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ILRHR551:HumanResourcesLeadershipCornellUniversityILRSchool

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Transcript: Human Resources Leadership ThemodernworldofHRismorecomplexbecausewe'vegotfewerresources,asmallerteam,andsomuchmoreisdependentuponusasindividuals,andsoitpushesustothinkthroughthecapabilitiesweneedtobringtothetabletothinkaboutourselvesascoachesanddevelopersoftalentwithintheorganization.Weneedtothinkabouthowmuchofthathappensbecauseofrelationships,thepeopleweknowandourabilitytoinfluencefrombehindthescenesintheorganization.It'sthroughinfluencingchangeandinfluencingnewdirectionsfortheorganization.WewantyoutobeabletothinkthroughthecomplexitiesofthemodernHRleadershiprole,andhowyou'regoingtobethatnewgreatHRleaderthatcaninfluencerelationshipbuilding,courageousdiscussions,andchangeleadershipoftheorganizationwithinthecontextofalltheotherthingsyouneedtodo.Executingthepayrollandtheday-to-dayperformancemanagement.We'rereallyaskingyoutodomorewithless.Butit'sactuallyanexcitingtimetothinkabouthowtodothatandhowtodoitsuccessfully.Transcript: Module Introduction: Assess HR Leadership Competencies Overthelast20orsoyearsthatI'vebeenaroundtheHRfunctioneitherasaconsultantorasascholarorasanadvisor,whatI'veseenisamassivechangeinexpectationsforthefunction.Andso,goingfromtheolddaysofpersonnelwherereallythereweren'tmuchinthewayofexpectationsofus,totoday,wheregreatleadersreallyexpectalotofthefunction,orwherepeoplearestartingtoquestionwhyweneedHR,oryouconstantlyseeHRbeingbashedoutintheworld,wereallyhavetostarttothinkthatwefundamentallyneedtochange,asafunction.Weneedtostartthinkingdifferentlyaboutwhoweare,andthevaluethatwebringtoorganizations.Andthekeywayformetothinkaboutthisistoreallythinkthrough,there'sawholedifferent,newsetofcapabilitiesrequiredforustoday,thanadecadeorevenfiveyearsago.Andwereallyneedtostartthinkabout,holistically,whatwebringtothetableasHRleaders,intermsofourownacumenoftheHRfunctionandhowwellwe'reabletointegrateknowledgeacrossthedifferentaspectsofHR.Ourdeeperunderstandingofthebusiness,andwherethebusinessneedstobeheaded.Ourunderstandingofwhoweare,essentially,asanorganizationalleader.



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Andthevaluewebringofleadingourownteams.AndthenwhoweareasanHRleader.Howdo,howdowehelpshapethe,therestoftheorganization?Howdoweinfluence,andhelpmaketheleadersofourorganizationbetter.Andsowhatwewanttostarttothinkaboutiswhoweare,andwhoweneedtobe,andhowdoweunderstandwhatwereallyneedtobringtothetabletobepartofthismodernHRfunction.Transcript: HR Competencies Overthelastseveralyearswehavespentagreatdealoftimecollectingdata,doingresearch,surveys,andmeetingwithHRleaderstotryanddistinguishwhatmakesgreatHRleadersfromgoodornotsogreatHRleaderswhoaretryingtogetbetter.Andwhatwefoundisthatthere'sfourmaingroupsofcompetenciesthatseemtodistinguishthesegreatHRleaders,andthefirstofthese,really,kindoffocusesaroundthetechnicalexpertiseoftheHRfunction.Thesecondsetofthesecompetenciesisbusinessacumen,orknowledgeofhowthebusinessissuccessful.Thethirdarereallygeneralleadershipcompetencies.Thosethatmakeanddistinguishgreatleadersasarule.AndthefourthisreallyaroundthoseHRleadershipcapabilities,orcompetencies,thatarespecifictotheHRroleitself.Andso,partofwhatwe'vefoundisthatbeingstronginanyoneofthesedoesn'tovercomebeingweakintheothers.Sowe'dreallyencourageyoutothinkabout,howareyougoingtobuildyourcompetenciesineachofthese,right?SotobeagreattechnicalexpertinHR.Tohavestrongbusinessknowledgeandbusinessacumen,tohavestronggeneralleadershipcompetencies,andthenreallytohoneinanddeveloptheHRleadershipcompetencies,theleadershipcompetenciesthatarereallyintrinsictotheHRfunctionitself.

Transcript: HR Technical Competency

ThefirstgroupofcompetenciesthatwefoundtobecriticalforHRleaderstobesuccessfulandexcelreallyfocusesaroundtheirstrengthsandknowledgeoftheHRfunctionitself.SodevelopingwhatwewouldcalldeepHRtechnicalexpertise,and,andprobablynotsurprisingtoanyofyou,ifyou'regoingtobeatopHRleader,youreallyneedtohavedeepstrengthswithinthedifferentareasofthefunctions.So,youknow,deepknowledgeofcompandexecutivecompensation,knowledgeoftraininganddevelopment,knowledgeofleadershipdevelopmentandhowwedevelopleaders,knowledgeaboutstaffingandresourcingoftalent.Knowledgeofourownselectionandhowdowechoosethebestpeople.AndpartofIthinkwhatreallypullsalltheseareastogetheriswhatwe'dcallHRCompetencyorTechnicalExpertisearoundHR'sstrategy.Reallythinkingabout,howdoyoupullfromacrossthesedifferentfunctionalareasandcollectivelydevelopasystemofpracticesthatshapethewho,when,whereandhowofHR,right?Sohowdowegettherightpeopleintherightplaceattherighttimewiththerightskills.



