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Leveraging Strategic Thinking, Organizational Development, and Training Skillsets Timi Gleason, Association for Strategic Planning Sharon Lieder, O.D. Network Kathryn Rippy, American Society for Training and Development February 28, 2014 1

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The Challenge A regulation changes Implementation upsets Status Quo You jump into action! 2

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Leading vs. Managing Will you behave strategically? Will you consider the Organizational Development aspects of change? Will you consider the resources and opportunities for delivering Training and Development around change? 3

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First, are you thinking strategically? 4

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Did you know? You learned strategic thinking in grade school? 5

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Look all ways before crossing! 6

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Yet, 99% of businesses do this! 7 Solution! (Output) Problem! (Input )

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What are the issues on all sides of the Minimum Wage Increase? 8

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Lets brainstorm on the flip chart (look all ways) 9

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10 Minimum wage increase Compression at top and middle New Hires vs. Current Employees Timing of adjustments Senior Team communications Budget issues Employee Communication Payroll administrative changes Collaboration with CFO

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Fill the Gap with Actions Current State Increasing the minimum wage causes new problems Desired State We are a best- practices company 11 Fix the problems

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Your Moment of Truth Current State Challenges facing you NOW Desired State How your company wants TO BE 12 GAP/TENSION

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Making Changes Stick! Sharon Lieder San Diego OD Network Organizational Development Network 13

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Types of Change Evolutionary Change: Gradual and incremental. Can prepare and plan. Strategic Change: Sense of control, driving the change, or keeping pace. Shock Change: Unexpected. Either sets you back or spurs you on 14

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Failure Rate 70 percent of large-scale system implementation change efforts fail Of these failures more than 70 percent are due to culture-related issues: employee resistance to change unsupportive management behavior poor communication little planning 15

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Success Factors Managers were more successful when: objectives were set and the need for action made clear at the outset a search for ideas was carried out participation was used to engage people with the planned change 16

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CHANGE PLAN 17 2. Align Leadership 1. Challenge Current State 6. Evaluate and Institutionalize the Change 5. Guide Implementation 4. Develop a Project Plan 3. Activate Commitment ASTD

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Challenge the Current State 18 1. Challenge Current State

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Gather & Analyze Data Findings Options and Opportunities Recommendations 19

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Establish a Need Compelling Business Case 20

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Align Leadership: Get everyone on the same page 21 2. Align Leadership

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Create & Share a Compelling Vision 22

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Design Communication Plans Identify People Identify the Specific Information Identify the Methods Identify the Timeline 23

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Activate Commitment 24 3. Activate Commitment

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Stakeholder Analysis Identify everyone and every function impacted by the change Determine when and how each will become involved 25

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The Four Ps Purpose for the change Picture of expected outcome Plan for navigating Part the employee will play 26

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Use a Process to SHIFT Resistance S urface the resistance H onor the resistance I dentify the kind of resistance F ind out what resister would prefer T hank the person 27

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Design Training Plans Assess need Decide on approach Determine resources Design interventions 28

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Develop a Project Plan 29 4. Develop a Project Plan

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Select Metrics Purpose Track progress Celebrate accomplishments Achieve desired results What to set Project itself Change management success 30

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Guide Implementation 31 5. Guide Implementation

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Understand Reactions to Change Innovators Early Adaptors The Early Majority The Late Majority Laggards 32

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Evaluate and Institutionalize the Change 33 6. Evaluate and Institutionalize the Change

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How to make the change stick!! Complete an after action review Continue to reinforce the new behavior, process Celebrate successes 34

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Ensuring Everyone has the Knowledge and Ability to Adapt ASTD San Diego American Society for Training and Development 35 Kathryn H. Rippy

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Key Questions Do you have training resources (staff) Do you have a budget? How can you engage everyone involved in the change? 36

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Find the Development Needs Consider the support needed at each level Is it knowledge, skills, ability? Is it communication/coaching support? Plan for All Three Phases: Before the change During the change Sustaining the change 37

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The Training Plan Assess look at the GAPs which need tools/support for closing them? 5 whys Design determine how to close the gap set clear objectives to measure Develop develop the materials, workshops, talking points, coaching, appropriate tools Implement deliver and execute Evaluate measure whether objectives were achieved 38

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EX: Wage Compression Assess perceptions, water cooler talk, inequity, lack of focus, performance Design coaching and open sessions for execs, management, and supervisors on crucial conversations Develop talking points, consistent communication, two-way conversation, train the trainer and manager as coach Implement deliver, adjust along the way Evaluate look at job sat scores before/after, performance evaluations, promos 39

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Your Take-Aways . Systems Impact . Organized, well thought out approach . Vision, Buy-In . Support through Development . Evaluate Success 40

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If we can be of help.. Timi Gleason StrategyCoach@executivegoals.com 858-245-8330 Sharon Lieder LiederGrp@aol.com 619-871-4696 Kathy Rippy krippy@tcfoe.com 619-787-6453 41

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To reach our groups Association for Strategic Planning http://www.strategyplus.org/chapters/SanDiego.php San Diego ASTD http://www.astdsandiego.org/ San Diego OD Network http://www.sdodn.org/ 42