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4Sight Participant Manual

© 2013 Being First, Inc. BeingFirst.com i

Table of Contents4Sight Session 1

Session 1: Day 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

4Sight Context: Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

4SIGHT Meta Program Objectives and Learning Goals: . . . . . . . . . . . . . . . . . . . . . 4

Design Principles of the Whole Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Session 1 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Session 1 Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Our Way of Being as a Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

The 4 Sights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

The Conscious Change Leader Accountability Model . . . . . . . . . . . . . . . . . . . . . . 10

Breakthrough Declaration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Keep a Learning Journal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Session 1: Day 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Life Styles Inventory™ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Constructive Styles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Passive/Defensive Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Aggressive/Defensive. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Active Listening Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Coaching Conversation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Strategic Change Disciplines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Worksheet: Strategic Change Disciplines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Article: Building Change Capability: Leading Change as a Strategic Discipline. . . 36

Enterprise Change Agenda Needs Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Worksheet: Promises, Promises!™ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Worksheet: Obstacles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Worksheet: Group Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Worksheet: Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

The Influence of Mindset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Worksheet: Scandals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Worksheet: Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65


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Orient to the Big Win! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

Worksheet: Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Worksheet: Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

The Big Picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

Session 1: Day 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Worksheet: “Matches” Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

What is Mindset? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

The Seamless Connection between Mindset and Reality . . . . . . . . . . . . . . . . . . . 75

Reticular Activating System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Mind-Body Connection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

The Self Mastery Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Organizational Mastery Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Fundamental Law of Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Mental States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Ego and Being . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82

Mindfulness Practices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Identifying Situations Outside Your Comfort Zone . . . . . . . . . . . . . . . . . . . . . . . . . 84

Self-Limiting Behaviors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

Worksheet: Self Awareness Record. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Session 1: Day 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

The Change Leader’s Roadmap Logic Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91

Worksheet: CLR Logic Flow. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Phases, Activities, and Tasks of The Change Leader's Roadmap. . . . . . . . . . . . . 93

Worksheet: Your Top 30 Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98

CLR High-Leverage Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100

The Change Leader’s Roadmap Activity Level . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Worksheet: Project Assessment for Phase I Activities and Tasks . . . . . . . . . . . . 104

CLR Activity I.B Create Case for Change and Determine Initial

Desired Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

Case for Change Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108

CLR Activity I.C Assess and Build Organization’s Readiness and Capacity . . . . 113

Info Sheet: Overview of Change Capacity Reviews . . . . . . . . . . . . . . . . . . . . . . . 114


© 2013 Being First, Inc. BeingFirst.com iii

Tool: Performing a Change Capacity Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

Worksheet 1: Identifying Your Change Workload. . . . . . . . . . . . . . . . . . . . . . . . . 122

Worksheet 2: Capacity Actions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123

Session 1: Day 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125

CLR Activity I.E Clarify Overall Change Strategy . . . . . . . . . . . . . . . . . . . . . . . . . 127

Elements of Change Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128

Task I.E.3 Clarify Your Governance Structure and Decision-Making

for the Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129

Change Leadership Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131

Change Governance Case. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

Worksheet: Role of the Strategic Change Consultant . . . . . . . . . . . . . . . . . . . . . 133

Between Session Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134

Peer Coaching Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136

Key Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141

Action Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

Between Session Project Actions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147

4Sight

Session 1

Day 1


© 2013 Being First, Inc. BeingFirst.com 3

4Sight Context: Assumptions ASSUMPTION #1: The inner causes the outer; breakthroughs in human performance are

sourced from within; optimal performance and fulfillment come from accessing higher states of mind.

ASSUMPTION #2: We can live--and lead--our lives either consciously or unconsciously. Living consciously means being attentive to our internal dynamics and how they shape our outer success.

ASSUMPTION #3: Living consciously naturally leads to a deeper understanding of who we are, and increases performance and fulfillment in everything we do.

ASSUMPTION #4: By transforming our egos, we as conscious change leaders evolve into higher stages of adult development...with greater systems and process perspectives, deeper understanding of internal human dynamics, and increased ability to solve organizational challenges.

ASSUMPTION #5: While we can only change ourselves, we can influence our reality and others by who we are and how we interact. What we embody and model within us impacts those around us.

ASSUMPTION #6: Team and organizational performance directly reflects the level of awareness of its members. Unleashing the human potential by helping members operate more consciously is the prime driver of sustained team and organization success.

ASSUMPTION #7: The most direct way to unleash the human potential in an organization is to lead its transformation from a conscious, process perspective, where the change process itself models a higher stage of development. Designing and implementing such change processes is the primary responsibility of Conscious Change Leaders.



4SIGHT Meta Program Objectivesand Learning Goals:

Meta Program Objectives:

To create a community of conscious change leaders who are committed to producing breakthroughs in themselves, others, their organizations, and the world

To walk our own talk by applying the principles and practices of Conscious Change Leadership to ourselves and our “team” so that we have an authentic experience of what we offer as guidance to our clients

To learn how to carry out the activities and tasks of the CLR in ways that increase the organization’s results from change, deeply engage and positively impact people, and transform culture

To produce a personal breakthrough in our own mindset and behavior that leads to significant improvement in the way we lead or consult to transformational change

To develop the ability to see what is required in transformation at any point in time, at the individual, relationship, team, and organizational/cultural levels, using the 4 Sights

Learning Goals:

Self-awareness: gain insight and better understanding of our strengths, weaknesses, beliefs, attitudes, emotional patterns, behaviors, and impacts on others

Personal Breakthrough and Transformation: raise our performance to a whole new level by fundamentally transforming our mindsets, behavior, and ways of being, working and relating to open up new opportunities and perspectives

Change Leadership Development: improve our ability to design and implement successful organization transformation that delivers breakthrough business, cultural, and human results



Design Principles of the Whole Program

Two Primary Focus Areas

Human Dynamics: mindset, conscious awareness, ego and being, communications, relationships, resistance, commitment

The CLR Methodology and its application to your projects

All woven together, integrated and applied at the personal, relational, team, and organizational levels

Developmental Process

An extended learning progression integrated across 6 months

• Horizontal and vertical learning

• Individual and team learning

Real-time Case Application

Your current change project

Apply learnings to your change project between sessions

Structured Self Observations

Regular reflection activities (personal and group) to bring to conscious awareness what you are internalizing in both the content and being arenas

Peer-to-Peer Coaching

Support between sessions with self-awareness practices and CLR application to projects

Program Themes

Session 1: Individual

Session 2: Relationship

Session 3: Team

Session 4: Organization/Culture



Session 1 Objectives Establish the context and way of being for the whole program

Declare our personal breakthroughs and learning objectives

Establish mindset as the key leverage point for successful transformation

Distinguish the 4 Sights that change consultants and leaders must use to succeed

Begin the personal change process

Ensure integration of the CLR logic flow as the basis for consulting to and leading the organizational change process

Deepen application and consulting skills in critical CLR Phase I Activities

Launch our team and set up peer coaching



Session 1 AgendaDAY ONE - MONDAY

DAY TWO - TUESDAY

DAY THREE - WEDNESDAY

DAY FOUR - THURSDAY

DAY FIVE - FRIDAY

• Welcome and Introductions

• Overview of the 4Sight Program, Session 1 Agenda

• Engaging the Community

• Our Way of Being

• Life Styles Inventory

• Active Listening

• Peer Coaching Conversation: LSI

• Project Intro’s

• Check-In

• Mindset in Action

• Self Mastery

• Ego / Being

• Circle Breathing

• CLR Logic Flow

• CLR Phase I Project Assessment

• Check-In

• CLR Activity I.E: Change Strategy

• CLR Task I.E.3: Change Governance and Decision-Making

• Action Planning

• Between Session Work

• Closing

LUNCH LUNCH LUNCH LUNCH LUNCH TO GO

• Overview of the 4 Sights

• Conscious Change Leader Accountability Model


• Breakthrough Exercise

• Journals

• Strategic Change Disciplines

• Organizational Simulation

• Comfort Zone

• Self-Limiting Patterns

• Self Awareness Record


• CLR Activity I.B: Case for Change and Desired Outcomes

• CLR Activity I.C: Capacity Review

• Group Activity (Optional)



Our Way of Being as a Group

Table Groups: Ideal Team Experience

Remember a time when you were engaged with a team/group that brought out the absolute best in you and others, was a profound experience of teamwork and collaboration, and resulted in a deep sense of fulfillment and a high level of results.

• What were the qualities or characteristics of that experience?

• What about how people interacted made it so positive and powerful? How were you and others being and relating?

• What conditions were present that enabled it?

• What impact did it have on you?

Way of Being / Ground Rules for Our 4Sight Group

What are our ground rules?

What are our ideals for how we show up and be, work and relate with each other?

What agreements will help us maximize our individual and collective learning?



The 4 Sights

Definitions

SEEING SYSTEMS: Seeing inter-dependencies and how parts interact to impact each other and the whole organization

SEEING PROCESS: Seeing how actions and events unfold over time to impact each other and results

SEEING BOTH INTERNAL AND EXTERNAL DYNAMICS: Seeing how the inner human dynamics of mindset, emotion, and culture impact external results, and vice-versa

SEEING CONSCIOUSLY: Being consciously aware and operating from choice rather than falling into unconscious or habitual behaviors or worldviews

Questions

Seeing Systems:

• What is happening elsewhere in the organization that is impacting this?

• What other parts of the organizations will this impact?

Seeing Process:

• What has gone before that is impacting this situation?

• What is going to happen that this will impact?

Seeing Internal/External:

• What inner human dynamics of mindset, emotion or culture are impacting the external dynamics? And visa versa.

Seeing Consciously:

• What assumptions, beliefs or worldviews are biasing my perception of the situation?

• What worldview allows me more objectivity and choice about how I respond and create?



The Conscious Change LeaderAccountability Model



Breakthrough Declaration

Reflections

What difference did you experience between your first and last declaration?

Where did you notice tension in your body at the beginning? How did that change over the course of the exercise?

If there was a time when you felt more centered and embodied in your declaration, what enabled that?

What did you learn about yourself in this exercise?

What did you learn about personal power?



Keep a Learning Journal

Self Observation Practice

Using the questions below as triggers, observe and reflect daily on how you react during 4Sight. Spend 10-20 minutes each day noting observations in your journal. Notice what excites or stimulates you, as well as your judgments about yourself, others, and the program. Note your internal states as well as what you express outwardly.

At the end of each week, review what you’ve written. Notice and make note of any patterns or themes; reflect on what, if any, changes you want to make in yourself based on what you are seeing. Continue your journal writing between 4Sight sessions and beyond if it adds value.

Reflection Questions

HOW PRESENT ARE YOU?

When were you the most present and engaged today?

What was the experience like? (your thoughts, feelings, mood, energy level)

What was the impact (on you) (on others) of your being present and engaged?

When did you “leave” or check out of the conversation today?

What was that experience like? (your thoughts, feelings, mood, energy level)

What triggered the “checking out” response for you?

What was the impact (on you) (on others)?

What patterns are you noticing?

What are the payoffs or consequences of this behavior?

What positive actions might you take, based on what you are noticing?



SPECIAL CONSIDERATION: ATTACHMENT TO A POSITION

Looking back at the day, when did you notice that you were holding tightly to—or unwilling to let go of—a particular position or point of view?

What was that experience like for you? (your thoughts, feelings, sensations, impacts)

What might you be protecting by holding on?

What triggers your need to hold your position?

What do you assume the experience was like for others?

How familiar was this situation to you? Where else do you notice this behavior?

What patterns do you notice in yourself?

What underlying beliefs might be keeping these patterns in place?

How might being positional be working for/against you in your work as a change agent?

What if anything might you do differently, going forward?

4Sight

Session 1

Day 2



Life Styles Inventory™

S + T = R Process

• Conscious

• Unconscious

• Event

• Circumstance

• Situation

• Appropriate

• Inappropriate

How we think about/interpret situations influences our reaction/response.

Stimulus Thought Response=+



Satisfaction vs. Security Needs

Higher OrderNeeds

Lower OrderNeeds

Satisfaction

Security



Task vs. People Orientation

Task-Centered People-Centered



Constructive Styles

Achievement

Measures a way of thinking that is highly associated with personal effectiveness.

A focus on achieving a standard of excellence

The belief that things have specific, definable causes; a lack of belief in fate, luck or chance

The knowledge that individual effort counts

A commitment to making things better

A preference for setting and accomplishing realistic attainable goals, rather than goals imposed by others

A belief in the benefits of asking for and giving honest feedback

Self-Actualizing

Measures a way of thinking that results in the highest form of personal fulfillment.

Concern for self development

Strong instincts and intuition

Relative freedom from feelings of guilt or worry

An energetic, exciting approach to life

A strong desire to know about and experience things directly



Humanistic-Encouraging

Measures interest in people, care about others, and ability encourage other’s improvement.

