbook is the “7 Steps Progress Graph”. Itprovides a baseline and metrics to evaluate progress in a variety of areas. When youbegin the initiative, do an honest baseline assessment of how effective theorganization is in preparation, implementation and sustainability. It’s likely that you’llhave zeros in many areas of the program, if it is new. Key steps in this assessment arebelow:


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MANAGING CHANGE


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Action Plan

Identifying (potential) Winners andLosers in the Change Initiative

“Winners” are the people who willcome out of a project with more visibility,power, resources, or maybe a biggerrole in an organization. Because of thebenefits that they are likely to see, these

are good targets to find early adoptersand project champions.

Complete the following activity to help you assess and manage the differentgroups that will be impacted by the change. There is a template to supportthis in the Game Pages section.

1 First, put together a list of the organizations and individuals who will obviously be

affected by the change. This is the beginning of your Stakeholder List.

2 Put a “check” next to those who will likely gain from the change.

3 For the “Winning” organizations, consider who the most respected leaders andassociates are in those groups. Depending on their role, they may be sought out asEarly Adopters, Change Team Members, Influencers and Champions.

4 Put an “X” next to those who will likely lose from the change.

5 For the “Losing” organizations, consider how the organization, its leaders andassociates will be impacted by the change. Find out their concerns and treat themwith dignity and respect. You’ll also need to consider this later when you’re puttingtogether your communications strategy.

6 Periodically monitor the actions and words of those who may lose in the change. Besure that they are not derailing the change to protect what they’ve enjoyed as statusquo.

“Losers” will see change as taking visibility,power or resources away from them andit may even mean the loss of jobs. Asyour project or initiative evolves, work tounderstand their concerns, treat them with

dignity and respect, and make sure theiractions don’t somehow derail your effort.


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Game Pages

7 Steps for Managing Change

The following pages contain tools and templates to help you getorganized and implement your plan.

MANAGING CHANGE


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MANAGING CHANGE


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Game Pages

Your Starting Point1 Have change efforts in your organization

generally succeeded or failed in the past?

___________________________________________

___________________________________________

___________________________________________

___________________________________________

2 Is there a history of multiple programs thatdidn’t last but washed out over time?

___________________________________________

___________________________________________

___________________________________________

___________________________________________

3 Do senior leaders voice their supportregarding change efforts? Provide specificexamples.

___________________________________________

___________________________________________

___________________________________________

___________________________________________

4 Is a vision of the future well-articulated soassociates know what the future means forthem?

___________________________________________

___________________________________________

___________________________________________

5 Are solutions put in place to eliminate orreduce errors during a change?

___________________________________________

___________________________________________

___________________________________________

6 Does the current change process take intoconsideration where power is gained andlost? Give specific examples.

___________________________________________

___________________________________________

___________________________________________


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MANAGING CHANGE


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What’s in it For Me?(1/2)

Game Pages

What’s In It For Me? (WIIFM) Your Response

1. Why is it good for the organization?

• Define the organization. Is it your function,location, division or the entire corporation/institution?

• Can you communicate all information availableor are some parts of the change currently on a“need to know” basis?

• How is the change intended to effect theorganization?• Financially, such as bottom line income,

revenue growth, or reduction in losses• In response to legal or compliance

requirements, such as mandates, newregulations or proactively addressing gaps

• Operationally, such as capacity, capability,consistency and quality

• Public Relations, will the changes make theorganization better in the eyes of existing orprospective customers, its community, and in

the industry?

• Why does the intended effect matter? Whatare the potential benefits?

2. Why is it good for the organization?

• Clearly articulate who the customer is, relatedto your effort. Is the customer internal orexternal? Is there a particular segment of thecustomer base that the change is targeting?

• If the change succeeds, only include what the

customer will experience as a result of it. Willtheir service experience be faster? Will thereliability of what they count on from yourorganization be better? Will the product orservice be better or cheaper? Will they getmore or less- which is better? Or, is itsomething else?

• From only the point of view of the customer,why does that new experience matter?


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MANAGING CHANGE


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What’s in it for Me? (2/2)

Game Pages

What’s In It For Me? (WIIFM) Your Response

3. Why is it good for associates?

• What part of the part of the associatepopulation will the change affect?

•What are the specific things your teammembers will gain?

• From only the point of view of the associate,why does this matter?

4. Why is it good for you?

• Have you been speaking honestly about whyyou are personally excited by this change?

• Find your passion. To make a major initiativeor project succeed, it’s not just a job. Whereyou get your energy to walk in everyday tocreate and deliver on a new course for thefuture.

• When the change is completed, where do yousee yourself? If successful, will you have bettercustomer relationships? Will you be managingthe new processes with fewer headaches? Willyou be re-locating to lead with the next, evenbigger challenge?


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Baseline for Change

Game Pages

Setting a Baseline for ChangeBaseline %Effective

% Effective1/4

Complete

% Effective1/2

Complete

% Effective3/4

Complete

% EffectiveProject

Complete

Leading Change - Are senior leaders publiclysupporting your effort?

Creating a Shared Need - Do yourassociates understand and agree with whythe change is needed?

Shaping a Vision - Has the vision of whatthe future looks like been clearlycommunicated and understood?

Mobilizing Commitment - Are thecommunications for the change effort wellplanned and executed? Is there a groundswell of support?

Making Change Last – Are ways to preventmistakes that can happen, associated with the

change, designed or implemented? Are theresafeguards, preferably electronic or physical, tomake sure that there is no way to revert to theold ways?

Monitoring Progress – Are there effectivemeasurements that indicate how much thecustomer or business cares about theintended impact of the change?

Changing Systems and Structures - Is the

organization’s structure aligned to supportthe change in the following ways:• Are the right people hired for the new

activities?• Are systems set up to make the change easy

to accept?• And, is training developed to set up

associates for success?


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MANAGING CHANGE


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7 Steps Progress Graph

Game Pages

C h a n

g i n g S y s t

e m s &

S t r u c

t u r e s


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MANAGING CHANGE


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Stakeholder Map (Confidential)

Game Pages

S t a k e h o l d e r

W i n s / L o s e s w i t h

C h a n g

e

S t r o n g l y S u p p o r t i v e

S u p p o

r t i v e

N e u t r a l

A g a i n s t

S t r o n g l y A g a i n s t

C a n b e i n fl u e n c e d b y

P l a n t o S h i f t

O w n e

r

B y W h

e n

S t a t u s


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www.welchway.com

1-855-596-5964 | [email protected]

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