orgmapper webinars: how hidden influencers can drive culture change
TRANSCRIPT
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TODAY'S HOSTS
Mike LehrChange Management Consultant
Omega Z Advisors
András VicsekCo-Founder & Head of Research
Maven7
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BEFORE WE GET STARTED
ASKRaise your hand
at any timeif you need help
Q&AThere will be a Q&A
at the end of the webinar
CONTENTRecording and slideswill be shared after
the webinar
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https://www.youtube.com/watch?v=kS66rN1QC3I
HIDDEN INFLUENCERS LEAD THE WAY
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ALIGNING CULTURES AND INTEGRATING COMMUNITIESINDUSTRY: IT SIZE: 1500 EMPLOYEES DURATION: 4 WEEKS
5 COMPANIES
MERGED INTO 1
IDENTIFICATION OF KEY OPINION LEADERS
INVOLVEMENT OF KOLs IN CREATION OF NEW CORPORATE CULTURE
DEFINITION Less customer and employee turnover Motivation and rewards Client focus Shared culture Profitable innovations
DISCOVERY Change agent identification
via network analysis
DREAMS 31 proposed actions with project leaders
DELIVERY Over half finished in three months
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SUCCESSFUL SAP IMPLEMENTATION CASE STUDYINDUSTRY: SERVICE SIZE: 109 EMPLOYEES DURATION: 4 WEEKS
1 2 3 4
Hierarchy level
ColleagueExternal SAP consultantInformal SAP agent
Node size: Acknowledgement of SAP knowledge"Which of your colleagues do you believe have the most reliable knowledge concerning using SAP?"
Connections: SAP-related advice seeking"Which of your colleagues do you turn to for advice concerning SAP?"
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SUCCESSFUL SAP IMPLEMENTATION CASE STUDYINDUSTRY: SERVICE SIZE: 109 EMPLOYEES DURATION: 4 WEEKS
1 2 3 4
Hierarchy level
ColleagueSelected influencer
Node size: The extent to which one is considered an influencer
Connections: Information seeking"Through informal channels, from which of your colleagues do you most quickly gain information concerning company news or organizational changes?"
Informal communication aboutchanges across hierarchy levels
Top management
Mid-management
External SAP consultants
Employees
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Mike Lehr
HOW NETWORK MAPPING CAN
COMPLEMENT OUR LEADERSHIP
IN CULTURE CHANGE
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THE CHANGE PARADOX
Also worst time to change
Easiest time to change: there's a CRISIS
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• Under the gun• Limited resources
EASY
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THE CHANGE PARADOX
Also hardest time to change
Best time to change: business is GOOD
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• "Why change a good thing?"• Success breeds hubris and complacency
HARD
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TWO KEY STRATEGIES
1. Target Change Influencers• Only takes 5-10% of a group to
change whole group• Get them organized and
communicating
2. Relationships• Management – employee relationships• The power of asking
Top Performers
Top Performers
Top Performers
Top Performers
Top Collaborators
Top Collaborators
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FOUR COMMON MISTAKES
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(We represent change)
Too self-centered
"How can we get others to change what they do if we do not change how we work with them?"
1
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FOUR COMMON MISTAKES
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Too rationalVisions, strategies and processes are
not enough
2
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FOUR COMMON MISTAKES
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Too much• Taking a step that is too big
• Trying to change everyone at once
3
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FOUR COMMON MISTAKES
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Too complexPushing on all fronts (objectives) of a strategy
4
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FIVE STRATEGIC STEPS IN CHANGE
ASSESSMENTS1. Current state and culture2. Future state and culture
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DETERMINATIONS3. Change required
4. Time frame5. Intermediary phases
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INTERNAL COMMUNICATION STRATEGY
1. Begin with 20 adjectives that describe culture
2. Sort them by similarity until there are 3 or 4 groups
3. Find a representative name for each group
4. Determine a powerful keyword for each name• These should represent 3-4 key attributes we wish to see in culture• We emphasize these attributes in all internal communications
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INTERNAL RELATIONSHIP STRATEGY
1. Examine our job• Identify 3-4 actions representing each attribute• Do these actions on a regular basis• Ensure others know you are doing them
2. Help change influencers and/or direct reports do the same
3. Regularly review actions of your employees• Reward and recognize actions that reflect key attributes• Thank them for their efforts in doing so
4. Ensure reports repeat steps 1-3 with their areas and reports
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HOW NETWORK MAPPING COMPLEMENTS…
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Identifies employees most likely to:
• Accept change initially• Influence change with others
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HOW NETWORK MAPPING COMPLEMENTS…
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Gives a "map" on how to:• Organize and coordinate these employees
• Create the right rewards and incentives to reward these change agents and influencers
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HOW NETWORK MAPPING COMPLEMENTS…
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Provides hard data to complement frontline observations on the
behaviors and attitudes of employees regarding change
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• Behaviors, values spread in networks• There are influencers who are hidden• Importance of peer-nomination• Involve – Empower - Success
KEY LEARNING POINTS
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