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So,thethoughtisifyou'regoingtodothatwellandbeagreatHRleaderyouhavetoknowhowtoleverageeachofthosedifferentareas,right?Again,fromnegotiationsandemploymentlaborlawallthewayupthroughyounow,executivecompensation.SothefullsuiteofHRacumeniscriticaltobeanHRleadertoday.Transcript: Business Acumen Competency Thesecondgroupofcompetenciesthatwe'veidentifiedfallsaroundthisnotionofbusinessacumen.AndprobablyoneoftheareasthatHRleadersstrugglethemostisreallyunderstandinganddrivingbusinesssuccess.Andsopartofthatreallyisourbeliefisthatwe'vegottodevelopstrongeracumen.MakeourHRleadersbusinessleaders,right?Sothatmeansthatyouneedtohaveadeepunderstandingoffinanceandaccounting,adeepunderstandingofcompetitiveadvantageandhowourcompanieswininthemarketplace,anunderstandingoffuturestrategyandreallythinkingaboutgrowthasanorganizationandhowwillwegrow,bothsustainablyandsuccessfully.Partofitisreallyaroundanalyticsandstatistics,socanweparsethroughdataandunderstanddeeperkindofwhat'shappeninginsidetheorganization.Andwhatwe'vefoundisthattheleaderswhoaremostsuccessfulatinfluencing,atkindofdrivingperformancethroughHR,reallydeeplyunderstandthebusiness.Andsowe'dreallyencourageallofyoutofocuson,doyouhaveenoughofthatbusinessknowledge?Canyouknowthebusinessaswellastheotherleadersthataresittingaroundtheleadershiptableasdecisionsarebeingmade?Transcript: General Leadership Competency Thethirdgroupofcompetenciesthatwe'vefoundtobeimportantreallyfocusaroundwhatIwouldcallgeneralleadershipcapabilities.It'saroundthecapabilitiesthatmakegreatleadersgreatleaders,andit'snotsurprisingthatifyou'regoingtobeagoodHRleader,youneedsomeofthosegeneralleadershipcompetenciesaswell,andsolotsofthingsseemtodistinguishgreatleaders.Oneofthoseisgreatcommunicationskills.Theabilitytobothverballyandkindof,inapictureorgraphicway,reallycommunicateamessageoranideaquicklytoalargegroupofpeople.Wealsoseethatcriticalthinkingandparticularlyintoday'sworldwherethingsaremovingsofast,there'snogreat,generalbestpracticesanymore.Whatweknowisthatpeoplehavetobeabletothinkandthinkquickly,reasonthroughtoughsituationsandreallykindoffigureoutwhat'sbestinaparticularsituation.Socriticalthinkingandreasoningarereallyimportant.Athirdonethatwefindtobereallycriticalforleaderstodayisreallyteamworkandcollaboration,right?So,somanythingsaredoneacrossfunctionally,acrossdepartments,acrossdivisions,youreallyneedtothinkthroughhowyou'regoingtobeagreatcollaboratorandreallyteamwellwithothers.Andincreasingly,again,goingbacktothisspeedandpace,



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flexibilityisanotheroneofthesegeneralleadershipcapabilitieswefindtobecritical.Beingabletohandledifferentsituations,different,activities,differenteventsthatcropupoutofnowhere,sobeingabletobeflexibleandfastisreallyimportant.Anotheronethatreallyseemstobeimportantiskindoftheglobalperspective.Evenforthoseofyouwhoareinlocalcompaniesorsmallercompaniesincreasinglyarefindingglobalcompetitionorglobalopportunity.So,havingabettersenseofwhat'sgoingonintheworld.Andthen,finally,Iwouldsaythat,asallleadersdo,youhavetobeabletosetavision.Andasyoustarttohaveyourownteam,ormultipleteamsreportingintoyou,youhavetothinkabouthowtosetalargervisionforyourgroup,sothatpeoplecankindofmoveinadirectiontogether.So,acrossthose,again,whatwethinkofforHRleaders,ispartofyourroleistobeagreatleader.NotjustanHRleader,butaleaderingeneral.Andsothinkingabouthowtodevelopandshiftyourselfaroundthosegeneralleadershipcompetenciesiscriticalaswell.Transcript: HR Leadership Competency ThefourthgroupofcompetenciesthatweidentifiedisalmostwhatIwouldcalltheaccelerator.So,thethingsthatreally,intheend,differentiategreatHRleadersfromtherestofthegroup.Andthesereallyfocusonthingsthataremoreaboutbehaviorsorcapabilitiesthatarethingsthatarereally,whatIwouldcall,hardtoworkon.Orthingsthatmaybepartofyourpersonalitythatyou'regoingtohavetoreallychipawayatovertime.Andalotofthesethingscanbelearned,soIdon'twanttodiscourageyou,butittakesmoreeffortpotentiallythansomeoftheotherbucketsthatwetalkedabout.Thefirstofthesebigcompetencies,andIwouldcallthis,broadly,courage.So,thewillingnesstostandup,thewillingnesstovoiceanopinion,thewillingnesstopushback.Sohavingcourageandabilitytohandletoughsituationsandvoiceyourself.Third,orsecondoftheseiswhatIwouldsayisrelationshipmanagement,sothinkingaboutyoubecomeamanagerandreallydeepenrelationshipsthroughouttheorganization.Increasingly,thisthirdonebecomesimportantaswellintheworldoftodayisconstantlydrivingchangeandthinkaboutwhat'stheHRleader'sroleinsupportinganddrivingchangefrom,fromthebackseatratherthanthefrontseat.Fourthcompetencythatfallsintothisbucketiscoaching,andincreasinglywesee,particularlyforHRgeneralistsandHRbusinesspartnersisthisneedtothinkabouthowyoubecomethecoachoftheorganization,howdoyouhelpdrive,businessperformancebybuildinggreatleaders.Andthenfinally,thisnotionofconsulting.Andconstantlywhatwe'reseeingfromorganizationstoday,isthat,HRisafunctionthatisaboutthinkingwheretheorganization'strytogo.Theblocksthatarepreventingusfromgettingthere.Andthinkingabout,howdowechangetheorganization?Howdoweshapetheorganizationsothatwecandrivebetterbusinessperformance?So,really,thosefivekindofcharacteristics,capabilities,competencies,seemto