Focused concern: growth / development of people

Focus on strengths, belief in other’s potential

Optimism regarding what people can accomplish

Nurturing approach to relationships

Assists others with self improvement

Ability to inspire and motivate

Affiliative

Measures degree of commitment to forming and sustaining satisfying relationships.

Tendency to value relationships above all else

Need to build relationships that are meaningful and reciprocal

Strong, well developed interpersonal skills

Motivates others with genuine praise and friendliness



Passive/Defensive Styles

Approval

Measures need to be accepted by others to increase or sustain our feelings of self worth.

Low self-esteem

Pre-occupation with the opinions of others

Over concern with being popular and liked

Tendency to be too agreeable, “wish-washy,” and compliant

Difficulties with conflict, negotiation, and confrontation

Conventional

Measures tendency to act in a conforming way.

Views rules as a source of comfort and security

Preference for staying unseen and unnoticed

Tendency to cover up mistakes

Reduced initiative

Preoccupation with appearing average, normal, like everyone else

Unquestioned obedience to authority figures and rules

Reduced originality

Feelings of security within a bureaucracy



Dependent

Measures degree to which we feel our efforts do not count.

Over-concern with pleasing and not questioning others; not taking independent action

A passive attitude

Feelings of helplessness

The presence of rapid change or traumatic set-backs in one’s life

Tendency to be easily influenced

Lack of self-respect, resulting in feeling unable to accomplish things

Difficulty making decisions

Avoidance

Measures tendency to use the defensive strategy of withdrawal.

Strong tendency to deny responsibility for one’s own behavior

Feelings of guilt over real or imagined mistakes

Fear of failure

Preoccupation with one’s own concerns

Lack of self-disclosure that eventually leads to emotional isolation



Aggressive/Defensive

Oppositional

Measures tendency to use defensive, aggressive strategy of disagreeing with others, and to seek attention by being critical and cynical.

Ability to ask tough, probing questions

Tendency to seem aloof and detached from people

Need to look for flaws in everything

Tendency to make others feel uncomfortable

Negative, cynical attitude

Sarcastic sense of humor

Power

Measures tendency to associate our self-worth with degree to which we can control and dominate others.

High need for power, status, prestige, influence and control

Tendency to dictate rather than guide the actions of others

An aggressive and possible vengeful attitude

Narrow, rigid thinking

Tendency to be threatened by perceived attempts to undermine authority



Competitive

Measures our need to establish a sense of self worth through competing against and comparing ourselves to others.

The association of self worth with winning and losing

A need for recognition and praise from others

A tendency toward aggressiveness

Reckless “hip-shooting” behavior and unnecessary risk taking

A win-lose orientation that distorts perspective and goals

An extreme fear of failure

Perfectionistic

Measures the degree to which we feel a driven need to be seen by others as perfect.

Tendency to attach self-worth with accomplishment of tasks

Repetitive, sometimes ritualistic behavior

Low self esteem

A tendency to place excessive demands on self and others

A preoccupation with detail that distorts perspective and judgment

An excessive concern with avoiding mistakes

An inability to deal with and express emotion



Active Listening Guidelines

Be Present

Center yourself — Breathe, relax, set aside thoughts

Focus — On the moment and the speaker; eliminate distractions

Be emotionally available — Operate from a place of compassion and respect

Keep body posture open — Make eye contact

Withhold Judgments

Be a sounding board — just hear how they are experiencing it

Give them space — to reflect and speak

Reflect Back

Be a mirror — paraphrase back information and feelings

Restate — in a way that indicates that you heard and understand

• “What I hear you saying is...”

• “So you were...”

• “It sounds like you’re having...”

Confirm Understanding

Use clarifying questions — double-check anything that is ambiguous or confusing

• Who, what, where, when, or how questions if clarification needed

• Other options: “Would you repeat that? I think I missed your point.” “I’m not quite clear about what you are saying. Can you explain it again?”

Summarize — restate key themes; ask for confirmation; be sure they feel heard

• “It sounds like your main concern is... Is that correct?”

• “The key points I’m hearing are... Do I have that right?”



Ask Deepening Questions...only after you have confirmed they feel heard!

Inquire further —support them to go further into their content, thoughts, feelings or assumptions; invite deeper reflection

• Only ask deepening questions after they have felt heard.

• Be careful not to manipulate the conversation or take over its direction. In active listening, your primary role is to “give them back to themselves,” reflecting back and letting them direct where the conversation goes next.

• Sample questions that deepen include:

____ “What concern or fear do you have that might be causing that perspective?”

____ “What other ways of looking at this situation occur to you?”

____ “What is most meaningful or valuable for you to achieve in this situation?



Coaching Conversation

Partner A: Self Disclosure

Share the Constructive Style from your LSI that you want to increase, and the Passive and Defensive Styles that you want to decrease.

Share what is most important and true for you about each of these, why it is meaningful to you, and how it is related to your personal breakthrough, including how it will help you achieve it.

Partner B: Active Listening

Actively listen to your partner:

1. Be present and stay centered.

2. Reflect back without judgment.

3. Confirm understanding...and only then...

4. Ask deepening questions.



Strategic Change Disciplines

Purpose

To introduce the vehicles organizations can use to set up strategic change disciplines for the enterprise that support the organization to succeed at all of its changes and continuously build change leadership capability

The Strategic Change Disciplines

1. Enterprise Change Agenda

2. Common Change Process Methodology (CLR)

3. Change Infrastructures

4. Strategic Change Center of Excellence

5. Strategic Change Office and Chief Change Officer Role

Review the article, “Building Change Capability: Leading Change as a Strategic Disci-pline,” for details on how the change disciplines work.


WORKSHEET

Strategic Change Disciplines

Which two disciplines are the most likely candidates for introduction and use in your organization?

What is the viability of those disciplines in your organization?

How you would introduce them to your executives as valuable to the organization's change leadership success?



Article:Building Change Capability:

Leading Change as a Strategic DisciplineOrganizations that excel at change have a competitive advantage. They capture market opportunities faster and are able to continually improve their operations. They innovate, re-brand, merge, downsize, re- structure, acquire, implement new products, services and technologies better than their competitors who struggle with change. The research is clear: 60-70% of change efforts fail to deliver their intended ROI. For organizations to thrive, they cannot afford to fail at change.

Strong change capability is vital to our organizations’ near and long term success. Why are we not getting better at change? Why are we not ensuring that our organizations and leaders are able to succeed at change? This article explores how to build your organization’s change capability through approaching the leadership of change as a strategic organizational discipline. This means building your leaders’ and change consultants’ knowledge and skills, as well as the organizational systems and infrastructure that enable change to be led more effectively to deliver superior results, consistently.

Change Capability: A Key Competitive Advantage

Change capability establishes the core competency of improving just about every aspect of business performance. Conscious change leaders understand this and recognize the importance of building their organization’s change capability.

The link between the success of change and the success of the organization must be crystal clear. To demonstrate this, The ABC Model below, shows how building change capability positively impacts your organization. In the diagram, “A” Work denotes your core business activities; everything your organization does to provide value to customers. “B” Work includes all of the change efforts you initiate to improve A Work, making your organization the best it can be. “C” Work is improving your organization’s ability to succeed at B Work. In other words, C Work—improving your ability to lead change—involves consciously building change capability so you continue to improve the results you get from change. The 70% failure rate can be stopped by C Work, delivering much greater results.



ABC Work Model

Building change capability requires commitment, resources, and time. It starts with increasing executive, management, and employee change knowledge and skills. Executives must learn how to sponsor change effectively. Change process leaders and change team members must develop solid competence in planning, designing, and implementing change. Managers must learn how to facilitate change in their operational areas, including how to engage employees to build commitment and capability to succeed in the changes. Workers must learn how to adapt to change, make the changes meaningful to them, and contribute to successful outcomes.

This requires a serious commitment to training and development, using real-time change projects for application. However, people cannot build competency in the breadth and depth of leading change only in the classroom. Application, action learning, and consulting support are critical.

Communities of practice are vital for coaching, mentoring and sharing best practices. All will improve your track record in leading change, but the most important action is positioning change as a strategic discipline in your organization.

Change: The New Strategic Discipline

Virtually all key functions in organizations—strategy, finance, marketing and sales, human resources, information technology, and supply chain, are set up as strategic disciplines to ensure they function consistently at the highest levels possible. These disciplines, and the



management protocols that go with them, are crucial to these business functions performing effectively. In today’s organizations, change is as mission-critical as these other key functions, and must be recognized as such. Otherwise, the approaches to building change capability will be cosmetic, temporary and piece- meal, and not produce the sponsorship, resources, or leadership excellence required.

We have identified five key strategies so far to leading change as a strategic discipline: (1) identifying and managing an enterprise change agenda, (2) having one common change process methodology, (3) establishing a change infrastructure, (4) building a strategic change center of excellence for all change practitioners, and (5) creating a strategic change office. We will describe each in order, although sequence is not implied here. You will quickly see that they fit together as an integrated approach—where the fifth strategy, the strategic change office, runs all of them. Read each description first for understanding, and then consider the possibility for creating each in your organization. You may find that your leaders are open to one or more of the disciplines. Build from there once you have demonstrated value. Creating and mastering all of these strategies can easily be a three to five year undertaking and should be paced appropriately.

As we explore each strategy, imagine your organization bringing to change the same level of strategic attention it currently gives to finance, IT and HR. What greater results would your organization be producing from change with this level of executive commitment, practice, and capability in place?

1. Enterprise Change Agenda

An enterprise change agenda names the most important change initiatives required to execute your organization’s business strategy. Its purpose is to capture and integrate the major changes underway or planned in your organization, ensuring their strategic relevance to business success. It may or may not include less significant changes underway or planned, depending on your capacity to monitor them. Its intent is to focus on mission-critical changes for the enterprise as a whole and its primary business lines.

You may be familiar with project portfolio management—a method for collectively managing a group of current or proposed projects. While similar in concept, the enterprise change agenda is owned by the senior executives and designed to address the organization’s strategic changes. Its focus remains high-level—appropriate to executive oversight. The specifics of project objectives, timelines, resource requirements, risks, and interdependencies are handled by a strategic change office (if you create one), project change leadership teams, and other mechanisms within your organization’s change infrastructure, described later in this chapter. If you have a project portfolio office that serves the executives, the enterprise change agenda can be tailored as an extension of it.



Consciously establishing an enterprise change agenda counteracts the pervasive chaos, “project of the month,” and costly capacity issues that leaders inadvertently create by initiating untold numbers of change initiatives and pet projects. The agenda ensures that adequate attention is given to prioritizing projects, aligning them to what is needed to implement business strategy, ensuring capacity and adequate resources to succeed, and minimizing the negative impacts on operations and the people who have to implement the changes while doing their “day jobs.” Establishing an enterprise change agenda ensures that change does not get out of control in your organization and enables greater strategic oversight and accountability for priority changes. It also helps the leaders develop a cohesive story to communicate to stakeholders and the workforce about where all of the change activity is leading and what it needs to produce for success.

The agenda assists your organization and executives to ensure five critical success requirements:

1. The change efforts happening are the right ones to execute your business strategy.

Identifying all efforts enables you to stand back and assess priorities against both your business strategy and your resources.

2. The efforts are prioritized, organized, assigned, and paced in the optimal way.

Each change effort is a piece of your organization’s overall change strategy. When you look objectively at the whole picture of change, it reveals whether the picture is realis-tic, complete, and possible within your required time frame. It also allows you to see where there may be conflicts, overlaps, interdependencies, or opportunities for integra-tion and coordination.

3. The organization has the capacity to actually carry out—and succeed in— these changes.

Defining the entire change agenda is the only way to obtain realistic data on capacity, including workload, stamina, capability, and the best use of your in-house change resources. Since the capacity to accomplish your change efforts comes largely out of your capacity for operations, decisions to ensure adequate capacity for both are essen-tial.



4. You are effectively managing your external consultants to help with the range of change efforts underway.

The agenda enables an enterprise look at the use of these resources, and supports leverag-ing them, coordinating them, and ensuring you have all of your needs covered to produce your outcomes in the most cost-effective and timely ways—without duplication, loss of strategic oversight, or excessive expenditures.

5. Your change efforts are aligned to support your desired culture.

Most if not all change initiatives on your agenda will have an impact on the organiza-tion’s culture, and be affected by leadership style and competency. Coordinated, overt attention to changing culture and realigning leadership style in each effort is essential to producing and sustaining overall culture change and collective results from these critical efforts.

The organization’s change agenda is built by identifying change initiatives currently underway or planned in four categories, from the most strategic to operational:

Strategic importance to business success

Enterprise-wide impact

Functional or business line specific

Operational requirement

You would identify the change efforts within each category, cluster them to assist with prioritization, review your available resources and contracted services, and ascertain if you have adequate capacity for the change efforts within each level.

