Constance An, Change Management & ImplementationEricsson Industries, Supply Americas Lean Six Sigma Black BeltChange Practitioner CertifiedTrain the Trainer CertifiedMay 23, 2107

HowtoManageChangeFatigueWhenLeadingEnterprisechange

AGENDA

• WhatIsChangeFatigue?• ChangeFatigueIndexModel• GreatestoftheChangeLeaders• HowtoManageChangeFatigue

TheFirstMassDisruptiveChange…

PharaohAmenhotepQueenNefertiti’shusband

“…entirelyrecasttheworldofreligion,thought andlife….”

Akhenaton

ATON(ofchange)PharaohAkhenaton

• Createdaone(new)god• “Worshipmeonly”• Relocatethecapitalof

Egypt• Templesrenamed• Religiouscelebrations

changed• Allsocietalandcultural

waysofworkingchanged• Extremepowershifting

TheFirstMassDisruptiveChange…• Disruptivechange

managementhasexistedsincethebeginningofcivilization.

• Andsohaschangefatigue…

• Butwearejustrecentlyrecognizingthevalueofmanagingchangeandchangefatigue.

ChangeFatigue:The“compound-ness”ofCCDEfactorssuchthattheorganizationalcapacityisfarexceededoveraperiodoftime.

Doesthisapplytoindividualchangefatiguetoo?

O< CCDE

ChangeFatigueDefinition

ComplexityofChange

FactorsofChangeFatigue(C-CODE)

WhatChangeFatigueLooksLike

Individual• Burnout• Disengagement• Apathy• Sarcasm• Cynicism• FEAR

BusinessResults• ROIerosion• Longercycletimes• Qualitydecreases• Turnoverincreases• Lackofefficienciesin

WaysofWorking• Lackofeffectiveexecution• Entrenchedculture

• Toomanychanges• Peopleresisting• Miscommunication• Poorleadership• Poorexecution• Lackofmotivation• Entrenchedculture• Lackofbandwidth• ….

Symptoms

Symptoms: RootCauses• Lackofarchitecture inmanaging

thechanges,resources,events,andtimeline

• Assessing/re-assessing thesituationinaccurately

• Timing ofitall…toomuchurgency?Notenough?

• Visibleleadership throughout• Engagingeveryonetobepartof

thechangeforbuy-in

VsRootCause

ChangeMakers:Whatdoyoudo?Info Change Fatigue#1 Change Fatigue#2Back-ground

Youhavebeenarrested 30timesbecauseyourefusedtodisbandwhilepeacefullyprotestingyourrightbetallerthan5’7”.

Yourcompanyisa leadingmanufacturerintheautopartsindustry.Oneofyourproducts,adefectivesteeringcolumn,hasbeenrecalledandnowaffectsa10yearrangeofcustomers.

Change Inyourcountry,people5’7”andtallercannothaveaccesstoanypubliceducation&buildings.Asastrategicchangeleader,youmustobtainequalaccessrightsforyou&others

Asastrategicchangeleader,youmustrecallthisfrom100Million+consumerownedvehicles.

Fatigue Progressoverthelast40yearsisstillnotwhereitneedstobe.Youaretiredandfrustrated!

Writeyourstrategy&planonhowtomanagethischangefatiguesothatyouandotherslikeyoucanfinallyhaverightstopubliceducation&buildings.

Your companyisnowindisarrayandcanbarelyholdontoalltheotherproductsit’stryingtosell.After4re-orgsandmanylay-offstomakeupforthelegalcostsandlostrevenuesin2017alone,yourcompanysuffers.

Writeyourstrategy&planonhowtomanagethischangefatiguesothatyourcompanycanturnthisaroundandbesuccessfulquickly!

activity

ChangeFatigueIndex

On-goingDysfunction

PivotPoint2

PivotPoint1

Normal

Saturation

EnterpriseChangeFatigueIndex

MaximizedBusinessBenefit

ErosionofBusinessBenefits

BusinessResults

Lossofcontrol,Noreal

changestays

(Enterpriselevel)

MostDisruptiveChangeLeadersin20th Century1.2.3.4.5.6.