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bewhatkindofacceleratetheabilityofHRleaderstobesuccessfulanddrivegreaterperformanceinsidetheorganization.Andwereallyencourageyoutothinkabout,wheredoyousitoneachofthese?Andwherecanyouusethegreatestdepth,intermsofbuildingyourownskillsandcapabilitiesinthisarea? Transcript: Module Introduction: Build HR Leadership Relationships IntheworldofHRtoday,andwestarttothinkaboutwhoarethemostsuccessfulHRleaders,somuchofitcomesdowntotheabilitytoinfluencefrombehindthescenes,theabilityforyoutokindofinfluencebecausepeopletrustyouropinion.Theyhaveadeeprespectforwhatyoubringtothetable.Anditreallycomesdowntotherelationshipsthatyou'vebuiltinsidetheorganization.Andthatstretchesallthewayfromrelationshipsyou'vebuiltwiththemostseniorleadersthatyou'rehelpingtoprovidesupportto,allthewaydowntothefrontlineemployeeswithinthatgroup.Andcanyougetfromthemtheinformationyouneedtohelpfigureoutwhat'swrongintheorganization.Tofeelthepulseofwheretheorganization'sgoing.Andtoconvincepeopletogetbehindchangesandnewdirectionsinsidetheorganization.AndanyHRleaderthat'ssupersuccessfulinthisworldtodayreallyunderstandsthatsomuchofthatisbuiltthroughrelationships.Thattheyhavetheserelationshipsthroughoutdifferentpartsoftheorganization,fromthehighestlevelstothelowestlevelsthatgivethemaccesstothisandreallyhelpthemthroughtheirownabilitytoinfluencetokindofshiftthedirectioninnewwaysandinaquickway.Anditgivesthemaccess,again,toknowledgetheywouldn'totherwisehaveandreallythinkingthrough,doyouhavetherightrelationships?Haveyoukindofbuiltoutthoserelationshipsintherightway?isafundamentalpartofunderstandingthatyourcapabilitytobeanHRleader.Transcript: Building Relationships Intheresearchagainthatwe'vedoneonHRleaders,thatoneofthekeycapabilitiesthatwe'veseenthatreallydistinguishesgreatleadersistheirabilitytobuildrelationships.Andthere'sareason,Ithink,thatthisissoimportant,thatthisabilitytobuildrelationships.AndpartofitisbecausemuchofwhatwetrytoaccomplishthroughHRisdonethroughinfluence.It'snotdonethroughlineauthorityorpowerorbudgetpower.It'sdoneinourabilitytoconvinceotherpeopletofollowourlead,basedonourabilitytoconvincethemwhythattheywanttodowhatwewanttodoeventhoughitmaynotbeeasyforthem.Soalotofthat'sgoingtocomethroughtheabilitytoinfluencefolksthroughtherelationshipswe'vebuiltovertime.ItalsohelpsusasHRleaderstogetaccesstoinformationweotherwise



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mightmiss,right.Sotheextentthatwehaverelationshipswithseniorleaders,withmid-levelleaders,withfrontlineemployees.Oftentimesthosepeoplecomeandtellusthingsthatwemighthavenotbeenabletoobserveourselves,sotheserelationshipsthatwe'vebuiltgiveusgreataccesstoinformationwemighthavemissed,andthenfinally,we'reoftendealingwithpeople,right?Soit'snotthatwe'redealingwithmachinesorcomputers.Andsowhatweknowaboutpeopleisthatthey'vegothiddendeepermotivations,right?Sotheextentthatweknowpeoplebetter.Imightknowifthisperson'sreallyseekingahigherlevelleadershiprole,orifthey'recontentbeingatthelevelthey'reat.Oremployeeswhoarenotperformingandit'snotaboutthelackofskillorcapability,butIknowthere'ssomethinghappeningathomeorIknowthere'ssomethinghappeningintheirprivatelivesthat'sreallyaffectingand,impactingtheir,thewaythatthey'reworking.Sothemorethatwehavetheserelationships,themorewecanbesuccessful.IncreasinglywhenIthinkaboutthiskindofabilitytobuildlastingrelationships,there'safewimportantthingsforustokeepinmind.Thefirstoftheseisifwe'regoingtohavetheserelationshipswehavetoknowthesedifferentkeyconstituentsinsidetheorganizationbothprofessionallyandpersonally.Ican'tjustknowthemastheirworkperson.Again,asImentioned,youhavetoknowthemasthewholeperson.Sowhatmotivatesthemandexcitesthemoutsideofworkoftenisjustasimportantaswhathappensatwork.Wealsohavetothinkthatthisisacontract,right?Soaswebuildtheserelationships,wewanttothinkabouthowdowedevelopthecontractofwhattherelationshipisgoingtobewiththem?Andeverymanager,everylineemployeeisgoingtolookatthisslightlydifferentlybasedontheirownexperience,theirownpersonalitytype.Andso,foreachoneofthesewehavetodevelopanexplicitorimplicitcontractofhowwe'regoingtointeractwithoneanother.Clearly,ifwe'regoingtobesuccessfulovertime,wehavetodeliveronourcommitmentsanddemonstratethatwecanbetrusted,right?So,ifsomeonesharesprivateinformationaroundhowtheleader'sbehaving,Ican'timmediatelyruntotheleaderandtellthemwhatthatpersonsaid,right?Ihavetothinkabout,howdoIkeepconfidentialinformationconfidential?HowdoImakesurethatpeoplearen'tkindofthrownunderthebusinfrontoftheotherpeople.Sothattheyreallytrustustogiveustheinformationthatwewant.AndIwouldalsorecommendasyoudeveloptheserelationshipsyouthinkaboutregularlygettingfeedbackfromthosepeopleastohowyou're,howyou'redeliveringagainstthoseexpectations.Areyougivingthemwhattheywant?Isthisrelationshipworkingasthewaytheywantitto?Soagain,wewanttothinkabouthowimportantthesethingsareandhowwe'regoingtobuildthemandmakethemlastovertime.