The creation of the enterprise change agenda typically follows on the heels of the organization’s strategic planning process, and precedes your operations planning cycle. Since new change efforts may arise in any of the categories throughout the year, you must revisit the agenda periodically to ensure that it is still relevant and accurate. Having one executive oversee the agenda and coordinate its use and accuracy throughout the year is the best way to ensure it supports economies of scale and minimal negative impact on the organization. Organizations that have large autonomous business units have each business create and monitor their own change agenda, aligned with enterprise requirements. This makes reporting on each business unit’s annual change priorities, progress, and resource usage very easy. These issues can and should be added to your scorecard.



The agenda is also the basis for leaders deciding how to allocate the organization’s in-house change-related resources to the highest priority efforts. These resources and services might include project management, organization development, change management, LEAN management, Six Sigma, training and development, quality improvement, etc. They also include the change leaders and team members you borrow from operations. The use of resources and oversight of the enterprise change agenda can be handled by creating a strategic change office, described later in this article.

In most organizations, the decision to establish the discipline of an enterprise change agenda belongs to the senior executive team. Ideally, you would recognize its value in advance of the overwhelm created by its absence. Consider the Case- In-Point.

Case-in-Point

We worked with a federal government agency that was undergoing a major transformation. We began our work with Being First’s Executive Change Lab, a one-and- a-half day session where the senior leaders were briefed on the requirements of leading transformation and determined their risk of failure from a review of ten predictable change leadership mistakes. Link to agency strategy and capacity were two of their top issues. To get a handle on them, the executives created a map of their existing change efforts. Three things became clear as a result of this exercise. First, they had over forty initiatives on their “priority” list, which had been honed down from one hundred. Secondly, many of these efforts were good ideas, but not driven by the immediate needs of the agency’s transformation or its mandate. Thirdly, they did not have anywhere near the capacity to address these efforts successfully and maintain their operational standards.

The executives created an enterprise change agenda of seven top transformational priorities and focused their attention on the success of these. They were able to staff, train, and support these efforts to be successful. In the three years since this work, their change agenda has enabled them to review and adjust each year as new priorities have surfaced and change efforts were completed. Their success catalyzed them to initiate a formal process for adding to or reducing their enterprise agenda, resourcing the initiatives, and monitoring progress and ongoing capacity. This has had significant positive impact on their ability to fulfill their mandate, achieve citizen outcomes, engage employees, and communicate more effectively. More results have been produced with better efficiency and use of resources. They have also created a number of the change infrastructures we discuss in this chapter, all to their organization’s change leadership benefit.



The worksheet (on the following page) provides an assessment to generate the call to action for an enterprise change agenda. Engage your executives in this exercise and discussion. First, have them complete the worksheet individually, then compile the results, average them, and review them collectively to determine the value of establishing an enterprise change agenda.



Enterprise Change Agenda Needs Assessment

How many major* change efforts are underway in your organization or planned to begin within six months?

_______

*(Major refers to scope, complexity, impact, necessity, scale, and demand for significant resources and capacity.)

Consider the implications of having the number of major change efforts you have:

• < 5: no need for an agenda

• 5 to 10: slight need

• 11 to 15: moderate need

• 15-20: high need

• Over 20: critical need

Rate the following statements using a scale of 1 -5, where 1 = Strongly Disagree; 5 = Strongly Agree.

___ 1. We effectively use mechanisms to identify and track all of the significant change efforts in our organization.

___ 2. We effectively use a process to ensure that we have the right change efforts to deliver our business strategy.

___ 3. All changes currently underway are necessary to executing our business’ strategic direction.

___ 4. Our change initiatives are sponsored and resourced according to their priority.

___ 5. We effectively use a mechanism to identify and assess our organization’s capacity to succeed with all our changes while continuing to operate effectively.

___ 6. We have the capacity to undertake—and succeed in—the key changes currently underway without major negative impacts on people and operations.

___ 7. Our operational plans reflect the requirements and demands these changes have for the organization.



___ 8. We have and effectively use a formal protocol for adding/dropping/modifying/re-prioritizing initiatives on our agenda as priorities shift.

___ 9. We have an effective process to ensure that high priority changes get resourced ahead of low priority ones.

___10. We are effective at managing resource expenditures to ensure best and highest use across the organization.

___11. We are effective at managing our in-house change-support expertise and services to ensure best and highest use across the organization.

___12. We know how many external consultants are on contract to work on our various change efforts and in what capacities.

___13. Our current leadership style and change leadership capability is what it needs to be to produce the desired results from these changes.

___14. We have and effectively use a mechanism to review the fit of our culture to produce needed results from change and to identify how we need to alter our culture to do so.

___15. We use an effective mechanism for raising issues like pacing, resources, competition, cultural impacts, people issues, technology, and any other topic that may inhibit our organization’s change results.

Scoring: Potential benefit of formally creating and monitoring your enterprise change agenda:

15 to 3: Extreme benefit potential, especially if you have over 10 major initiatives occurring. Formalize your enterprise agenda right away.

31 to 45: Medium benefit potential; creating your agenda is critical if you have over 15 initiatives occurring.

46 to 60: You may be able to expand what you are already doing to better handle your needs.

61 to 75: You already have much of what you need.



2. Common Change Process Methodology

We are not surprised when we perform change audits for clients and discover that they have multiple change methodologies being used throughout their organization. Often, when new leaders come into an organization, they bring their familiar approaches with them. Some models address start-up, some people issues, some just implementation, some engagement, some communications. All are pieces of the overall picture that a comprehensive change process methodology needs to provide. Intentional or not, these various change models, concepts, and terms end up competing and conflicting, confusing both employees ad change leaders who work on multiple efforts. It becomes very difficult to coordinate across initiatives and measure progress in common terms.

We must also note the organizations that have no distinct approach to change at all. With each change effort, they reinvent their process, waste enormous effort, often create greater confusion, and lose all opportunity to learn from and expedite their changes. The absence of a shared process model is costly.

A common change process methodology overcomes these challenges and produces many positive outcomes that you cannot achieve with multiple approaches to change, such as:

Increasing change capability through a common language, skill set, process roadmap, and tool kit

Sharing best practices across initiatives because of shared approaches

Sharing work products across change teams to increase speed; for example, multiple initiatives borrowing from a standard template for writing their cases for change, designing their change solutions, or creating their implementation master plans

• Moving people to different change teams with rapid start-up and little disruption

• Collaborating effectively across functional areas on enterprise-wide initiatives

• Managing capacity

• Integrating initiatives to minimize overlaps and gaps and reducing impact on the organization

• Communicating effectively to stakeholders about all key change efforts

• Monitoring progress of different initiatives

• Using a phase gate approach to decision-making and resourcing

Using a common change methodology across your organization is critical to building change capability. The figure below shows Being First’s nine-phase Change Leader’s Roadmap. The Change Leader’s Roadmap methodology is the subject of our book by the same title. You can



also find more information at ChangeLeadersRoadmap.com. The Roadmap model provides guidance on the entire process of change, enabling all of the benefits listed above.

3. Change Infrastructure

Change infrastructures are standard structures and practices for designing, implementing, and monitoring your organization’s change efforts. They underlie the work, making it clear, consistent, and manageable. All strategic functions in your organization have such infrastructures. Think about your information technology, finance, marketing, or human resource

The Change Leader’s Roadmap



functions. They all have standard practices, methods, templates, and ways of ensuring high-level performance and outcomes. Those methods and practices are structured, overt, accessible, understood, and used. Each of the professionals in those functions are trained and held accountable for applying those disciplines to their areas of responsibility. Over time, those “infrastructures” are refined and developed to produce best practices to ensure the highest results. This is all possible because the methods and practices are common to everyone engaged in that function.

The purpose of developing change infrastructures is identical to these other strategic disciplines: to support your organization to deliver results from change by establishing and using common structures and practices that optimize change execution, accelerate time-to-results, and build capacity. Once established, these infrastructures become the baseline for people to increase their change leadership effectiveness. They provide a foundation for building your organization’s change capability.

Change infrastructures include standard roles, templates, and methods for governing your change initiatives, as well as common practices for setting up, orchestrating, and overseeing their effectiveness. When you establish a common change process methodology, it will become your most significant change infrastructure. For example, in our change methodology The Change Leader’s Roadmap, each task becomes a change infrastructure because it provides guidance on best practices for executing that work. Our clients select their highest priority tasks and use them to standardize and optimize how their change leaders and consultants accomplish this work. Over time, these become best change practices for their entire organization. Standard change tasks are included in the sample list of change infrastructures below.

Sample Change Infrastructure Elements

Standard practices for creating your case for change

Standard templates for building change strategy

Standard change governance, including roles, team charters, and decision- making

Standard conditions for success and ways of measuring success

Standards for change communication plans and stakeholder engagement strategies

Expectations and methods for rapid course correction

Expectations and requirements for multiple project integration (“air traffic control”)

Change leadership competencies: skills, knowledge, behaviors, and mindsets



Roster of best practices and change tools for all key tasks in your common change process methodology

Universal support mechanisms for communications, feedback, and information management, such as intranet sites, project software, and communication protocols

Make key change infrastructures known and available to anyone involved in leading change in your organization. However, beware of the fear of mandated standards, especially if there have been other change models in use in your organization. Leaders and change consultants can easily balk at the idea of new standard approaches unless you demonstrate the wisdom in using them. Make the enterprise benefits overt, and engage users in helping develop and refine your infrastructures. Ultimately, your change leaders and consultants should “own” these infrastructures and be held accountable for making them “best-in-class.”

4. Strategic Change Center of Excellence

Many organizations have internal change consultants. These professionals are found in different departments in different organizations, including organization development, organization effectiveness, change management, quality, process improvement, LEAN, Six Sigma, IT, HR, executive coaches, and project management. Each adds its own value in its own way, depending on the discipline.

The most common scenario we see in organizations is that leaders call on these services when they happen to see a need, often too late in the process to ensure clear foresight or prevent predictable people or process problems. Many leaders, operating on autopilot, simply do not see the need very often, and when they do, miss significant opportunities for how best to apply these talents. Most of the existing services offer a piece of what is needed, but challenges arise because no one is looking after all of what is needed. To make matters worse, these resources often compete among themselves to be engaged on major change efforts. The end result is that the organization does not get its full value from these resources.

Consider: Who has their eye on the organization’s strategic change needs? Who keeps conscious, proactive attention to ensuring that the organization sets up its mission-critical change efforts for success from the very beginning? Who oversees that the level of expertise needed is being developed and used in the best way? Who ensures that there is effective collaboration among these various change resources for the good of major change efforts and the entire enterprise? Someone must, or breakthrough results can never occur.

These issues, and the complexity, cost, and potential benefit of enterprise transformation has generated a need for a Strategic Change Center of Excellence. This Center of Excellence is comprised of the organization’s major change support resources, many of which are listed above. Likely, your organization has all of this consulting expertise in place, at its headquarters and in its business lines. The Center is a way of organizing, networking, and training them for the best



and highest use. It need not house all of these resources; rather, it supports them, accesses them, and develops them. Its charge is to create a “new breed” of change consultant, devoted to the overall success of the business, no matter what their expertise or where they live in the businesses.

The Center can play several value-added roles. It can:

Provide the central pool of the most highly skilled consulting resources for use on major change efforts

Determine complementarities and ensure consistency among all of the change resources and their approaches, thereby providing the best and most aligned guidance on change

Provide temporary or “loaned” resources where the organization most needs them

Be a vehicle for developing the highest level of change leadership and consulting that the organization needs to succeed

Identify, build, teach, and use the organization’s change process methodology and change infrastructures on major change efforts

Identify, build, and distribute best change practices

Pilot new change practices before roll- out

Provide “case management” learning clinics and showcases for others (consultants and leaders) during any phase of change

Help address cross-boundary/cross-business integration needs relevant to producing the highest results from change

Help match resources to demand and be a voice for change capacity reality checks

Surface critical risk factors, issues, and needs for course correction from all levels of the organization engaged in major changes

Advocate for realistic conditions for success on how changes are set up and led

Input to and look after changes in culture and leadership style affecting key change efforts’ success, including coaching executives as they lead their change efforts

The Center’s consultants advise and support the executive(s) in charge of the enterprise change agenda, and can be a central resource within the strategic change office (SCO, described below), strategic planning, or Human Resources. Their function is to provide the best resources and services on major change efforts—for start-up, change strategy development, planning, design, implementation, and consultation on the multiple project integration requirements among all priority initiatives. They ensure effective stakeholder engagement and change communications. They also input to and facilitate essential course corrections to the



change agenda and its priorities, and work toward creating full organizational alignment in the design and execution of all change efforts in support of the business strategy.

These consultants also provide high-level change education and coaching for executives, change sponsors, and leaders. A critical role they can play is to help identify the organization’s past practices and patterns that inhibit its ability to succeed in change. They can use change history audits to surface this data, and then work with key executives to determine how to prevent these negative practices and embed better ways to oversee change. And of course, they can help identify the organization’s current strengths in leading change, making sure that all changes benefit from these practices.

