the gale force winds of change: the leader’s role in change … · 2013. 5. 14. · gale force...

Gale Force Winds of Change: Leading Change May 14, 2013

Annette Martell 416.800.0965 ext. 2848

[email protected] www.tekara.com l1

Amazing Conversations – Strategic Leadership – Extraordinary Results

The Gale Force Winds of Change: The leader’s role in change management

Annette Martell, ABC, MC, Fellow PMAC: May 14, 2013

All great changes are

preceded by chaos. - Deepak Chopra

Our focus

Views from the top

Basic change principles, key factors, methodology

The leader’s role

Build your leader’s tool kit for change

Sail the winds of change

Who is here?

Q: Leads an Ops team?

Q: Supports CEO leading change?

Q: Works with official CMO?

Q: Regularly practices Change Management?

Q: Applies formal change management

training?




Taking it from the top

Jacqui Allard

Head of Operations & Chief Information Officer Investment Division of Manulife Financial

Role of change

“Definitely the pace of change is dramatically faster than when I started in this industry.”

“Financial products will continue to become more complex and will require us to adapt and change more quickly.”

Taking it from the top

R. Denys Calvin Chief Operating Officer Nexus Investments Inc.

Velocity of change in Ops

“Leading change accounts for a big chunk of my day – maybe one third or half.”

“Managing change is a little like being the subway repair guy. You can’t ever take the train out of service. I run from car to car, moving passengers around so I can fix the car. Change has to be delivered while the Ops “train” keeps running.”





Leading change

Change management is not…

operational problem solving “…with change, the task is to manage the dynamic, not the pieces”

Jeanie Daniel Duck HBR “Managing Change”

Resisting change

70%

of all

change

efforts

fail

Source: HBR: Cracking the Code of Change, by

Michael Beer and Nitrin Nohria May-June 2000

Why change management

Leaders understand their roles &have clear accountabilities

Actions & words role-model & inspire desired behaviours

Change management is inclusive using an integrated approach

Leaders clearly communicate the vision of success

Employees understand their role in the change & how to support business goals

Leaders are accessible & knowledgeable to best lead change

Employees are skilled & have the knowledge, tools & supports they need to achieve success

If we ensure…. We will develop….

Knowledgeable & engaged employees who actively support & contribute to business goals

Informed leaders championing the business & owning & fulfilling their accountability for results

A culture of engagement that supports sustained business success

Successes are recognized & celebrated




Research shows…

1

3

Projects with effective change

management are 6x more likely

to achieve results

Prosci Benchmarking Report

(latest: 2012)

Change commitment curve

Questions?





Model & tools

Understand, fulfill your leadership role to be visible, active, sustained in sponsoring change

Allocate sufficient resources: your skills & time, recruit other sponsors, support change lead & build enterprise-wide change capability

Increase knowledge about leading change & being effective

Guided by strategy, apply consistent change tools

Understand, anticipate & plan for resistance

Ensure volume & pace of change is manageable for employees & support/equip them for adapting

Monitor, respond to results; course-correct

Celebrate milestones, successes

Success factors

Powerful vision drives change

Building a powerful vision involves:

• Understand reasons for change

• Clarify intended benefits

• Draft compelling statement

• Create high level measures

Sponsor paints picture

“Do not under-estimate the role of the leader in making change successful. The role of the leader, first and foremost, is to make that vision & goal well understood, clear & consequential.” Jacqui Allard: Manulife

Change team & sponsor model

Middle Managers

& Supervisors

Project Exec. Sponsor

Project Team

Operations Finance HR, L & D,

Corp

Comms

IT Team

Primary voices for project

Project champions

Project subject matter experts




Change within Ops

R. Denys Calvin

Chief Operating Officer

Nexus Investments Inc.

“Implementing change takes sustained effort over time, and can’t be done casually or “when we can fit it in.”

Change within Ops

R. Denys Calvin

Chief Operating Officer

Nexus Investments Inc.

“With its regular rhythm, the investment management business is a little like an assembly line that runs continuously. “Change management is quite different – more “job shop” style – with each change a “project” that has a beginning, middle and end.”