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Transcript: Relationships as Contracts

Oneofthekeypartsaroundbuildinglong-termandsustainablerelationshipsacrossthecompanyforHRleadersisreallyaroundthisnotionofcontracting.AndIdon'tmeansittingdownandwritingaspecifichandwrittencontractthateveryonekindofsignsoffon.Butit'sthisnotionofanapproachtothinkingabouthowdoyouestablishthegroundrules.Howdoyouestablishthekindofguidelinesandtheperimetersaroundwhichtherelationshipwillbebuilt.Andsoforanygoodcontractingthatyou'regoingtodowithyourlineleaders,withlineemployees,withpeers,itstartswiththisnotionofnegotiatingwants.Whatdoesthispersonwantfromyou.Andinturnwhatdoyouwantfromthatindividual?Ifthisrelationship'sgoingtowork,bothsidesofthewantshavetogetoutonthetable.Wealsohavetoknowthatwe'reoftendealingwithmixedmotivations,right?Thatpeoplewanthelp,theywanttosucceed.Butthey'reoftennervousaswelltokindoftellyouaboutthingsthatthey'reworriedaboutintermsoftheirownweaknesses.They'reworriedaboutthetrustfactorofwhetherornotiftheysharesomethingwithyou,ifit'llbeusedagainstthemlater.Sowehavetothinkaboutthischallengeofthemixedemotionsthathappenaswehaveandbuildrelationshipsacrosstheorganization.Wealsohavetoknowthatanyrelationshipwebuildwithasingleindividualmayimpacttherelationshipswehavewithotherindividualsintheorganization,right?SoasImoveupintheorganizationIstarttobuildrelationshipswithhigherlevelleaders.PeopleatthegroundlevelwhereIstartedasanHRleader,ormaybeasanindividualcontributor,arestartingtoworryabouthowmuchthey'regoingtolose.Howmuchwhattheyhavedoneandrelationshipsthey'vehadwithmeinthepastaregoingtobecomediminishedbecauseI'vemovedupintheorganization.Sowehavetothinkaboutthisnotionthatpeoplealsofeellossofcontrolastheystarttoseemebuildrelationshipswithotherpeople,right?CauseI'mnotaoneononewiththemanymore.So,IhavetothinkaboutandrememberthatasIbuildtheseotherrelationships,thatIhavetomaintainkindofthetouchpointsandconnectionswiththepeopleI'vebuiltrelationshipswithinthepast.Andthen,finally,thisnotionofcontractingreallygetsdown,again,thenotionoffirmgroundrulesandresponsibilities.Whatarethewaysthatwe'regoingtointeract?Whatarewegoingtointeractaround?Andwhataretheresponsibilitieseachofushasinthisrelationship?Soattheendofthedaywecanbothbeheldaccountablefortherelationshipandwhatit'ssupposedtoaccomplish.Transcript: Preparing for a Contracting Relationship Asyoustarttothinkaboutthisnotionofcontractingwhichmaybealittlebitofadifferentapproachforsomeofyou,Iwanttomakesureweworkthroughwhataredifferentpartsofthecontracts,whataredifferentwaysyoucanthinkaboutbreakinguptheactivitiesthatshouldbepartofanygoodcontractingexerciseorexperienceyouhavewiththefolksyou'retryingto



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buildtheserelationshipswith.AsIthinkaboutbuildingrelationshipsmyself,oneofthefirstthingsIliketothinkaboutiswhat'sthecurrentstateoftherelationshipwiththisindividual?Dowehaveapastorpastrelationship?Haveweworkedtogetherinthepast?Havetherebeenpastthingsthatwe'vekindofnegotiatedtogetherthatwe'regoingtoworkoncollectively?AndthenIwanttothinkabouthowthatcontrastswithwhatIthinkaboutthepotentialfutureroleorfuturestateofthisrelationshipshouldbe.Right?So,wherewerewe,wherearewegoingto?IsthisabrandnewpersonI'mjustestablishinggroundruleswith?IsthissomeoneI'veworkedwithalotovertheyears,butIwanttotakeittoanewlevel?SoIwanttothinkabouteachofthosedifferentrelationshipsslightlydifferently.So,Ialwayswanttpstartwiththatkindofreviewofwherewewere,andthenwherewewanttogo.Thesecondpartofthiskindofreviewingandestablishingisreallyaroundthescopeoftherelationship.Sowhenandwhereisthisrelationshipgoingtotakeplace?Isthisgoingtoberegularmeetings?Isthisgoingtobeinfrequentmeetings?Sowhat'sthescopeofwhenthishappens?Wherearewegoingtodothesemeetings?Whenarewegoingtokindofgettogether.Howbigorcomprehensiveisthisrelationship?Isitonlyaroundonesmallaspectofajob?Orisitaroundkindofsouptonuts?I'mgoingtobekindofembroiledwiththis,embeddedwiththispersononamorefrequentbasis.AndthenIwanttoalsoexplicitlymakestatementsofwhat'snotinvolvedinourrelationship,right?I'mgoingtohelpyouasacoach,butI'mnotgoingtohelpyouinkindofdaytodayoperations.OrI'mreallyheretohelpexecutethedaytodaybusinessoftheplacebutwe'renotyetcomfortablewithmebeingacoachtoyou,right?Sowewanttoestablishagainbothwhat'sinand,andwhenthat'sgoingtakeplace,butalsoexplicitlyaroundwhat'snot.SoifI'mgoingbeheldaccountableforthis,IwanttoknowwhatI'mnotheldaccountableto,aswellaswhatIam.AndthenIthinkwewanttomakesurethatthere'sclearobjectivesagain,right?Sothekindofwhat'sin,wehavetocodifyintermsofspecificobjectivesofwhatwe'regoingtotryandaccomplishtogetherinthisrelationship.Transcript: Collaborate with Partners InthemiddlepartofthiscontractingIthinkwherewewanttogetwithourpartnerwe'recontractingwithisaroundthenotionofhowwe'regoingtocollaborateandifIhadtodescribethedifferentwayswecancollaborate,I'dprobablythinkofitinthreedifferentways.Soonewouldbekindofthepurchaseofexpertise,rightorthepurchaseofaconsultant.Andoftenwhatwe'dexpectinthatsituationistheirrelationshipwithmeistheyjustwanttohearfrommewhenthey'vegotaproblemandtheywantmetosolveitright?Andsothat'safairlydangerouspositionIthinktobein,isbecausethey'recountingonyoujustforthatexpertisetokindofdropin,dropyourwisdom,hopeitworksandthendropout,right?Soreallyeasy,inthatsituation,foryoutogetblamedandnotgetanycredit.ThesecondofthesedifferentcollaborationstyleswouldbewhatIwouldcallthedoctor/patientstyle.Whichistheycomein,theydescribetheirsituation.Theysayhey,I'vegotacough,tell



