fox cities managers sep 2009
DESCRIPTION
Tony Wickham presents some great principles to help guide you through change management.TRANSCRIPT
![Page 1: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/1.jpg)
September 8, 2009
Change ManagementTony Wickham
1
![Page 2: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/2.jpg)
Time Description Person(s)
6:00 Introductions All
6:10 Group Business Chuck Tomasi
6:20 Change Management Tony Wickham
7:15 Future topics Chuck Tomasi
7:30 Open discussion/Networking All
2
![Page 3: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/3.jpg)
3
![Page 4: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/4.jpg)
Website review Help: Keep discussions updated on LinkedIn Spread the word
◦ Mention on twitter/Facebook/LinkedIn
4
![Page 5: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/5.jpg)
Presented to Fox Cities ManagersSeptember 8, 2009
Tony Wickham
5
![Page 6: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/6.jpg)
6
![Page 7: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/7.jpg)
Process of bringing individuals, teams and organizations from their current state to the point of ownership of the future state and performing at high levels.
7
![Page 8: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/8.jpg)
New production processes, procedures and equipmentNew production processes, procedures and equipment
Redefined organizational culture to be more Redefined organizational culture to be more supportive of corporate objectivessupportive of corporate objectives
Complying with new government regulationsComplying with new government regulations
Cost containment programsCost containment programs
Reengineering business processesReengineering business processes
Increased global Increased global expansion and expansion and competitioncompetition
Major Reorganization Major Reorganization PlansPlans
Integrating customer Integrating customer service focus throughout service focus throughout the organizationthe organization
Turmoil associated with mergers, acquisitions, sell-offs, closings, etc.Turmoil associated with mergers, acquisitions, sell-offs, closings, etc.
Building empowerment and employee involvementBuilding empowerment and employee involvement
Establishing new products and marketsEstablishing new products and markets Total quality management processesTotal quality management processes
Information systems as integral parts of Information systems as integral parts of business and production strategiesbusiness and production strategies
8
![Page 9: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/9.jpg)
Change Acceleration Process (CAP) Sponsor Alignment Project Team Alignment Organization / Individual Alignment
9
![Page 10: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/10.jpg)
Q x A = EQ x A = E
The Challenge: Do It With SpeedThe Challenge: Do It With Speed
EffectivenessEffectiveness
QualityQuality(Technical Strategy)
AcceptanceAcceptance
(Cultural Strategy)
StrategicStrategicInitiativesInitiativesChangeChange
AccelerationAcceleration ProcessProcess
The Change EquationThe Change Equation
CAP is not only useful for:
• Driving culture change
• Changing systems & structures
It has proven useful for:
• Testing the quality of the technical
strategy
• Refining the technical strategy
The A
The Q
10
![Page 11: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/11.jpg)
SYSTEMS AND STRUCTURESSYSTEMS AND STRUCTURES
CURRENT STATE TRANSITION STATE IMPROVED STATE
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
LEADING CHANGELEADING CHANGE
Change Acceleration Process: A Model for Change
11
![Page 12: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/12.jpg)
IdentifyIdentifyKeyKey
BusinessBusinessInitiativesInitiatives
IdentifyIdentifyTeams Teams
& & ProjectProject
Apply Apply CAP approachCAP approach
to projectto project
ContinueContinueOngoingOngoingProjectProjectWorkWork
CompletedCompletedProjectProject
PROJECT SCOPING MEETINGSPROJECT SCOPING MEETINGS
WORKSHOP PREPARATIONWORKSHOP PREPARATION
STRUCTURED Change PROGRAMSTRUCTURED Change PROGRAM
FOLLOW-UP MEETINGSFOLLOW-UP MEETINGS
PROJECT ACTIVITYPROJECT ACTIVITY
Change WorkshopChange Workshop: One Part Of An Ongoing Process…..: One Part Of An Ongoing Process…..
ChangeChange
WORKSHOPWORKSHOP
4-6 WEEKS4-6 WEEKS 2-3 DAYS2-3 DAYS 12 WEEKS +12 WEEKS +
Change Programs Require Strong Commitment & Sponsorship from Top Change Programs Require Strong Commitment & Sponsorship from Top ManagementManagement
Change TimelineChange Timeline
12
![Page 13: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/13.jpg)
How to get people to care about what you feel is important
Rules of Thumb1. Find out what is important to the other person
2. Support others in achieving their goals
3. Share what you care about
13
![Page 14: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/14.jpg)
Key issues when people are preparing for change:
“What will happen?”“When?”“Why are we doing this?”“How will it affect me?”
People need...People need...» new expectations to anticipate what will happen in the unfamiliar new expectations to anticipate what will happen in the unfamiliar
environment.environment.
» some measure of influence over what will happen to them.some measure of influence over what will happen to them.
14
![Page 15: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/15.jpg)
15
![Page 16: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/16.jpg)
What are the key things the project team will be responsible, needs from the project sponsor?
16
![Page 17: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/17.jpg)
Project Team Needs◦ Clear business purpose◦ Clear objective◦ Clear deliverables◦ Resource support◦ Budget◦ Schedule◦ Identify key stakeholders◦ Risks◦ Constraints
17
Clarity on elements that clarify the project purpose and boundariesLeadership support
![Page 18: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/18.jpg)
18
![Page 19: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/19.jpg)
Meeting the Collective Need
19
![Page 20: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/20.jpg)
What are the key things a project team needs to align with and own the project it will be responsible?