The Center can be structured and run in a number of ways. It is a convener, organizer, developer, and orchestrator. It can host periodic face-to-face meetings and trainings, work virtually, provide web- based education and support, and use an interactive intranet site for meeting, learning, project or issue tracking, logistics, and communications. When working on key change initiatives, its consultants will partner with business line or headquarter change sponsors to provide the best change consulting from the very beginning of the effort, which is central to strategic change consulting.

The Center’s role, in whole or in part, is a necessary investment in ensuring that your organization can actually achieve results and create the value it needs from its most important change efforts over the long- term. Building strategic change consulting expertise within such a Strategic Change Center of Excellence is the next edge of organization development and change management. It expands the role and positioning of these services to focus on the organization’s most important changes, using and teaching the strategic disciplines for change the organization chooses to create. The Center is one of the first steps that you should consider in creating change as a strategic discipline, as it builds on your current expertise and successes in leading change and takes them to new levels—levels required for breakthrough results. Since the Center works as a network and does not require changes in organization structure, it might be the best place to begin.

5. The Strategic Change Office (SCO)

Approaching change as a strategic discipline to build superior change capability all comes together in establishing a strategic change office. This is a pioneering concept that we have yet to see in full application. A few of our clients are experimenting with aspects of this function. Others are becoming more and more interested in it and seeing its potential value. We believe establishing an SCO represents the current cutting edge of change disciplines—a wave of the future that will become more commonplace over the next decade. We introduce it here because it is a key strategic discipline for ensuring results from change, managing your enterprise change agenda, building superior change capability, and sponsoring your Strategic Change Center of



Excellence. As you read about this function, imagine having a strategic change office in your organization and its impact on change results, change leadership, and change capability.

The strategic change office is a senior executive function that oversees the success of change across the entire enterprise. It is led by the Chief Change Officer (CCO), who sits on the executive team. This enables the SCO to be positioned to ensure that major change initiatives are the right ones to drive the business strategy, advocating for what is needed to maximize results on these mission-critical initiatives, and ensuring strong change capability in the organization. The SCO is the primary vehicle for making change a strategic discipline in your organization. It is responsible for building and monitoring your organization’s enterprise change agenda, raising the priority level of the oversight and support of change from somewhere down in the organization—usually in a Program Management Office—up to the “C” Suite. It also promotes consistent and rightful use of your change process methodology and change infrastructures, housing your Strategic Change Center of Excellence which enables it to access the best resources, services, and methods for every phase of change.

The SCO does not “own” all of the priority change initiatives; it creates the conditions for them to be optimally successful. The SCO leader and consultants partner with the executive sponsors of key initiatives to support those leaders to accurately scope and launch their change efforts successfully. The executives still own the decisions about what needs to change to implement their business priorities and the strategic decisions about how they are run. But instead of simply naming change projects and handing them off to their line organizations, the executives first engage with the SCO. SCO consultants work closely with each executive sponsor to create a change strategy that clarifies change governance, potential integration with other initiatives, scope, pace, and a true picture of the resources and time required for the change effort to deliver on its promise. The SCO also helps assess the impact of the change on current operations and people, so other executives can know early on what impacts they will have to deal with and when. The SCO then secures professional change support from the Strategic Change Center of Excellence, the organization’s content experts, and/or external resources to define and mobilize the effort according to its priority, desired outcomes, resourcing, and requirements.

The SCO enables change leaders and project team members to have far greater access to the executive suite when critical issues emerge. Being knowledgeable about all the large change efforts in the organization, the SCO can more easily get the right senior leaders to engage in key strategic change issues, such as the impacts of taking on any new change, how it will or will not tax capacity and resources, what priority and level of urgency it has, what organizational activities can be stopped or modified to address capacity constraints, issues with external consultants, and what will be required of the executives collectively to ensure results. The SCO has the authority to get the executives’ attention when any of the changes—or the organization’s capacity to deliver on them—is at risk. With this intelligence, the executives



have far more capability to ensure the effective implementation of their own individual initiatives, enterprise-wide efforts, and more importantly, the organization’s collective business strategy.

Successful change leadership requires competent attention to the three key areas of content (the focus of the change), people (the human dynamics and issues of engagement, commitment, and reaction), and process (action and decisions required to launch and fulfill your change effort’s outcomes). Typically, executives focus on content and delegate the people and process issues to others. The SCO ensures that the change leadership teams of the major initiatives build change strategies that can deliver the best content solutions, and simultaneously engage people in the change process in such a way that they develop commitment, ownership, and skill in implementing the desired state effectively. The SCO is not in charge of any content decisions, but can influence the change process that will generate the best content solution and proactively handle the people and cultural dynamics to deliver on it. It contains the organization’s highest change process expertise, including how to deal with all of the people requirements from the beginning of the effort. This is key to the SCO providing its strategic value as a standard-setter and an advisor to executive change sponsors. The SCO advocates for the importance of the people and process conversations, and places both on par with content. And that is what makes establishing an SCO so critical to your organization’s success with change.

The SCO is also in charge of ensuring that the organization has the change capability that it needs to succeed at change long- term. It partners with your training functions—in particular with your corporate university, executive and management development groups—to ensure the right change training and development occurs at all levels of your organization, for all of the groups who have a role in making change successful.

Functions and Benefits of the SCO

1. Ensures major change efforts are directly linked to business strategy and the Enter-prise Change Agenda is appropriate, realistic, and vital. Ultimately, all major change is strategy execution; the primary reason you do change is to enable implementation of your organization’s strategy and goals. With the SCO leader at the executive table co-creating the business strategy and overseeing your enterprise change agenda, this link is ensured. Each of the other executives, including the other “chief officers,” relies on the oversight of the SCO and the competency of the Strategic Change Center of Excel-lence to support them to successfully launch and implement their major changes. The SCO helps ensure the success of their changes to achieve the organization’s collective business strategies and goals.

2. Increases speed and lowers the cost of change. Every executive wants change to happen faster, with less financial and human cost. Establishing the SCO supports those results. It



reduces duplication of effort; ensures that the outputs from one project flow seamlessly as timely inputs to others; ensures effective integration and pacing across projects; and stops competition and clashes among them. It increases people’s understanding of the big picture of change and how all change efforts work collectively to implement the organization’s business strategy, thus lowering resistance and building commitment in stakeholders. This alignment speeds up change by removing so many classic barriers to implementation.

3. Ensures executive accountability for proactively leading change efforts until full ROI is achieved. A major source of failed change is change sponsors not seeing changes through. They delegate responsibility and go on to new things before the changes have been fully absorbed into operations and are delivering their full ROI. Sometimes leaders reduce resources too early; other times they quit championing, monitoring, and holding -people accountable for an effort’s full success. The SCO, as part of the executive team, minimizes these short- comings. The SCO does not run the change efforts; it oversees their effectiveness and integration, ensuring their optimal results.

4. Ensures your organization has the capacity to succeed in its change agenda’s initiatives. Far too often, the executive team initiates major change efforts without assessing whether the organization has the workload capacity to succeed at the changes without negatively impacting people or operations. This is especially true if you do not have an enterprise change agenda.

Always remember this: all internal resources for change are borrowed from operations, so there is always some level of impact on operations. How much impact can you toler-ate? How much impact will your changes have? With the SCO, the “get real” conversa-tions about capacity can happen among the executives before they initiate major changes, not later when those efforts are spiraling out of control, operational goals are not being met, or your best talent is burning out.

5. Ensures that top change efforts get priority selection of staff and resources. With executives fully informed about the purpose and role of all major change efforts in executing strategy and achieving key goals, the resource allocation conversation becomes much more pragmatic and hard-hitting. With the SCO facilitating, they can talk through the tradeoffs around staffing and resourcing to ensure each effort gets its proper due. They can take a stand against “pet projects” that bleed off resources and capacity needed for higher priorities.

Often, executives commit to a significant enterprise transformation, as in cultural trans-formation or ERP implementations, but months later when they must provide necessary resources from their organizations to the change, they balk. They say, “I never agreed to that,” or, “I didn’t know you would want those people.” The SCO can ensure from the beginning that all executives understand the downstream resource implications on their



operations of any enterprise change, and then hold them accountable at those later dates to earlier commitments made to support the change. This causes the executives to listen more completely when enterprise efforts are being discussed, and produces deeper com-mitments that will sustain when challenges arise.

6. Ensures effective and timely course corrections. Transformation always requires numerous course corrections. With the SCO at the executive table holding a place on the executive agenda, course corrections are more easily made. The required executive discussions regarding the tradeoffs, costs and benefits of different scenarios in response to emerging dynamics can occur more thoroughly and in a timely manner to generate alignment and a sustainable course of action.

7. The SCO owns your change process methodology, change infrastructures, and best change practices, and ensures effective dissemination of these throughout your organization. With focused commitment to a common methodology and change leadership standards, executives and line change leaders can more readily build superior change capability.

8. The SCO houses your Strategic Change Center of Excellence, and ensures efficient access and best use of your organization’s change expertise and resources. The SCO does not necessarily house all of the resources that may be required for a change to succeed; it may simply know where they are and how to access them as needed. It has a dotted-line relationship to the myriad types of expertise and resources in the organization, and has the authority to mobilize the right resources and skills for any given change that it supports. The consultants who live inside the SCO include master-level change consultants. They should be trained as highly skilled consultants to your line executives, being the super-users of your common change process methodology and champions of your best change practices and infrastructures.

Consequently, the SCO must be staffed by people who understand how to scope and pre-pare for all types of change, and how to bring the right people together so change is set up for success from the beginning. The SCO can request the need to hire more of these resources to ensure adequate capacity and capability. People and process resources are usually tougher to secure and are far less developed in most organizations than their con-tent counterparts. The following boxed copy shows a list of people and process expertise that may be needed for any type and size of change.



People and Process Expertise

• Build the Case for Change

• Establish Shared Vision

• Scope change accurately

• Develop change strategy

• Design change governance

• Address leadership mindset and style requirements; develop and lead leadership breakthrough processes

• Develop stakeholder engagement and change communication strategies

• Create change initiative integration strategies

• Coordinate the logistics of projects

• Conduct organizational assessments for content designs, readiness, and capacity to change

• Conduct Impact Analysis

• Create culture change strategies

• Provide organization development; team building; new team start-up

• Deliver change leadership development and executive coaching

• Audit and measure individual change efforts

• Develop rapid course correction



9. The SCO oversees the best use of external consultants. Managing change-related vendors is a very high- leveraged use of the SCO. The SCO can create preferred vendor relationships with the various types of external experts your organization needs. It can be particularly helpful in selecting contractors for the full range of services that support your change agenda. It can align the external consultants with your internal resources, coordinate efforts across multiple consulting firms, and renegotiate agreements and deliverables to better serve your needs as they change over time. This oversight can greatly reduce fees, confusion and redundancies, and ensure that external firms deliver their services in ways that align with your organization’s cultural requirements, common change process methodology, and change infrastructures.

10. The SCO oversees enterprise culture change and leadership style strategies. Given that so many strategic initiatives require the organization’s culture and leadership style to change, enterprise oversight of this complex and sensitive imperative can be effectively provided by the SCO. Cultural transformation requires a multi- pronged approach, touching most areas of the organization. Success requires master-level skill and attention. For all the reasons stated, the SCO can be the best facilitator of cultural transformation—not the owner, but the facilitator! The executive team must own culture change, just like they own content decisions. The Human Resources department has a huge role, but in many organizations, they are not positioned to own culture change either. An SCO/HR partner- ship is critical. The sharing of responsibilities between them must be diligently negotiated. With both the EVP of HR and the SCO leader at the executive table, they can have the appropriate influence on the executives to be models of the new cultural mindsets, behaviors, and norms required for success.

Leading the SCO: The Role of the Chief Change Officer

The head of the strategic change office is the Chief Change Officer (CCO) who is a member of the executive team. This puts the strategic change office in its proper place in your organization, on par with your chief strategy, chief financial, chief information, and chief technology offices. Placing change leadership in the executive suite—where it belongs—secures all of the benefits listed in the functions and benefits of the SCO above. The role of the CCO follows these functions, and is ultimately in charge of creating change as a strategic discipline for the organization.

Creating a CCO role will require an adjustment in your organization’s executive ranks. Since this role does not typically have line authority, the person in it must have strong influence skills and full legitimacy. The role, and the SCO, must be seen as advocates for corporate success, not as the “change police.” Our first Chief Change Officer met with confusion about his role, since his peers only understood line authority, not this type of “people, process, and standards” authority. They had not made the mindset shift necessary for this to work. The senior team must develop the foundational understanding of the value of the SCO, and of conscious change leadership, for



this approach to take hold. This understanding can be aided by generating accurate data about the real risk factors the organization has in leading—or failing to lead—its strategic changes. Performing a change audit can generate this data. Hopefully, you can proceed in this direction before your organization faces a major crisis in change and that this can be done in a conscious, proactive way, not as a reaction to failure.