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mewhatdrugsIneedtofixit,right?Andsothey'veidentifiedclearlytheproblem.Theywantyoutohavetheexpertise.Andtheywantyouthentoguideandkindofshapethekindofsolutiontotheirproblem.Soit'salittlebitmoreengaged,right?Yougettogetinandreallykindofdiagnoseisthecoughjustacough,oristheresomethingunderneaththecough,right?So,inthecontextofoursituationoftenit's,heyI'vegotaproblemwithturnover,comeinandhelpmeunderstandwhythere'sturnover,andthenfixitforme,right?Sowegetalittlebitmoretimetointeract,alittlebitmoretimetokindofgatherdataandunderstandtheproblem.ButintheendweastheHRleader,stillownthesolutionandifthesolutiondoesn'tworkweoftenareagainheldaccountableandblamedforitnotworkingout.Thefourthonewouldbe,orthirdoneI'msorry,iswhatIwouldcalltruecollaboration.Inthistruecollaboration,weworkcollaborativelyandcollectivelythroughouttheprocess.Soweworktogethertoidentifywhataretheproblemswewanttoworkon.Weworktogethertounderstandwhat'sthebestwaytogatherdatatomorethoroughlyunderstandwhat'scausingtheproblem.Wethenworktogethertokindofinterpretthosefindings.Andthenwecollectivelythinkaboutwhichofthesewereallywanttowrestlewith.Whichproblemsarethemostimportant.Andcollectivelydevelopaplanandsetofrecommendationsandactions,togoaboutthis,right?Andso,partofwhatIwouldreallyexpectyoutodointhiscollaborationandcollaboratingpartofthecontractingisfigureoutwhereyousitonthisspectrumwithyourpartner.Anddoyouwantthekindofmostbasic,whereyoujustdropinanddropyourwisdom?Doyouwantthesecondonewhereyougettogetalittlebitmoreinvolvedintheidentificationofproblemsbutyouownallthesolution.Orthethirdone,whichIthinkistherichestexperience,whereyoureallycollaborativelytrytoworktogethertounderstandwhat'swrong,howtounderstandmoredeeplywhat'swrong,reallyinterpretthosefindingsandfigureoutwhatyou'regoingtoworkonandthenmakerecommendationsandactions.Partofthiscollaboration,again,isreallythensayingwhat'sinandwhat'sout.Whatdoesthispersonwanttoworkon?Whatdotheynotwanttoworkon?Whatinformationwillyouorwon'tyoushare?Right?Soparticularlyinanexamplelikecoaching,youwanttomakesurethatifyourgoingtobecoachingandbringingtheminformationaroundwhatotherpeoplesaid,youhavetobeveryclearthatyou'renotgoingtototellthemspecificallywhatanyindividualsaid,orevenwhatacollectivesetyou'rereallygoingtodistillthisintokindofbroadersummariesorthemesandthencollectivelyworktogethertofigureoutwhatyoutwoaregoingtocommittoworkingontogetherbutagainthiscollaborationorunderstandthecollaborationisreallykeytounderstandingwhatisityou'regoingtodeliverandhowyou'regoingtoworktogetherwiththisperson.Transcript: Forming the Relationship Thefinalpartofthiscontractingisreallythekindofexplicit,again,codificationoftherelationshipandhere'swhereIwanttomakesurepersonallyasI'mdevelopingthe