1 3

4

5

26

ChangeFatigueLeadership

Note:Analysisdoesnotaccountfortechnologyavailable,earlydeath(assassination),exactpopulationcountsaffected.

ChangeLeaderFora“Time”

ChangeLeaderFora“Legacy”

1.2.3.4.5.6.

1 3

4

5

2 6

• LeveragedoffeachotherviaBestPracticesofGandhi.• Created“PerpetualMotion”fortheirchanges…createdmore

changeevenintheirabsence.• Leavingalegacyofinspiration.

MostDisruptiveChangeLeadersin20th Century

ManagingChangeFatigueFromStoriestoData1. ArchitectureforChangeisidentified,revised2. Re-Assessthechangeconstantly3. Urgencyisclearlycommunicatedandwhy4. LegacyandInspirationaregiven5. EngageEveryone

FromStoriestoData1. ArchitectureforChangeisidentified,revised2. Re-Assessthechangeconstantly3. Urgencyisclearlycommunicatedandwhy4. LegacyandInspirationaregiven5. EngageAll

ManagingChangeFatigue

A:ArchitectureforChange

R:Re-Assess

U:Urgency

L:LegacyandInspiration

E:EngageEveryone

A R U L E

ManagingChangeFatigue

A:Architecture

R:Re-AssessU:UrgencyL:LegacyE:EngageAll

ManagingChangeFatigue

(Achitecture) (Re-assess) (Urgency) (Legacy and Inspiration) (Engage Everyone)What are all the milestone efforts that must happen for each part of the change?

Did you re-assess your change initiative goals, schedule at each major milestone? What's working? What's not working?

Does your change have a genuine sense of urgency behind it?

Do you have a coalition actively supporting and following you that can incubate the "Perpetual Motion of Good Change"? Lasting change takes place well after the founding change leader has gone.

Does your communication message(s) reach everyone? True and lasting change is the sum of all the people in the organization completing the change journey.

What parts of the change have sequential dependencies? What parts are interdependent?

Does the organization and its people still believe in the change or do you need to revise your plan?

Does everyone understand your sense of urgency?

Do you and your leaders of the change consistently "walk the talk" or do you delegate your support and sponsorship to others after the kick-off meetings?

Have you identified the pockets of resistance against your change? Did you actively address the concerns and resistance of others regarding the change?

What will the reaction be to each change event for your target audiences? What strategy and actions do you need to proactively plan from the anticipated reactions?

Re-assess at each milestone where to focus your efforts and resources. Re-assess your prioritizations.

Does your case for the urgency appeal to everyone in terms of relating to the change and even having a personal connection with the change?

Do you and your leaders have model behaviors and core values that inspire others to bring out their best? Model behaviors also include genuine coaching and mentoring of others inside and outside your coalition.

Do you have good emotional intelligence such that you can engage with all people at various levels, perspectives, and diversity?

ARULEforManagingChangeFatigue

Questionstoaskyourself…

ChangeMakers:Whatdoyoudo?Info Change Fatigue#1 Change Fatigue#2Back-ground

Youhavebeenarrested 30timesbecauseyourefusedtodisbandwhilepeacefullyprotestingyourrightbetallerthan5’7”.

Yourcompanyisa leadingmanufacturerintheautopartsindustry.Oneofyourproducts,adefectivesteeringcolumn,hasbeenrecalledandnowaffectsa10yearrangeofcustomers.

Change Inyourcountry,people5’7”andtallercannothaveaccesstoanypubliceducation&buildings.Asastrategicchangeleader,youmustobtainequalaccessrightsforyou&others

Asastrategicchangeleader,youmustrecallthisfrom100Million+consumerownedvehicles.

Fatigue Progressoverthelast40yearsisstillnotwhereitneedstobe.Youaretiredandfrustrated!

Writeyourstrategy&planonhowtomanagethischangefatiguesothatyouandotherslikeyoucanfinallyhaverightstopubliceducation&buildings.