Creating a strategic change office is a bold move. Some of our clients have established their enterprise change agenda, and then ensured that change project leaders have access to the executives when issues of pacing and capacity surface. Others have established a change oversight function or Center of Excellence that supports strategic initiatives in their use of The Change Leader’s Roadmap methodology. Others have established key change infrastructures and published best change practices.

Our most successful example, in a hospital system, has established a person (not a senior executive, but one level down) who oversees many of the functions of the SCO without naming them. She just does the work. Over the course of three years, she has demonstrated to the executives the strategic advantage of being smarter about how they define and lead their change agenda, and their key change efforts. She does not have adequate consulting staff, but does have influence over the use of the organization’s change-related resources and their use of The Change Leader’s Roadmap methodology. She guides the change initiative leads and the senior Change Leadership Team’s work, and surfaces key issues of pacing, change strategy, capacity, and timing. So without a title or a department, she accomplishes many of the important functions of the SCO. Her level of influence with the senior team is unique, and grows with every critical course correction she names and helps facilitate. Over the next decade, we expect that a major aspect of our consulting will be helping visionary companies develop an SCO and a Strategic Change Center of Excellence, and that the Chief Change Officer role will become more commonplace.

If you establish a strategic change office orchief change officer, please let us know aboutyour experience and outcomes. We wouldappreciate adding your insights to our research.



Summary

Developing change capability requires a significant investment in training and developing people, but it also requires building the organizational infrastructures, systems, and processes that support change execution. This means treating change as a strategic function within your organization and giving it the same type of study, discipline, and application you give to other strategic functions like finance and HR. In this article, we addressed five key strategies for establishing change as a strategic discipline.

We introduced the enterprise change agenda as a vehicle for executives to create a strategic—and realistic—view of the change priorities they require for business success. We discussed the benefits of using a common change process methodology across your organization, such as Being First’s Change Leader’s Roadmap methodology. We described the various elements of a change infrastructure that can drive best practices and consistency in the leadership of all of your change efforts. We discussed the value of a Strategic Change Center of Excellence, the services it would provide, and why it is the next evolution for how OD, OE and change management consultants can contribute to their organizations. Lastly, we introduced the Strategic Change Office and the role of the Chief Change Officer as a senior-level function chartered to ensure that the organization has the capability, conditions, and vehicles to succeed in its mission-critical change efforts.

Leading change as a strategic discipline, and building the protocols and infrastructure to do so, will dramatically increase your organization’s change capability. It will develop a culture of change readiness and competence, and ensure that your critical change efforts deliver the ROI you need to succeed in today’s—and tomorrow’s—competitive marketplace.


WORKSHEET

Promises, Promises!™

What was Promises, Promises!™ all about?

60 BeingFirst.com © 2013Being First, Inc.

WORKSHEET

Obstacles

What obstacles did you have to overcome to become truly “united”?


WORKSHEET

Group Discussion

Describe your country’s situation at the beginning of Year 1:

Number of resources in surplus ____________

Number of resources in deficit ____________

Number of ‘right on’ neighbors ____________

Number of countries you could deal with directly ____________

What years were your deadlines ____________, ____________, ____________

Based on your situation, describe your level of urgency:

Low

Moderate

High

What were your key concerns?

What actions did you take to deal with your situation?


WORKSHEET

Assumptions

What assumptions did you make that generated your perceptions and actions?

Being a Conscious Change Leader!Be consciously aware of your assumptions, and check them out before taking critical action.



The Influence of Mindset


WORKSHEET

Scandals

What role did scandals play in Promises, Promises!™?

What would cause someone to throw a scandal?

What is the impact when scandals are thrown at work?

What would our response be when there is a potential of a scandal being thrown at us in real life?


WORKSHEET

Alliances

Were you part of an alliance in the experience?

Yes

No

What are examples of workplace alliances?

What impact (positive or negative) do alliances have on the organization as a whole?

What conclusions can you draw regarding alliances in the workplace?



Orient to the Big Win!


WORKSHEET

Resources

Brainstorm and list all the resources the United League of Nations had available in order to become truly “united”.


WORKSHEET

Communications

How would you describe effective communication in Promises, Promises!™?

Rate the quality of communication that existed in the ULN: (x - beginning o - end √ - your organization)

What three major things frustrate and foster effective communication in your organization?

Being a Conscious Change Leader! Model and foster direct, open, and authentic communications.

Frustrate Communication Foster Communication



Trust



The Big Picture

Promises, Promises!™

4Sight

Session 1

Day 3


WORKSHEET

“Matches” Application

Reality = Situation + Interpretation

How you see influences what you see!

PROBLEMSFACTS

(EXTERNAL)

BELIEFS, ASSUMPTIONS, JUDGMENTS(INTERNAL)

HOW BELIEFS IMPACT OUTCOMES



What is Mindset?

Definition

The inner place or orientation from which you experience your reality and form your perceptions of it

Comprised of your fundamental assumptions about reality, your worldviews, your perspectives; includes your:

• Values

• Beliefs

• Assumptions

• Attitudes

The source of your decisions, actions, and results!

Mindset is Different from:

Awareness—the blank canvas that is filled by your perceptions of reality. Mindset formulates those perceptions.

Knowledge—the content of your mind. Mindset constructs the meaning you make of that content.

Thinking—the process of your mind. Mindset shapes what and how you think.

Emotions—Your feeling state. Mindset determines what you feel in any given situation.

Behaviors—The manner of conducting yourself. Mindset causes you to behave as you do in any situation.



The Seamless Connection betweenMindset and Reality

SELF

REALITY

MINDSET



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RETICULARACTIVATING

SYSTEM

CONSCIOUSMIND

SUB-CONSCIOUS

MIND

ValueThreat

UnimportantInconsequential

SIGHT SOUND TASTE SMELL TOUCH



Mind-Body Connection What your mind believes or thinks, your body feels.

Your physical state mirrors your mental state. They are one and the same integrated system, a mind-body continuum of experience.

An effective way to monitor your inner state is to monitor your physical state.

• What are you feeling in your body right now?

• Where are you feeling it?



The Self Mastery Model



Organizational Mastery Model



Fundamental Law of Success

Ability X Mental State = Performance

Ability Mental State Performance

6 60% 3.6

6 80% 4.8

6 100% 6

8 60% 4.8

8 80% 6.4



Mental States

The Flow State

What is the flow state?

• Why does it matter?

Can you get into the optimal state of mind - the “flow state” or “zone” - on a regular basis?

Have you had flow state experiences while you were actually in a “contracted” internal state?

If so, what enabled that?

OPTIMAL STATE BARRIER STATE



Ego and Being

The Key to Conscious Change Leadership: Put your Being First!

Conscious Awareness: Direct access to Being

Not autopilot or “unconscious” awareness

Aware of what you are aware of

Mindfulness of what is—both internal and external

Presence to whatever is occurring

A function of your inner Witness/Observer

Your soul’s view, not simply your mind’s (ego’s) view

Allows you to operate from a higher set of values (doing what is RIGHT)

Sees from a broader, deeper perspective

Latent in all people; substantially developed in few (3%)

EGO BEING

Conditioned responses Unconditional Presence

External focus Internal and external awareness

Unconscious awareness Conscious awareness

Fear based Love, connection and possibility

Energy contractions Expansion and flow

False self Authentic or Unique Self



Mindfulness Practices

Mindfulness Practices

Meditation

Conscious breathing

Self observation, reflection

Journaling

Intentional body practices, e.g., yoga, tai chi, QiGong, body awareness and relaxation, sports performed in a consciously aware way.



Identifying SituationsOutside Your Comfort Zone

UNSETTLING SITUATIONS EMOTIONAL REACTIONS



Self-Limiting Behaviors

Disempowered Ways of Being Outside Your Comfort Zone

These “self-limiting” strategies describe common responses to pressure, challenge or change. They are all avoidance strategies for not feeling fear or facing failure as a possible outcome. Identifying how you and your people use these survival strategies to cope with fear and potential failure is essential to your success. You must become conscious of them and how they influence your behavior in order to mitigate their negative impacts.



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WORKSHEET

Self Awareness Record

Identify unsettling situations, then describe your experience in each: what actually occurs in the situation; what do you typically say to yourself about it; what do you feel emotionally and physically; what are your typical behaviors in response to the situation; and what outcomes do you usually produce?

SITUATIONSELF TALK/THOUGHTS/

MINDSETEMOTIONS

PHYSICAL REACTION

BEHAVIORS OUTCOMES

4Sight

Session 1

Day 4



The Change Leader’s Roadmap Logic Flow

Purpose

To learn the logic flow of the CLR so that when consulting in real time, you are able to determine what phases, activities, and tasks have come before, are needed now, and will come next.

To understand enough about the work of the entire CLR to know how little of it to do in your projects and still be successful.


WORKSHEET

CLR Logic Flow

1. Why are the phases in this order?

2. Why are the Phase I Activities in this order?



Phases, Activities, and Tasks of The Change Leader's Roadmap

PHASE I: Prepare to Lead the Change

Activity I.A-Start Up and Staff Change Effort

Task I.A.1-Obtain Project Briefing

Task I.A.2-Clarify and Staff Initial Change Leadership Roles

Task I.A.3-Create Optimal Working Relationships

Task I.A.4-Identify Project Community

Task I.A.5-Determine Phase I Roadmap

Activity I.B-Create Case for Change and Determine Initial Desired Outcomes

Task I.B.1-Design Process for Creating Case for Change and Initial Desired Outcomes

Task I.B.2-Assess Drivers of Change

Task I.B.3-Clarify Type of Change

Task I.B.4-Identify Leverage Points for Change

Task I.B.5-Perform Initial Impact Analysis

Task I.B.6-Clarify Target Groups and Scope

Task I.B.7-Determine Degree of Urgency

Task I.B.8-Determine Desired Outcomes and Compile Case for Change

Activity I.C-Assess and Build Organization's Readiness and Capacity

Task I.C.1-Assess Readiness and Capacity

Task I.C.2-Build Readiness and Capacity

Activity I.D-Build Leaders' Capability to Lead the Change

Task I.D.1-Assess Leaders' Capability to Lead the Change

Task I.D.2-Ensure Leaders Model Desired Mindset and Behavior

Task I.D.3-Build Leader Commitment and Alignment

Task I.D.4-Develop Leaders' Change Knowledge and Skills



Task I.D.5-Develop Executive and Change Leadership Teams

Task I.D.6-Support Individual Executives and Change Leaders

Activity I.E-Clarify Overall Change Strategy

Task I.E.1-Design Process for Building Change Strategy

Task I.E.2-Define Values and Guiding Principles

Task I.E.3-Clarify Governance and Decision-making

Task I.E.4-Determine Required Initiatives and How to Unify Them

Task I.E.5-Determine Fit and Priority of Change Effort

Task I.E.6-Create Multiple Project Integration Strategy

Task I.E.7-Identify Bold Actions

Task I.E.8-Clarify Engagement Strategy

Task I.E.9-Design Overall Communication Plan

Task I.E.10-Determine Change Acceleration Strategies

Task I.E.11-Secure Commitment for Resources

Task I.E.12-Identify Milestones and Timeline, and Compile Change Strategy

Activity I.F-Build Infrastructure and Conditions to Support Change Effort

Task I.F.1-Initiate Strategies for Dealing with Political Dynamics

Task I.F.2-Create Conditions for Success

Task I.F.3-Identify Process for Creating Shared Vision

Task I.F.4-Design Information Generation and Management Strategies

Task I.F.5-Initiate Course Correction Strategy and System

Task I.F.6-Initiate Strategies for Supporting People through Emotional Reactions and Resis-tance

Task I.F.7-Initiate Temporary Support Mechanisms

Task I.F.8-Determine Measurements of Change

Task I.F.9-Initiate Temporary Rewards

Task I.F.10-Determine Phase II through Phase V Roadmap



PHASE II: Create Organizational Vision, Commitment, and Capability

Activity II.A-Build Organizational Understanding of Case for Change, Vision, and Change Strategy