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relationshipsthatItryandspelloutsomeoftheformsorthekeyformsthatthisrelationshipwilltake.Sohowformalisthis,howinformal.Isthissomethingwe'regoingtohaveinwrittendocumentation,oristhissomethingthat'smorekindofoff-line?Again,wewanttothinkaboutthefrequency.Howoftendoweneedtogettogether?Howfrequentlyarewegoingtomeet?Wealsowanttothinkaboutlocation.Isthissomethingthat'sgoingtobedoneinanofficespace?Isthisgoingtobedoneinthebreakroom?Isthisgoingtobedoneoverdinnersomewhere?Right?Sowe'vegottothinkabout,again,kindofthedimensionsonwhichwe'regoingtocreatesomeformalityaroundthisrelationship.Wealsowanttothinkaboutsupportandadditionalinvolvement.Whoelsemightweneedtoengageinthisrelationship?Whethertokindofsupportinfrastructure,doweneedsomeexternalfolks,doweneedsomemoreinternalpeople.HowmuchadditionallydoIwanttogetinvolvedfromotherperspectivesonthisperson'swork.Wealsowanttothinkpotentiallyaboutatimeschedule,right?Soaswe'regoingtomeetandsolveaparticularthingtogetherarewegoingtomeetonadailybasis,isthisweekly,isthissomethingthat'sgoingtohappenovermultiplemonths,multipleyears,right?Soagain,wewanttothinkaboutwhat'sthetimescheduleinwhichthiswilltakeplace.Andthelastoneisconfidentiality.Andagain,wewanttothinkaboutconfidentialityintermsofotherdatathatwemaypullin,orotherfeedbackthatwemaygetfromothers.ButalsotheconfidentialitybetweenmeandthispersonI'mcontractingwith,right?IfI'mhelpingthem,doingsomecoaching.AmIabletosharethatcoachinginformationtootherleadersintheorganizationaswethinkaboutsuccessionplans?Oristhisonlyforthetwoofustoworkon?Allright,sowewanttoreallythinkaboutthisnotionofconfidentialityand,andhowmuchcanbeshared,bothoutsideoftherelationshipandinsidetherelationship.Andonceagain,inandoutintermsofwhatthispersonandwhatIamwillingtoshareintermsofdataandinformationthat'sbeingexchangedfromtherelationship.Transcript: Initiating the Relationship Idon'twanttoaddtoomuchstructuretosomethingthatshouldbesomewhatnatural,right?Sohavingameeting,kindofdevelopingthatinitialrelationshipshouldbefairlynaturaltomanyofyou.ButIdowanttohelpyouthinkaboutwaystoplanforthatmeeting,tothinkaboutcreatingsomestructuretomakesurethatyougetoutofthatmeetingeverythingyouneed.Andthefirstpartofthisisreally,theinitialpartofthemeetingisarounddefiningtheproblem.Andso,Iwouldalwaysopenthatwithapersonalacknowledgements,right,sosomethingtotheextentof,heywe'vebeenworkingtogetheralotforthepastyearandhalf.IthinkI'dliketoseeourrelationshipmovefromheretohere.Or,we'rejustgettingtogetherforthefirsttime,I'manewHRleaderinyourorganization,here'swhatIthinkthatwecandotogether,right?Some,someacknowledgmentaroundwherethepastsituationhasbeen,thepastrelationship.



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Andagain,futureofwhereitcouldgo,right?Sosomeacknowledgmentaboutkindofwhattherelationshipstateistoday,butwhereitcangointhefuture.Iwouldalsothenencourageyoutothinkaboutgettingthelineleaderortheclientorthepersonyou'retryingtobuildtherelationshipwithtosharetheirthoughtsandsummaries,right?Sowhatisitthattheywant?Whatisnew,what'shappening?Andalsothenbeabletoreiteratetothemwhatyou'veheardthemsay,right?Sowhatisityouknowabouttheirsituation.Whatisityouknowaboutthethingsthatthey'refacing.Whatisityouknowabouttheirparticularorganizationortheirparticularpartoftheorganization,ortheirjob.Andwhatdoyouthinkisnewthatyoucanbringtothetable,right?Sosomeagain,combinationofgivingthemachancetohavesomevoice,earlyinthemeeting.Butalsothenbeingabletosummarizeyourperspectiveonthatsituationaswell.AndIthinkoneofthemostimportantthingsis,asaHRleaderistobeabletocommunicateyourunderstandingofthem.Andyourunderstandingofanyproblemsthattheymayface,right?AndsooneofthethingsIknowfrombeingaconsultant,fromworkingwithlotsofdifferentorganizationsandpeople,isthateverypersonhasafeelingwhateverproblemstheyfacearesomewhatunique,right?Iftheyweren'tuniquethentheyshould'vebeenabletosolvethem,right?So,wewanttoalwaysbeabletocommunicateunderstandingthefactthatthereisuniquenessaboutthesituationthattheyface.And,wewanttoagain,beabletorestateforthemwhatwebelievethatproblemorsituationtobe.Ortheorganizationofcontextinwhichthey'rethey'resituated,andwehavetobeabletorestateourownbeliefsaboutthat.Andthengivethemsomereassurance.YesIunderstandthatyoursituationisdifferent,thatyourfacingthemostdifficultproblemsinthewholeworldthatnooneelseeverfaced,butletmetellyoualittlebitabouttheperspectiveIbring,theexperienceIbring.InsituationsthataresimilarthatshouldgiveyousomeinsightastohowIcanhelpyouhere,right?So,Iwanttokindofgivesomecredencetothefactthattheybelievetheyarekindoftheseuniquespecialbutterfliesfacingproblemsnooneelsehasseenbefore,butreallythendrivehomeatwell,yes,your,yourproblem'salittleuniquebutI'vegotsomeexperienceofsituationsthatareverysimilarthatcanreallytranslatewellhere.Theycanhelpyoualottofigureoutwhat'sgoingon,helpyoutosolveyourproblems,helpyoutokindofdrivebetterperformancehere,whateveritmightbe.Youwanttobeabletoofferthatkindofyinandyang,right?Thatthisissomewhatdifferent,butI'vegotlotsofexperience,lotsofcredibility,lotsofknowledgethatcanreallyhelpthatkindofoverlaporareclosetowhatyoufacethatcanreallyhelpyouwithasituation,right?Soagainwanttokindofreassuretheminthiskindofopeningthatwegetthem,weunderstandthem,reallytrytomakeitexplicitthatwe'retryingtodrivearelationshiphereand,andsetthegroundrulesbutalsokindofgivethemthatsensethatIgetit,Iunderstandwhatyou'refacingandIthinkthatIcanhelpyou.