20
![Page 21: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/21.jpg)
Team Alignment Needs◦ Project Purpose / Mission◦ Project Leader◦ Project Sponsor◦ Business Rationale◦ Key deliverables / Milestones◦ Resources◦ Scope◦ Individual roles on team◦ Success measures
21
Represents elements of a Project Scope Contract
![Page 22: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/22.jpg)
Teams That Work
FV-8
LEADERSHIP
RE
LATI
ON
SH
IPS
ME
THO
DS
![Page 23: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/23.jpg)
The Team Must…
FV-9
L
R
M
Clarify expectations
Build support & sponsorship
Keep channels of communication open
Negotiate for resources
Champion team successes
Report progress
Work Together Effectively
![Page 24: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/24.jpg)
Leadership Is united in a commitment to
accomplish a common goal(s). Values and capitalizes on the
unique skills, knowledge, experience and individual differences of each team member.
Has a positive view of change and a process to manage it.
An Optimum Team
FV-6 24
![Page 25: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/25.jpg)
An Optimum Team
Relationships• Has clearly defined norms and ground
rules, which guide the team’s behavior.• Communicates openly in a supportive,
yet candid manner and views conflict as positive and manages it appropriately.
• Recognizes and rewards team and individual accomplishments.
FV-6 25
![Page 26: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/26.jpg)
An Optimum Team
Methods Uses consistent yet flexible
team operating procedures. Recognizes the importance of
thoroughly integrating new team members into the team.
Regularly monitors and evaluates team performance.
FV-6 26
![Page 27: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/27.jpg)
27
![Page 28: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/28.jpg)
Meeting the Unmet Need
28
![Page 29: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/29.jpg)
What are the key things the Organization needs to align with and own the project it will be responsible?
29
![Page 30: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/30.jpg)
Business rational Organization Design / Role changes Change Communication Training / Simulation Input to change – either design or plan
30
Project plan implications can be significant
![Page 31: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/31.jpg)
What are the key things Individuals need to align with and own the project they are responsible?
31
![Page 32: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/32.jpg)
Business rational Organization Design / Role changes (start,
stop, continue) Change Communication Training / Simulation Input to change – either design or plan Personal Implications of the change (e.g. job
security, role preferences, etc.)
32
Impact change readiness and degree of ownership
![Page 33: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/33.jpg)
Fear
Depression
Denial/Doubt
CHANGE INTRODUCED
COMPLIANCECOMPLIANCE
ACCEPTANCACCEPTANCEE
Uncertainty
YOUANNOUNCE
CHANGE
F.U.D.F.U.D.
You
AngerComplaining
Your People
ADJUSTMENTADJUSTMENT
Bargaining
Reframing
Testing
Planning ActionExcitement
CommitmentPride
©Footprints Consulting and Training All rights reserved.
![Page 34: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/34.jpg)
34
EXCITEMENT
FOCUS
IMPLEMENTATION
DETERMINATION
GROWTH
Personal Change Model
©Footprints Consulting and Training All rights reserved.
![Page 35: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/35.jpg)
From R.F. Mager’s What Every Manager Should Know About Training, CEP Press
1. Information (expectations)
2. Documentation (manuals)
3. Feedback
4. Job aids (quick references)
5. Workplace design
6. Organizational structure
7. Permission (authority) to perform
8. Consequence Management (rewards & punishments)
9. Training
![Page 36: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/36.jpg)
36
MindlessComplianceNeither for nor against thedirection. No Interest or energy.
Commitment ComplianceCommitment Compliance
Total Commitment (Energized)Wants it! Will make it happen! Creates whatever “laws” or structure are needed to ensure success.
Guarded CommitmentSees the benefits. Does everything expectedand more within the “law”
Formal ComplianceSees the benefits of the team’s direction.Does no more than expected.
GrudgingComplianceDoes not see the benefits of the team’s direction. Does what’s expectedbecause he/she has to. Complain often.
![Page 37: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/37.jpg)
Behaviors Met Needs
I Know
I Can
I Care
Clear Vision Compelling Reason
Knowledge Skills Processes Systems
Leaders Demonstrate Commitment
WIIFM
37
![Page 38: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/38.jpg)
38
![Page 39: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/39.jpg)
Leadership Journey Leadership Effectiveness Conflict Resolution Change Management – Team Alignment Change Management – Organization
Alignment Team Performance
www.praxilient.com/training/
39
![Page 40: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/40.jpg)
40
![Page 41: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/41.jpg)
Web site◦ http://www.foxcitiesmanagers.com
Linke◦ http://www.linkedin.com/groups?gid=1819730
41
![Page 42: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/42.jpg)
Date Topic
October 13 Effective Mentor Relationships
November 10 Communications – Paul Vidmar
December 8 Non-verbal communications
January 12 DISC – Karen Baker
February 9 Excel – Lookups and Pivot Tables
March 9 Personal productivity (GTD intro)
April 13 Email management
2nd Tuesday of Each Month
42
![Page 43: Fox Cities Managers Sep 2009](https://reader033.vdocuments.site/reader033/viewer/2022061222/54c180fb4a79597d578b458f/html5/thumbnails/43.jpg)
We appreciate you taking time out of your busy schedule and spending it with us to improve yourself and your organization
43