Task II.A.1-Communicate Case for Change and Change Strategy

Task II.A.2-Roll Out Process to Create Shared Vision and Commitment

Task II.A.3-Demonstrate that Old Way of Operating Is Gone

Activity II.B-Increase Organization's Capability to Change

Task II.B.1-Build Organization's Change Knowledge and Skills

Task II.B.2-Promote Required Mindset and Behavior Change

PHASE III: Assess the Situation to Determine Design Requirements

Activity III.A-Assess the Situation to Determine Design Requirements

Task III.A.1-Assess Relevant Aspects of Your Organization

Task III.A.2-Benchmark Other Organizations for Best Practices

Task III.A.3-Clarify Customer Requirements

Task III.A.4-Write Statement of Design Requirements

PHASE IV: Design the Desired State

Activity IV.A-Design Desired State

Task IV.A.1-Create Process and Structure to Design Desired State

Task IV.A.2-Design Desired State

Task IV.A.3-Pilot Test

Task IV.A.4-Communicate Desired State

PHASE V: Analyze the Impact

Activity V.A-Analyze Impacts of Desired State

Task V.A.1-Design Process for Conducting Impact Analysis

Task V.A.2-Identify and Group Impacts

Task V.A.3-Assess Magnitude of Impacts and Prioritize

Task V.A.4-Refine Desired State



PHASE VI: Plan and Organize for Implementation

Activity VI.A-Develop Implementation Master Plan

Task VI.A.1-Design Process to Develop Implementation Master Plan

Task VI.A.2-Identify Impact Solutions and Action Plans

Task VI.A.3-Integrate Solutions and Action Plans and Compile Implementation Master Plan

Task VI.A.4-Design Strategies to Sustain Energy for Change

Task VI.A.5-Determine Resources, Pacing Strategy, and Timeline

Activity VI.B-Prepare Organization to Support Implementation

Task VI.B.1-Establish Infrastructure and Conditions to Support Implementation

Task VI.B.2-Support People through Implementation

Task VI.B.3-Communicate Implementation Master Plan

PHASE VII: Implement the Change

Activity VII.A-Implement the Change

Task VII.A.1-Roll Out Implementation Master Plan

Task VII.A.2-Monitor and Course Correct Implementation

Task VII.A.3-Monitor and Course Correct Desired State

PHASE VIII: Celebrate and Integrate the New State

Activity VIII.A-Celebrate Achievement of Desired State

Task VIII.A.1-Celebrate Achievement of Desired State

Activity VIII.B-Support Integration and Mastery of New State

Task VIII.B.1-Support Individuals and Teams to Integrate and Master New State

Task VIII.B.2-Support Whole System to Integrate and Master New State

PHASE IX: Learn and Course Correct

Activity IX.A-Build System to Continuously Improve New State

Task IX.A.1-Build System to Continuously Improve New State

Activity IX.B-Learn from Your Change Process and Establish Best Practices



Task IX.B.1-Learn from Your Change Process and Establish Best Practices

Activity IX.C-Dismantle Temporary Change Infrastructure

Task IX.C.1-Dismantle Temporary Change Infrastructure


WORKSHEET

Your Top 30 Tasks

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.


WORKSHEET CONT’D

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

27.

28.

29.

30.



CLR High-Leverage TasksPHASE I: Prepare to Lead the Change

Activity I.A-Start Up and Staff Change Effort

Task I.A.2-Clarify and Staff Initial Change Leadership Roles

Task I.A.4-Identify Project Community

Activity I.B-Create Case for Change and Determine Initial DesiredOutcomes

Task I.B.2-Assess Drivers of Change

Task I.B.3-Clarify Type of Change

Task I.B.5-Perform Initial Impact Analysis

Task I.B.6-Clarify Target Groups and Scope

Task I.B.8-Determine Desired Outcomes and Compile Case for Change

Activity I.C-Assess and Build Organization's Readiness and Capacity

Task I.C.2-Build Readiness and Capacity

Activity I.D-Build Leadership's Capability to Lead the Change

Task I.D.2-Ensure Leaders Model Desired Mindset and Behavior

Task I.D.3-Build Leader Commitment and Alignment

Activity I.E-Clarify Overall Change Strategy

Task I.E.2-Define Values and Guiding Principles

Task I.E.3-Clarify Governance and Decision-Making

Task I.E.6-Create Multiple Project Integration Strategy

Task I.E.8-Clarify Engagement Strategy

Task I.E.9-Design Overall Communication Plan

Task I.E.12-Identify Milestones and General Timeline, and Compile Change Strategy



Activity I.F-Build Infrastructure and Conditions to Support Change Effort

Task I.F.2-Create Conditions for Success

Task I.F.5-Initiate Course Correction Strategy and System

Task I.F.6-Initiate Strategies for Supporting People through Emotional Reactions and Resistance

PHASE II: Create Organizational Vision, Commitment, and Capability

Activity II.B-Increase Organization's Capability to Change

Task II.B.1-Build Organization's Change Knowledge and Skills

Task II.B.2-Promote Required Mindset and Behavior Change

PHASE III: Assess the Situation to Determine Design Requirements

Activity III.A-Assess the Situation to Determine Design Requirements

Task III.A.1-Assess the Relevant Aspects of Your Organization

Task III.A.4-Write Statement of Design Requirements

PHASE IV: Design the Desired State

Activity IV.A-Design Desired State

Task IV.A.1-Create Process and Structure to Design Desired State

PHASE V: Analyze the Impact

Activity V.A-Analyze Impacts of Desired State

Task V.A.1-Design Process for Conducting Impact Analysis

PHASE VI: Plan and Organize for Implementation

Activity VI.A-Develop Implementation Master Plan

Task VI.A.2-Identify Impact Solutions and Action Plans

Activity VI.B-Prepare Organization to Support Implementation

Task VI.B.2-Support People through Implementation



PHASE VII: Implement the Change

Activity VII.A-Implement the Change

Task VII.A.2-Monitor and Course Correct Implementation

PHASE VIII: Celebrate and Integrate the New State

Activity VIII.B-Support Integration and Mastery of New State

Task VIII.B.2-Support Whole System to Integrate and Master New State

PHASE IX: Learn and Course Correct

Activity IX.A-Build System to Continuously Improve New State

Task IX.A.1-Build System to Continuously Improve New State



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WORKSHEET

Project Assessment for Phase I Activities and Tasks

Your Project: _______________________________________

1. Which tasks have you been most successful in?‘

2. Which tasks have you skipped or under-attended to that have created the greatest negative consequences?

3. What would you do differently next time?


WORKSHEET CONT’D

4. Looking back at your choice points for what you did or did not do, what were the mindset enablers that had it go that way?

5. How would you position the value or make the case for doing the missed task(s) next time?

6. What success and challenge patterns are you seeing here across the group?

7. What produced these successes or caused the challenges?



CLR Activity I.BCreate Case for Change and Determine

Initial Desired Outcomes

Purpose

To create a clear statement about why the change is needed, your desired outcomes, what needs to change and who will be impacted--all of which will be used to inform (outside-in information) and compel (inside-out motivation) the people affected by the change to support and succeed in making it happen. This is your first opportunity to engage people in ways that are meaningful and motivating, and therefore build their commitment to change.

Elements of Case for Change

Drivers of Change

Type of Change

Leverage Points

Target Groups

Scope of Change

Urgency, plus

• Initial Desired Outcomes

Participant Challenge

1. Assume you are a physician in three-state health care system that is creating one integrated Medical Group with common systems and practices across its eight hospi-tals. Read the Case for Change Example for this project that follows. As you read, notice the points that you find most relevant and meaningful to you as a doctor affected by this change, when you have been accustomed to acting on your own



using your independent hospital’s systems and processes. What in this Case would have you choose to buy in to this effort to align with and function effectively in an integrated Medical Group with unified systems?

2. Now at tables, discuss process options to build and communicate a Case for Change, Vision, and Desired Outcomes so that executives, change leaders, and stakeholders find the change effort meaningful and are committed to seeing it be successful. Consider:

a. How effective was it for you (as a physician stakeholder) to be given a completed Case for Change document to read?

b. What other process options are there to create a “call to action” for the change in the minds of the leaders and stakeholders? How would you communicate it to your stakeholders so that it has the impact you need?

Strategic Questions

1. How do you frame the human and cultural drivers for change into tangible--and valuable--initiatives to be legitimately included in your scope?

2. How would you clarify desired outcomes, your Vision, and what success looks like? Who would engage in the creation of each of these?

3. How do you ensure that your key stakeholders have a voice in why the change is of benefit to them, and clearly understand the magnitude of what is being launched?

Key Tools and Info Sheets

Info Sheet: Definitions of Success

Tool: Designing Your Strategy for Creating Your Case for Change

Tool: Identifying Your Drivers of Change

Tool: Performing an Initial Impact Analysis

Tool: Determining the Accurate Scope of Your Change Effort



Case for Change ExampleProject: Creating an Integrated Medical Group within a

Dispersed Health System

Our Vision

ABC Medical Group will be the practice of choice for patients and providers in each community we serve. We will consistently deliver safe, evidence-based, high-value care.

The first step in achieving this vision is to unify all medical groups from our eight hospitals

• The organization will create a medical group division that will be a single operating unit (one medical group) serving every hospital

• As a unified group, we will have the infrastructure needed to achieve our vision, including standard, reliable, evidence-based care; IT support for patients and providers, and a great patient experience

• This will enable us to have a more innovative, aligned payment model for all physicians

• We will obtain significant operational efficiencies

• In addition, we will have a unified voice and a forum for sharing clinical and business intellectual capital

Drivers of Change

Environmental Imperatives:

Baby boomers are aging, putting greater demands on the health care system

There is an industry shift from acute health care needs to chronic disease

The explosion of scientific knowledge and capability creates more expensive technologies and medicines, and an expectation to use them when they make a difference

There is a shift from in-patient services to the out-patient arena due to improved technologies such as minimally invasive procedures and remote care

A shortage of caregivers—especially primary care physicians and nurses—comes just when the demand for care is rising



The current model of health care delivery, and its costs, is not sustainable

Marketplace Imperatives:

In the current reimbursement climate, we need exceptional financial performance. Health care resources are finite and payers expect value for the dollars they spend.

Patients expect more from us—they want better service, access to care that fits their lifestyles, more access to their medical records, more information, and more opportunity to make decisions. They also expect a good experience across the continuum of care.

There is also an expectation for transparency related to the quality of our performance

Business Imperatives:

The leadership strategy and structure for the medical group must align with the overall health system strategy, which is to create an integrated health system of all of our hospitals

This integrated medical group must deliver reliable and quality care across all hospitals, no matter where physicians reside or practice

We expect to realize a return on our investment

We must realize enterprise-wide efficiencies in accounting and administrative practices

We must realize enterprise-wide efficiencies in our supply chain process

Organizational Imperatives:

The unified medical group must use the enterprise’s Electronic Medical Record system to capture all information on patient treatment and plans

The unified medical group must use the enterprise’s integrated HR systems, policies and procedures

The unified medical group must use the enterprise’s integrated IT systems and procedures

The unified medical group must use the enterprise’s integrated Finance systems and procedures

The unified medical group must align its operations to match the operating requirements of the enterprise

We must structure the group to utilize at least 90% of our existing hospital physicians and 85% of our contracted physicians

We will maintain and service our medical specialties and acute care facilities



Cultural Imperatives:

Physicians must work together to fulfill our eight hospital medical needs. There needs to be willingness and flexibility in scheduling and providing quality care.

Our nursing staff must be more flexible in supporting physician needs on behalf of achieving required efficiencies

Patient safety must precede our efficiency goals

We encourage physician-driven innovation, yet must reduce variation of care. Care should be planned and evidence-based.

Behavioral Imperatives:

Physicians must input their treatment notes and plans into the EMR in a timely way for all other care-givers to access

Physicians must share information across specialties on behalf of a unified plan of care for patients

Physicians must work in teams with other specialists and nursing staff to ensure efficient and safe care

Physicians must travel to other hospitals to accommodate variations in workload and emergencies

Recommendations for improvements in how the medical group operates must be taken directly to the administration, and not the water cooler

Mindset Imperatives:

Think efficiency

Think about patient safety in the context of timely and compassionate care

Physicians and nurses must respect each other when planning for and delivering care

Understand that this will be a learning process for everyone

Type of Change

Transformational

There will be some components of the change that are transitional, and some developmental



System Dynamics

Eight autonomous medical groups cannot function efficiently and provide consistent quality of care. One medical group is required.

Integrating HR, IT, Supply Chain, Finance, and EMR technology is essential to the unified medical group working.

Targets Groups

Physicians within the eight hospitals

All independent physician service providers

Nursing staff within the eight hospitals

System office administrative service providers (e.g., HR, IT, Finance, Supply Chain)

Patients now served by different medical groups and locations

Scope

All organizational elements of creating one unified medical group

Desired Outcomes: Benefits of One Medical Group

Having a unified medical group will increase our ability to react nimbly to the environment and to patient and provider needs, without increasing bureaucracy. We’ll be better positioned to respond to competitive pressures in the marketplace.

We anticipate a 5% improvement in operating performance of our medical groups within three years. We will achieve this by improving our cost structure and by our improved ability to negotiate contracts with payers.

We’ll be better positioned to counter competitive threats and changes in the marketplace

Patients will be able to go to any one of our hospitals and receive consistently high quality, personalized care. This promise will contribute to our becoming the practice of choice in every community we serve.