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Transcript: Reach Agreement Thesecondpartofthecontractingmeetingreallyhastobeaboutthenotionofreachingagreement.AndIthinkthatwillcomeinlotsofdifferentwaysandlotsofdifferentwaysforyoutomakesurethatyou'rewalkingoutofyourmeetingormeetingsrightsometimesit'sgoingtotakemultiplemeetingstoactuallygettofinalagreement,iswewanttomakesurethatthroughouttheprocesswe'vehadanexchangeofbothwhattheclientorthepersonthatyou'reworkingwithwantsfromyou,andwhatyouhavetoofferforthem,right?SogettingabettersenseofwhattheyexpectoutofyouastheirHRleader,whattheyneedfromyouinthisparticularsituation,whattheymayneedfromyouasacoach,right?Kindofexplicitlyunderstandingwhattheywant.Andexplicitlymakingsurethattheyunderstand,theyknow,whatyouthinkyoucangivethem,right?Sohavingthatexchangeaboutwantsandoffersisimportant.Andviceversa,right?Iwanttomakesurethatweputexplicitlyonthetablewhatwewantoutofthisrelationship.Whatwethinkthattheyneedtoofferusinreturn,right.What,what'sgoingtobethekindofreciprocityinthisrelationship?Thatit'snotjustallaboutmegivinggivinggiving.ButIhavetobeabletomakesurethatifthere'sthingsthatareimportantformeaswell,wegetthatonthetableinthismeetingorsetofmeetings.Weneedtoessentiallyreachanagreement,right,thatkindofrulesofhowwe'regoingtointeract,what'sinandwhat'sspecificallyoutofthisrelationship.Wehavetobeexplicitintermsofthatagreementandsodon'teverwalkawayfromthemeetingassumingthattheyagreewithyou,right?Iwanttomakesurethattheyhavegivenmeaverbalagreementthatit'strue,we'regoingtoworkonthis.I'mgoingtomakesureI'mprovidingyoutheseaspectsofHRleadership,butI'mnotgoingtodothis,right?Ifyoudon'twantmetobeacoach,Iwanttomakesurethat'sexplicit.So,sixmonthslatertheydon'tcomebackandsay,whydidn'tyoucoachmeonthat?Whydidn'tyoutell,right?SoIwanttomakesurethat'sallveryexplicitlyagreedonbeforethemeetingcloses.Ialsowanttomakesurethatthere'ssomefeedbackloopshereintermsofcontrolandcommitment,right?So,howcommittedareeachofyoutowhatyou'veagreedon?Who'sgoingtoownwhatpartofarelationship?Who'sgoingtoownwhatpartofthenextsteps?Wewanttomakesure,again,ifwe'veagreedthatthesearethethingsthatwe'regoingtoworkontogetherwe'regoingtomakesureweknowwho'sreallygottheactionitemsornextstepsforeachofthose,andwhat'sourlevelofcommittment.Andagainbeforethemeetingcloseswewanttorestatetheactions.What'sgoingtocomenext?What'sthenextsteps?Howarewegoingtodothat?Whoownswhat?Andwhat'sthetimeframeonwhichthesearegoingtohappenright?So,thislastpartofthecontractisreallyabout,whatarewespecificallygoingtodo?Howarewegoingtodoittogether?Explicitagreementuponthat,andthentheactionstepsforourmovementforward.Soitreallyshouldlayoutforyou,thekindofactionablepartsoftherelationshipgoingforward.



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Transcript: Relationship Interaction Planning WheneverI'mdoingcontractingtoeitherestablishanewrelationshipwithsomebodyortothinkaboutchangingtheexistingrelationship,IalwayswanttogothroughaprettyquickchecklistinmyownmindtomakesurethatI'mpreparedforameetingwiththatperson.ThefirstisthatIwanttothinkaboutwhatdoIperceivetobethebalanceinresponsibility,againgoingbacktothenotionofisthisjustastraightconsultingexperience,isthismoreofadoctor/patientrelationship,isthismorecollaborative,afullycollaborativerelationship?WhatdoIthinkorwantthebalanceofresponsibilitytobe?Partofthatincludes,whatdoIspecificallywantfromthisclient?OrwhatdoIwantfromthispersonI'mtryingtocontractwith?Iwanttoreallythinkthroughthatnotionofwhat'simportanttomeoutofthisrelationship.Ialsowanttothink,whatisitI'mgoingtobeabletobringtothatperson?WhatamIreallyofferingintermsofexpertise,perspective,knowledge,thatcanhelpthispersongetbetterortoimprovetheperformanceoftheirorganization.Ialsoprobablywanttothinkthroughinmyownperspectiveforeither,ifI'vegotapastrelationshiporknowthispersonatall,whatmightthispersonwantfromme?Whatmightbetheunderlyingthingsthataregoingtobeimportantforthem?IalsowanttothinkaboutwhatresistancemightIanticipate?Wherewouldtheywanttopushback?Wherearetheylikelytopushback?Wherearetheylikelytosay,nothankyou.EventhoughIknowIcangivethemthat,orknowthatit'simportantthattheyprobablyneedthat.WherewouldIexpectthatresistancetocomefrom?Andlast,Ireallywanttothinkaboutwhatwouldmakemewalkawayfromthisrelationship?Isit,istheresomethingsountenablehereintermsof,theywantmetojustbeaconsultant,butIwanttobecollaborative,or,theywantmetotellthemeverylastdetailthatanyindividualsays.What'sgoingtoforcemetoreallywalkawayandsay,youknow,I'dliketohelpyou,butIjustcan'tworkundertheserelationshipkindofparameterswithyou.So,again,Iwanttothink,istheresomekindofbreakpointinwhichIsay,well,yeah,no,Ijustcan'tdothis.Right?Soagain,havingthatchecklistforyourselfreallyhelpsyouto,Ithink,anticipatethebestwaytoprepareandreallydeliverboththerelationshipandthecontractingmeetingitself.Transcript: Module Introduction: Coach Effectively as an HR Leader Manyorganizationshavespentalotmoretimeinthelastdecadereallythinkingabouthowtheybuildleadersinternally.Howdotheybuildleaderswhoarereallysuccessfulandabletonavigatethetoughwatersofbeingaleaderinsideorganizations.Andasthat'shappenedbynature,ourroleasanHRleaderhasgravitatedmoreandmoretothisnotionofhowdowebeacoachtothoseleaders?Howdowegivethemthehelptheyneed,thedevelopmentalfeedback