Your companyisnowindisarrayandcanbarelyholdontoalltheotherproductsit’stryingtosell.After4re-orgsandmanylay-offstomakeupforthelegalcostsandlostrevenuesin2017alone,yourcompanysuffers.

Writeyourstrategy&planonhowtomanagethischangefatiguesothatyourcompanycanturnthisaroundandbesuccessfulquickly!

activity

Checklist-Manage ChangeFatigue• Revise your change fatigue approach using A-RULE. Apply a color code. • Write your approach/actions for the red items. • Write your approach/actions for the yellow items. • Can you leverage any of the green parts of your change fatigue plan into the red and

yellow areas?• Re-assess your change at major milestones.

A R U L E(Achitecture) (Re-assess) (Urgency) (Legacy and Inspiration) (Engage Everyone)

What are all the milestone efforts that must happen for each part of the change?

Did you re-assess your change initiative goals, schedule at each major milestone? What's working? What's not working?

Does your change have a genuine sense of urgency behind it?

Do you have a coalition actively supporting and following you that can incubate the "Perpetual Motion of Good Change"? Lasting change takes place well after the founding change leader has gone.

Does your communication message(s) reach everyone? True and lasting change is the sum of all the people in the organization completing the change journey.

What parts of the change have sequential dependencies? What parts are interdependent?

Does the organization and its people still believe in the change or do you need to revise your plan?

Does everyone understand your sense of urgency?

Do you and your leaders of the change consistently "walk the talk" or do you delegate your support and sponsorship to others after the kick-off meetings?

Have you identified the pockets of resistance against your change? Did you actively address the concerns and resistance of others regarding the change?

What will the reaction be to each change event for your target audiences? What strategy and actions do you need to proactively plan from the anticipated reactions?

Re-assess at each milestone where to focus your efforts and resources. Re-assess your prioritizations.

Does your case for the urgency appeal to everyone in terms of relating to the change and even having a personal connection with the change?

Do you and your leaders have model behaviors and core values that inspire others to bring out their best? Model behaviors also include genuine coaching and mentoring of others inside and outside your coalition.

Do you have good emotional intelligence such that you can engage with all people at various levels, perspectives, and diversity?

(Achitecture) (Re-assess) (Urgency) (Legacy and Inspiration) (Engage Everyone)What are all the milestone efforts that must happen for each part of the change?

Did you re-assess your change initiative goals, schedule at each major milestone? What's working? What's not working?

Does your change have a genuine sense of urgency behind it?

Do you have a coalition actively supporting and following you that can incubate the "Perpetual Motion of Good Change"? Lasting change takes place well after the founding change leader has gone.

Does your communication message(s) reach everyone? True and lasting change is the sum of all the people in the organization completing the change journey.

What parts of the change have sequential dependencies? What parts are interdependent?

Does the organization and its people still believe in the change or do you need to revise your plan?

Does everyone understand your sense of urgency?

Do you and your leaders of the change consistently "walk the talk" or do you delegate your support and sponsorship to others after the kick-off meetings?

Have you identified the pockets of resistance against your change? Did you actively address the concerns and resistance of others regarding the change?

What will the reaction be to each change event for your target audiences? What strategy and actions do you need to proactively plan from the anticipated reactions?

Re-assess at each milestone where to focus your efforts and resources. Re-assess your prioritizations.

Does your case for the urgency appeal to everyone in terms of relating to the change and even having a personal connection with the change?

Do you and your leaders have model behaviors and core values that inspire others to bring out their best? Model behaviors also include genuine coaching and mentoring of others inside and outside your coalition.

Do you have good emotional intelligence such that you can engage with all people at various levels, perspectives, and diversity?

Checklist-Manage ChangeFatigueA-RULEforManagingChangeFatigue

Summary

StrategicLevel

ExecutionLevel ManagingChangeFatigue/QuestionstoAsk(Matrix)

CFIto“A-RULE”

If you manage change fatigue well, what legacy and inspiration can you leave behind?

Q&A

Questions?Constance.An@Ericsson.comChangeManager,EricssonSupplyAmericasLeanSixSigmaCertifiedBlackBeltChangePractitionerCertifiedTraintheTrainerCertified