Individual providers will benefit from a highly desirable work environment that provides the tools, infrastructure and resources to deliver high quality care

Recruitment and retention of providers will be enhanced

We’ll be able to offer a team approach to care within and across settings. This will occur through the re-design of our processes so that physicians spend most of their time providing services they uniquely can provide, and the team is trained and empowered to do the rest, including population management, protocol-driven care of acute and chronic conditions, patient education and support.



CLR Activity I.CAssess and Build Organization’s Readiness

and Capacity

Purpose

To understand the importance of ensuring adequate capacity for change and the strategies for both raising and resolving the issue on live projects

Strategic Questions

1. How do you raise the issue of capacity with executives to ensure it gets adequate attention?

2. What kinds of capacity need to be assessed? Consider people, time, equipment usage, IT availability, training.

3. What are the best terms in which to “measure” capacity?

4. How do you free up more capacity for the change?

5. How would you assess people’s emotional/psychological capacity?

6. What dilemmas do you face doing the capacity work?


Info Sheet: Overview of Change Capacity Reviews

Tool: Performing a Change Capacity Review



Info Sheet:Overview of Change Capacity Reviews

Introduction

Having adequate workload capacity to accomplish change is an absolute requirement for success. If your organization does not have capacity, this is a significant risk factor to achieving your desired outcomes. Most organizations operate beyond the limits of their capacity—current operations consume the organization’s capacity, and then leaders pile change on top of painfully stretched workloads without taking any work off. Over time, this practice has a serious cost to people, short-term operational outcomes, and long-term change results.

Capacity is an overlooked strategic issue. Executives, being rightfully demanding, are generally poor judges of their organizations’ true capacity to operate effectively while taking on major change. Most either do not pay attention to capacity levels, or do not understand the dynamics and impacts that capacity challenges have on their people and organization. They are simply too far removed from the “front line” to really understand capacity dynamics.

Having continuous capacity issues is a clear indicator of a leadership mindset that does not consider the risks and costs of an over-burdened workforce and its inability to produce success from change.

Defining Organizational Capacity

Capacity is the organization’s ability to get work done. The more efficient an organization is, and the more high-performing its people and culture are, the more capacity it has. By definition, at any point in time, an organization only has 100% capacity, regardless of whether it is high performing or highly inefficient.

In assessing capacity, you must consider your organization’s required workload for both current operations AND conducting change activities. Adding any work requirements to either side of the equation—operations or change—consumes a certain amount of your organization’s capacity. It is a zero-sum game; the organization has only 100% of its capacity, even when people are working very hard and very efficiently. Your workload for both operations and change can only add up to 100% capacity, or you have a capacity issue to resolve.



If you consistently extend beyond your organization’s limits of capacity, you may observe high stress in your people, resentment, loss of your best talent, poor performance, less attention to strategic issues, more conflict, and increasing failures of judgment from sheer lack of time to think clearly.

Indicators that you have a serious capacity issue include comments such as “I can’t keep up the pace.” “We are burning out our best people.” “Our top performers are starting to slip.” “All I hear from my boss is, ‘I know you are busy. Do it anyway.’” “Take something off the plate? We can’t! It’s all important, and we can’t say no.””Don’t ask me to do one more change project.”

When this is happening, what gives? Between operations and change, too often change is sacrificed and pushed to the side. Why? Because most organizations reward short-term operational performance. Balanced scorecards usually have a twelve month view on operational results, and leaders’ variable pay is often tied to those achievements. This is a good practice, but only when balanced with the long-term investments in the future that change delivers. To get this balanced view, consider formally adding leaders’ performance in achieving longer term results from change to their shorter term operating goals. When tension between the two show up, a Change Capacity Review is in order.

Performing a Change Capacity Review

Ideally, a full-scale capacity review assesses the current and future workload of the organization, or the portfolio or segment of the organization in question, so that executives can step back and take a candid look at their priorities, pacing, resources, and workforce stamina to achieve what the business or portfolio really needs. We say “ideally” because a full capacity review would assess ongoing operations as well as the change agenda. However, for our purposes of creating capacity for change, we suggest that you focus your attention only on the capacity required to succeed at change. This way, you will know how much additional capacity you need to create to set up your initiatives for success. Then, operations can and will continue as best it can.

A change capacity review might be triggered because the whole organization is struggling from too much to do in too short a time frame, or because one or more strategic changes require more



capacity to be successful than the organization can apparently give them. When leaders agree to perform a change capacity review to free up people and resources for change, they have taken the first step to altering their mindsets as well as revising the organizational practices that create capacity issues in the first place. Performing change capacity reviews would be an important step to add to how they manage their portfolios of work.

Who performs the review? Typically, this is the work of the leaders of the organization or business unit that is experiencing the capacity strain. The executives may retain decision authority, or they may include their direct reports in making capacity-changing decisions. Certainly, the sponsors and change leaders of the initiatives needing capacity would be in the discussion to assess and recommend how much capacity they will need. When figuring out how to free up more capacity from operations, the leaders will need to engage directors or upper level managers. These people will have the best assessment of their groups’ current and upcoming work, including its requirements for people’s time and resources. Then the leaders can work with the data and make their decisions about how to remedy their conflicting priorities to better support their priority changes.

When you assess capacity, you must keep two key strategies in mind: how much capacity will it take to succeed in your change efforts, including the particular initiative(s) needing more capacity, and how much capacity can you “borrow” from current operations and still enable it to continue at your chosen level of performance. There is a delicate balance that you must maintain, or either operations or the changes will have to sacrifice beyond acceptable limits. The key is to view the organization’s entire workload through the whole system lens of both short-term operational needs and long-term business needs. Prioritization of the work in question is key.

When you identify the organization’s whole change agenda, include changes at three levels: enterprise-wide changes, business unit or segment level, and those within operating or staff functions. Also, reveal how many sub-initiatives may be pocketed within the scope of each of your larger changes, as these all require capacity to be achieved.

You will be assessing capacity in terms of numbers of change projects and their work requirements, the number of people (full-time employees or FTE’s) to do the change work, and the number of hours per person estimated to accomplish the work. Having an educated understanding of what change requires to deliver on its intended outcomes (e.g., in all nine phases) is essential. Otherwise, executives will underestimate time and people requirements.

There may be other capacity factors to consider. Your changes may require time on specific equipment or technology. Usage of these resources must be allocated according to the needs of all who require them—both in operations and change. Likewise, you may have needs for education and training, but not enough training expertise to handle all needs. These factors must also be allocated according to your priorities.

Be sure to accurately access the capacity of key stakeholder groups within your changes. You may find that, overall, you have the capacity for a given change effort, but that a particular stakeholder group does not have the capacity to participate the way you need them to.



The Change Capacity Review Process

Here is the list of steps to accomplish a change capacity review and produce tangible and value-added workload modifications from it.

1. Determine who will perform the review, including those who can input to the executives about the size of change effort workloads. Ensure that those executives who review the change workload have the power to stop or modify work and reallocate priorities, timing, and resources in the changes and operations.

2. Identify your goals for how much capacity is needed for your changes over what time frame. Ensure shared agreement for what the review needs to produce. Until you review your specific change efforts’ needs, you may only be able to estimate requirements here, or just commit to ensuring “adequate” capacity for them.

3. Map the entire review process for collective agreement about what steps need to occur and how much time and attention is required from the executives to complete the process. It will likely take more time that they think. This is difficult work.

4. Keep the current operating workload in mind. This will be one of your key sources for freeing up capacity for change. There is no need to map it in detail, but do have your understanding of it present in the conversation.

5. Name what is on the change agenda. First, list existing enterprise-wide efforts, then business unit or segment changes, and finally functional or staff changes. Then add future changes to each category that are known now.

6. For each change effort listed, consider its requirements for Phases I through IV where most of the strategic decisions must be made. Add the number of people required to accomplish these phases’ work, and the number of hours and resources you estimate will be required. Consider listing this information by phase, if known at this time. (NOTE: Phases V through IX will also require capacity, but this can most easily be handled through the organization’s existing project planning tools.)

7. Reflect on the entire map of change work from three angles:

a. what is priority to the business and needs to continue as is

b. what can be stopped

c. what can be modified by:

• altering the start date, length of time, or due dates

• redefining scope by making the work smaller

• lowering performance measures or expected outcomes

• reallocating people



• reallocating resources (budget, technology, equipment, space, etc.)

• combining or integrating work with other projects

8. Make decisions about all of above changes that will produce your desired capacity goals. Consider these capacity-freeing strategies:

Review your priorities. Consider the changes that have the most direct link to executing your business strategy.

Take work off/stop doing it altogether or for a while.

Slow work down, readjust timelines.

Pause work; put it on the back burner.

Reallocate existing people with the best skills to your priority efforts.

Hire more people with the right skills and knowledge.

Outsource work.

Use external consultants or experts to come in on contract and do some of the work required.

9. Assign leads for oversight to each of the required actions. When decisions are made, both operational leaders and change project leaders must take the decisions and impacts into their operational and change plans, and adjust accordingly.

10. Determine how to use the capacity you just freed up to best serve your priority changes.

11. Decide how to communicate to the people affected by these changes in workload, both for operations and for the change agenda.

12. Collectively agree on how to monitor and ensure that these decisions will be carried out and the capacity actually freed up.

13. Decide how to communicate these decisions to the organization to demonstrate that the leaders have a realistic view of the organization’s capacity and are in support of the changes being successful.

14. Decide how often and through what process you will revisit change capacity as the organization’s workload and change priorities shift over time.Info Sheet



Tool:Performing a Change Capacity Review

Introduction

To ensure that you have adequate capacity to carry out all of the work your change efforts require, you must perform a Change Capacity Review to free up from your operational workload the people, time and resources for change. This tool guides you through the process of performing your Change Capacity Review, identifying steps to take to remedy your capacity issues, and how to follow through on required actions. See the Info Sheets: Overview of Change Capacity Reviews, and Strategies for Generating More Capacity for Change. As you proceed, keep your operational priorities and demands in mind, as it is likely from these that you will find the capacity you need to execute your change efforts successfully.

Instructions

Step 1 Determine who will perform your review, including the people who can input to the executives about the size of the operating workload and the requirements to accomplish your change workload. Ensure that the executives who review the both workloads have the power to take work off the plate or reallocate priorities, timing, and resources.

Step 2 Identify your estimated goals for how much change capacity you need over what time frame. Obtain shared agreement for what the review needs to produce. Until you review your specific change efforts' needs, you may only be able to estimate requirements here, or just commit to ensuring "adequate" capacity.

Step 3 Map the entire review process and obtain collective agreement about what steps need to occur and how much time and attention is required from the executives to complete the process. Review the remaining steps in this tool and tailor the work to fit your needs.



Step 4 Use Worksheet 1 to list what is on the change agenda. First, list existing enterprise- wide efforts, then business unit or segment changes, and finally functional or staff changes. Then add future changes to each category that are known now.

Step 5 For each change effort listed, consider its requirements for Phases I through IV where most of the strategic decisions must be made. In the first column for each change effort listed, note the number of people required to accomplish its work over time, and the number of hours and resources required.

For a more detailed assessment, consider listing this information on separate sheets by phase of The Change Leader's Roadmap, if known at this time. The later phases can be scoped and typically managed through good project management methods.

NOTE: Have people closer to the actual work of making changes happen determine how many people and how much time the work will take, not the executive sponsor.

Step 6 Reflect on the entire amount of work on this worksheet. Identify your gaps in capacity-where you do not currently have it, but need to produce it.

Step 7 You will need to find ways to free up capacity or other solutions that will fulfill your capacity needs. Consider your operating workload first from the three angles noted below. Select relevant targets within operations as potential sources of capacity for change. Discuss each in the order of a, b and c below. If you choose the Modify option, consider and select the appropriate way you will modify. These are listed below the Modify option.

a. what is priority to the business and needs to continue as is

b. what can be stopped

c. what can be modified by:

• altering the start date, length of time, or due dates

• redefining scope by making the work smaller

• lowering performance measures

• reallocating people

• reallocating resources (e.g., money, technology, equipment, space, and so on)

• combining or integrating work with other projects.

Step 8 Make decisions for how to produce your desired change capacity goals. Consider the strategies in the Info Sheet: Strategies for Generating More Capacity for Change.



Step 9 On Worksheet 2: Capacity Actions, note the key actions needing attention, and assign leads and dates to execute each of the required actions. Each lead needs to consider the impact of the decision on the people affected, resources needed, and how and when to execute on it. Operational and change project leaders must take the decisions and impacts into their operational and change plans and adjust accordingly.

Step 10 Determine how to use the capacity you just freed up to best serve your priority changes. Be specific.

Step 11 Decide how to communicate to the people affected by these changes in workload or pace, both for operations and for the change agenda.

Step 12 Collectively agree on how to monitor and ensure that these decisions will be carried out.