Change map: 4-Phase Change map




Common sponsor mistakes

1. Assuming the change trickled down

• Did not monitor or check

2. Not ensuring fellow leaders knew how to lead change

• Failed to equip them

3. ‘Dictated’ with little effort for inviting 2-way communication or feedback

4. Not celebrating milestones

• Resulting in loss of momentum

* From the 2012 Prosci Best Practices in Change Management

benchmarking report

Assess impact

How roles fit together Change map




Influenced by:

History of implementing change

Amount of other changes underway

Extent to which change

aligns - or doesn’t - with culture

Extent to which current business

practices & processes support

the change

Organizational readiness

Biggest reason is fear…

of unknown

of failure

of commitment

of disapproval

of success

Why do we resist change?

Legend:

Supportive of project; absent CM training Supportive of project; received CM training Unconfirmed

Sponsorship assessment

.

Reacting to change




Stakeholders of change

Groups, individuals essential to your change succeeding, because they:

are affected by it & must buy into it

must work differently because of it

must learn new skills, behaviors, or technology to implement & sustain it

possess the expertise essential to its success

or, likely to impede your success if they do not change.

Change map

Leading from the top…

“Communication is very, very important.”

“Change is difficult for people. People have different capacities for absorbing change & different degrees of comfort with a changing environment.”

Jacqui Allard Head of Operations & CIO

Manulife Financial

Change within Ops

R. Denys Calvin Chief Operating

Officer Nexus Investments

Inc.

“Big change projects are like eating salami. You can’t eat it whole or sideways. You have to tackle it one slice – or step – at a time, so that each slice takes you in the direction you need to go. “With multi-year projects, you need payoffs long the way. It cannot be some glorious, Roman–candle-like burst of results only at the end.”




Questions?


Communication is key

Leading from the top…

Jacqui Allard Head of

Operations & CIO: Manulife

“Communication must be multi-pronged & use varied media & approaches. It might be one-on-one meeting, team meetings or email.” “You need to make communication meaningful for people. They want to see how their part fits into the bigger whole. They want to be connected to the change & see what is in it for them; knowing that they have skin in the game.”

Key messages: communicate

Message Themes

Proof Points

Message 1 • Evidence of statement






High-level change plan

Tool Timing Audience Action/Medium Message/Purpose Lead

Sponsor

Plan

March Project Team • Recruit and/or confirm

project sponsor team

• Confirm roles and

responsibilities

Coach

plan

March Leadership • Change management

training

• Preparing team to lead

change

Comm

Plan

March Internal and

External

• Key activities for

success

• Integrated communications

Issues

Plan

April Internal and

External

• Identify, develop,

approve issues management plan

• Proactively identify,

assess, prepare for issues; readied with media

training, approved

messaging,

communications

Communication choices

What people need to know?

• What’s the business case?

• How does this change affect me?

• What are the details about “how”?

• How does this benefit me?

• What tools, resources, support provided?

• Who else is collaborating? How?

• How & when can I give input about making this an even better change?

• What happens if there’s no change?

Other models: ADKAR The ADKAR Approach to change

Source: change-management.com

Plus:

•J. Kotter

•J. LaMarsh •L. Ackerman

Anderson •or, DIY model

Proof points: effective change

On boarding

Leadership development programs

Regular educational offerings, programs (coaching teams through change)

Strategic plan features change component

Sponsors/leaders request – starting projects

Accountability built into mandates

Performance management incorporates it

Enterprise-wide methodology

Regular metrics on effectively managing




Change resources

Leading Change & Organizational Renewal

Source: exed.hbs.edu/programs/lcor

Cornell University: certificate

ecornell.com/certificate-programs/leadership-and-strategic-management-training/change-leadership-certificate/crt/

Rotman executive program

….The program is aimed at senior executives, including those at the vice president and director levels, in both private and public sector organizations. Details: rotman.utoronto.ca/ProfessionalDevelopment/Executive-Programs/CoursesWorkshops/Programs/Leading-Change




In-house change capability

Plus: Association of Change Management

Professionals www.acmp.info

Your life does not

get better by chance,

it gets better by change. – Jim Rohn


Annette Martell

ABC, MC, IABC Fellow

[email protected]

www.tekara.com

416.800.0965

ext. 2848

Questions? Feedback?

http://www.tekara.com/

the gale force winds of change: the leader’s role in change … · 2013. 5. 14. · gale force...

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