Step 13 Decide how to communicate these decisions to the organization to demonstrate that the leaders have a realistic view of the organization's capacity.

Step 14 Decide how often to revisit capacity as the organization's workload and priorities shift over time.

Worksheet

• Worksheet 1: Identifying Your Change Workload

• Worksheet 2: Capacity Actions


WORKSHEET 1

Identifying Your Change Workload

(Focus on Phases I - IV)

CHANGE EFFORTS# OF

PEOPLETOTALHOURS

RESOURCES REQUIRED

CONTINUEDAS IS

STOP MODIFY*

Enterprise-wide Changes

Business Unit or Segment Changes

Functional Changes

*Strategies for Generating More Capacity• Take work off/stop or postpone• Slow work down; readjust timelines• Pause work; put on back burner• Hire more people with right skills• Outsource• Use external contractors

*What Can be Modified by:• Altering start date• Reducing scope• Lowering performance measures• Reallocating people• Reallocating resources• Combining or integrating work with other projects


WORKSHEET 2

Capacity Actions

ACTION REQUIRED LEADER DATE

4Sight

Session 1

Day 5



CLR Activity I.EClarify Overall Change Strategy

Purpose

To refresh the elements of change strategy

To be able to articulate the purpose and benefits of change strategy with leaders so they can build a strategy they can stand behind and use to actively guide the change

Strategic Questions

1. How is a change strategy different than a project plan?

2. What are the purpose and benefits of building a change strategy?

3. What is the value of each of the elements? Why are they included? How do they address internal dynamics as well as external dynamics?

4. How does Case for Change, Scope and Desired Outcomes influence the creation of a change strategy?

5. Why do the leaders have to build it and own it?

6. How do you use a change strategy throughout the change effort?



Elements of Change Strategy

Values and Guiding Principles

Change Governance

• Change Leadership Roles

• Governance Structure

• Decision-Making

• Interface with Ongoing Operations

Initiative Identification and Alignment

Fit and Priority of Your Initiative

Multiple Project Integration Strategy

Bold Actions

Engagement Strategy

Change Communication Plan

Acceleration Strategies

Resources

Milestone Events and General Timeline



Task I.E.3Clarify Your Governance Structure and

Decision-Making for the Change

Purpose

Change Governance: To understand and ensure clear roles, authority, and leadership mechanisms for overseeing the change and interfacing with ongoing operations

Decision-Making: To ensure clear (and conscious) roles, style, and process for making decisions to drive the work of the change from start to finish

Strategic Questions

1. How do you get executives to invest their time up-front to set up the change effort up to be led effectively?

2. How do you handle having the wrong people in key change leadership roles?

3. Who needs to be on the Change Leadership Team?

4. How do you handle making decisions when the Change Leadership Team is very large?

5. Who needs to be on the Navigation Team, and how does it work to navigate emergent issues in the change?

6. How can you use the decision-making conversation to access the mindset and culture conversation?

7. How can you use Operations/Change Leadership interface issues as a reflection of leadership mindset and cultural norms that might not be supporting the success of the organization going forward?




Info Sheet: Change Governance

Info Sheet: Decision-making Styles, Roles and Process

Tool: Designing Your Change Governance Structure

Tool: Determining Your Decision-Making Styles, Roles, and Process



Change Leadership Roles

Sponsor Individual with highest line authority over the transformation; “owner”; primary influencer of the new directions, change strategy, values, culture, and conditions for success; sets parameters, allocates resources, has veto power over decisions; appoints the change process leader and provides him or her support; keeps the transformation in alignment with overall business strategy, redirecting the change strategy and process or outcome when information surfaces to do so; ensures adequate capacity to handle the change work; handles major communications; informs change leaders of relevant information from the organization affecting the change effort; undergoes required per-sonal change in mindset and behavior, and models the transformation behaviorally; celebrates and acknowledges benchmark successes, and maintains ongoing link with key stakeholders and peer executives

Executive Team

The executive leadership team of the organization within which the transformation is occurring (may be the entire company or a segment); responsible for supporting and modeling the desired outcomes of the transformation (usu-ally at a vision, strategy and behavioral level); runs the business and buffers the change effort from organizational constraints; makes strategic decisions for the transformation as negotiated with the sponsor (however, the sponsor and/or executive team in a large organization-wide transformation may delegate all or part of the responsibility to a change leadership team); participates in designing the change strategy and desired state, as needed

ChangeLeadership Team

The group of leaders, cross-functional or key stakeholder representatives from the entire system being transformed with delegated authority to shape the change strategy and assure resources; oversees at a strategy level the plan-ning, design, and implementation of the change process; actively involved in directing and guiding communications and course correcting the transformation. Depending on the scope of the change, this team may be the same as the executive team, in which case they would have responsibilities for the combined functions of both teams. This team is best run as small and nimble. If the number of members exceeds 10, you may want to create a 2-5 person “navigation team” to make key decisions in the moment instead of needing to gather the entire team so frequently.

ChangeProcessLeader

A line manager or executive as high in the organization as possible who has been delegated the authority by the sponsor to lead the planning, design, and implementation of the overall change effort; leads the change leadership team; responsible for clarifying the scope, desired outcomes, pace, conditions for success, constraints, infrastruc-ture and metrics; provides advocacy for and integration of change initiatives; secures resources for the transforma-tion; oversees communication, information management and timely course correction; engages in mindset and behavior changes along with the other leaders; provides feedback and coaching to all change leaders and stake-holders

Change Initiative Lead

A line or project manager who is in charge of an initiative within the overall change effort; may have their own spon-sor, yet also reports into the change process leader who ensures integration and alignment across all initiatives; responsible for setting their initiative up for success according to the overall transformation’s outcomes, values and guiding principles; ensures that the best solution is designed, and oversees planning and implementation so that results are achieved and people are engaged in positive ways; ensures timely course correction and coordination with interdependent initiatives; leads own change project team; models the new mindset and behavior

ChangeProjectTeam

Team of cross-functional representatives, sub-project/process leaders and/or specially skilled individuals; assists the change initiative lead in the day-to-day activities of facilitating the change effort and does the work required to com-plete the various activities of the change process (e.g., design and impact analysis); pursues feedback and informa-tion for course correction and communicates with all stakeholders

ChangeConsultant(non-content)

Change process expert and coach; acts as a sounding board and third party; educates about transformation and strategies for how to proceed; helps plan change strategy, major events, communications, trainings and meetings; assesses progress, problems, concerns, political and cultural issues; helps facilitate change in mindset and behavior; facilitates course corrections to the change strategy and process; coaches, provides feedback and acts as the “conscience” for the sponsor, change process leader, executive team, and change leadership team; advocates for conditions for success; interfaces with other consultants working on the transformation



Change Governance Case The executives of an organization through of a major transformational change have agreed to be a Change Leadership Team that is basically the Executive Team, plus a Change Process Leader and a change consultant who facilitates them. There was minimal start-up, since they were already the Executive Team, and no official launch as the Change Leadership Team. The team does not spend more than an hour every two weeks on the change effort. They continue to preempt their time with pressing operating issues. The Change Process Leader is too busy to shape and drive the agenda for this team to lead the transformation. He leans on the change consultant to help out and sometimes to lead meetings.

To deal with the issues the team does not get to, the leaders have set up another team of all of their Project Leads, naming them as their Integration Team. They have delegated all decisions and issues having to do with planning and running the various initiatives to this team. The change consultant is put in charge of the work of this team. The Change Process Leader does not meet with them.

As the Integration Team meets, the project leads realize that they do not have enough time to do their change work, not enough resources to proceed, no political authority to influence each other’s work on scope, pacing, or resourcing, and cannot get the attention of the Change Leadership Team to alter any of these dynamics. They are quite disheartened and cynical.

The change consultant has tried unsuccessfully to resolve the issues and get the attention of the Change Leadership Team through the Change Process Leader. Tension among the Project Leads is mounting.

Questions:

1. Where is the breakdown in this governance structure?

2. Where is required authority lacking and in which roles?

3. Where have responsibilities been placed in the wrong roles?

4. What process steps could have been put in place to mitigate these issues?

5. What actions could the change consultant do now to resolve the situation?


WORKSHEET

Role of the Strategic Change Consultant

Review the Strategic Change Consultant role description below. Compare your understanding of your current role in change (as an employee or as an external consultant) and circle any item that needs more attention. Make note of changes you would make in your role to play at the Strategic Change level.

Advise and support executive in charge of the enterprise change agenda

Establish how the change agenda will work

Ensure best change practices are understood and used

Support clear case for change for each priority

Support accurate scope and change strategy

Surface capacity, pacing, resourcing issues across the agenda and for projects underway, and any other show-stopper issues

Facilitate identification and creation of conditions for success for entire agenda and for projects underway

Design and consult to multiple project integration requirements across the agenda and within projects underway

Ensure effective stakeholder engagement and change communications

Input to/facilitate essential course corrections to the agenda and projects

Ensure culture change implications and strategies are integrated into the agenda and projects

Coach change sponsors and leaders in walking the talk of the change, new cultural behaviors, and mindset issues

Provide high-level change education

Ensure full organizational alignment in the design and execution of all change efforts

Mentor other consultants



Between Session Assignments

CLR Preparation

Repeat the CLR logic flow 3 times.

Create roster of design requirements and boundary conditions for your project.

Review CLR Task I.A.4: Identify Project Community, and bring your Project Community Map to Session 2.

Review all CLR Activities, Tasks, Info Sheets, and Tools for Phases II – III

Identify times when you affected someone’s mindset in your change project consulting. Make a note in your Journal of what you did that accomplished this.

Personal Practices

Breathing

• Daily: Stop to take 5 conscious breaths at least three times a day. Record in your Practice Record.

• Daily: At least ten minutes of circle breathing practice. Record in your Practice Record.

• Center yourself (Conscious Awareness and Acceptance) when you notice yourself in an energy contraction.

State Recognition

• For at least one week, monitor and record your inner state every two hours throughout the day, seven days a week.

Journaling

• Daily: Reflect on what is showing up for you; use the journaling questions as a guide.

• Peer Coaching: Record insights and next actions after your coaching conversations.

Self Awareness Record

• Complete after a “contracted” response, especially those that are relevant to your breakthrough; at least three times per week.

• Look for self-limiting patterns in your reactions that are barriers to your breakthrough..

• Identify how you are perceiving the situation as a “problem”

Active Listening Record• Record at least 3 experiences of active listening with a colleague, family member, or

friend.



Practice Record• Record your personal practices daily so you can monitor your activities and make

conscious choices about increasing your game. Watch Adult Development video of Dean interviewing Suzanne Cook-Greuter.



Peer Coaching Process

Purpose

Peer Coaching is a tool for deepening learning and enabling the development of new mindsets and behaviors. It is included as part of the 4Sight program to provide you:

An Active Listener – to reflect back to you about the breakthroughs/breakdowns you are experiencing and the opportunities for new behaviors or actions.

Perspective – another set of eyes and ears to consider change leadership decisions and actions from a different person’s point of view, experience and wisdom.

Practice Field –a designated space to consult/coach another and receive the same for the benefit of your personal change and your change project.

Accountability – a structure for staying on track; having another person to account to for your progress.

Logistics

Schedule at least two 90 minute coaching conversations before the next session.

Write in your journal after each coaching call; reflect on insights and next steps.

Content

Your coaching conversations should focus minimally on two critical, integrated areas:

Personal awareness of your mindset, behavior/style and their impact.

Application of The Change Leader’s Roadmap and consulting/leadership interventions on your live project.



Conversation Flow

Before starting your peer coaching conversation clear your space of distractions (noise, other people, work, etc.) Do a few minutes of circle breathing to get yourself centered and present for the conversation. Use the questions below to guide the conversation you have with your coaching buddy. Simply ask the questions and give your partner the opportunity to look and see what is true for them, and then respond. Remember this is a structured conversation designed to provide support, perspective, practice, and accountability.

General

How are your plan and your change leadership experience going?

Successes

Where are you experiencing success or breakthroughs? Describe them.

What are you noticing about your behavior/style?

What are you noticing about your mindset in these situations?

• What worldview or set of assumptions underlies these successes?

What are you noticing about your ability to remain mindful in these situations?

Challenges

Where are you experiencing challenges, failures, or breakdowns? Describe them.

What are you noticing about your behavior/style?

What are you noticing about your mindset in these situations?

• What worldview or set of assumptions underlies these challenges?

What are you noticing about your ability to remain mindful in these situations?

Support and Development

How can you perceive the “negative” situation(s) through the 4 Sights: (1) process, (2) systems, (3) internal/external, and (4) consciously?

• What strategies and positive actions do you see?

What support or development do you need to increase your ability to remain mindful in any of these types of situations?

How can I best support you now to think through options for how to meet the current challenges you face?



Key Insights



Action Planning



Between Session Project Actions

being first | being first, inc. - 4sight participant …...• individual and team learning...

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