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andhelpthemthinkthroughtheirownpersonalchallenges,theirownweaknessesasleaders.Andhelpthemthinkthroughhowdotheydevelop,aplantogetbetterasaleaderandwe'reinauniquepositionasanHRperson,asanHRleaderinthatwe'renotdirectlycompetingwiththemforanextpromotion.We'renotdirectlycompetingwiththemforhigherlevelleadershipopportunitiesinthecompany.Andso,theycanoftentrustustogivethemthattoughfeedback.Theycantrustustokindofpushthemindirectionsthatmaybepainfulatfirst.Butcriticalifthey'regoingtobesuccessfulathigherlevelroleswithintheorganization.Andsowecanplaythisuniqueroleascoachwherewecandoallthesethingsthatareessentialtohelpbuildtheleadershippipeline,andreallymakeleadersmoreeffectivebothintheircurrentjob,butalsogetthemmorepreparedforfutureleadershiprolestheyreallyaspiretoinsidetheorganizationandwereallywanttothinkthrough,howdoyoubethatcoach.Andhowcanyouperformthisroleofdevelopingleaderstosucceedintoday'sorganization?

Transcript: The HR Coaching Role

Insideorganizationstoday,IthinkoneofthehottestwordsthatIcontinuetoheariscoachorcoaching.Andincreasinglywhatwehearfromlineleaders,businessleaders,notHRleaders,butthebusinesslineleadersisthattheyneedacoach.Theyneedacoachtohelpthemperformbetterortogrow.Andsoweseeorganizationstacklingthiscoachingchallengeinlotsofdifferentways.Andoneofthemisbygoingoutandfindinglotsofexternalcoaches.Andtheseexternalcoachestendtohaveaspecificrole.Andthoseexternalcoachesreallyaretherespecificallytohelpdevelophelpthatpersonfacetheirchallengesthattheyhaveasanindividualingrowingintoleadershiproles.Andsothey'rereallytherejustspecificallyfortheindividualandtheytypicallyonlyknow,orknowlittlemorethanwhatthatindividualhastoldthem.Here'smychallenges,here'sthingsIwrestlewith,here'smyfears,here'smyhopes,mydreams.Andthey'rekindofinformedbasedonthatone-on-onerelationshipwiththeindividual.Andthey'realsotheresolelytosupporttheindividualthemselves,right?Howtothinkthroughthatpersonhandlingatoughsituation,howthatpersoncanhelpthinkaboutdevelopingthemselves.Sothey'rereallythere,kindofinabubblearoundthatindividual.Incontrast,theotherwaylotsoforganizationsarethinkingaboutcoachinganddevelopingoftalentistheHRmanagerascoach.AndincreasinglyasweseetheHRrolebecomingmoreandmorecentralandkindofstrategicinsideorganizationsoneofthekeyrolesistheHRmanagerasacoach.Andthinkabout,howdotheyhelpboththeircurrentlineleadersandfuturelineleadersdeveloptheskills,thecapabilities,thecompetenciestheyneedtogrowintohighlevelleadershiprolesintheorganizationandhonsestlytoperformbetterasaleaderinthecurrentrolethatthey'rein.AndsopartofthechallengeofthisroleforHRmanagerasacoachisthatwe'reoftentryingtobalancecompetinginterests.I'mtryingtohelplotsofdifferentindividualsgrowandimproveintheircurrentroles.ButI'malsoresponsibleintheendforthatorganizationthinkingaboutsuccessionorwhoisreadyforwhatnextleadershiproleatthesametime,right?SoI'm



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constantlythinkingaboutbothhowtohelpindividualsbutkeepingtheorganizationalinterestinlineaswellintermsofthinkingaboutwho'stherightpersonforthenextpromotionorrightopportunity.Wealsothinkaboutthefactthatwe'reconstantlyalsoabletoinfluencecareers.Evenwhenourcoacheeisnotintheroom,right?Causewe'reinvolvedindiscussions,again,aroundsuccession,performancemanagement,compensationdecisions,right?Sooftenwehavelotsandlotsofinformationaboutthisindividualthatwepulledinthroughourcoachingwiththemthatmayormaynotberelevant,ormayormaynotbeconfidentialforotherdiscussionsthatwehaveintermsof,again,succession,whethersomeone'sready,whethersomeone'sgotfamilyissuesthatmaypreventthemfrombeingready.Thereareperformanceissuesthatwemayormaynotwanttoputoutonthetable,right?So,thisrolealsobecomesmorecomplex.And,again,aswe'vegotbothconfidentialandnon-confidentialinformationaboutthatperson,thatspillsoverintootherpartsofourjob.Andthenagainwealsogetaccesstoinformationonthispersonthatwemayormaynotbewillingtoshare.AmIabletotellthemwhathappenedinthatsuccessionmeeting?AmIabletotellthemwhatotherseniorleadersspecificallysaidaboutthemasanindividual?AmIabletotellthemwhattheirdirectreportshavecometotellmeabout,howtheyperformedinameeting,orsomethingthattheydidwrong,right?So,again,thisconfidentialityisnotjusttheinformationIhaveabouttheindividual,butinformationotherpeoplehavegivenmethat,thatmaybeconfidential.SoagainitcreatessomecomplexityofhowIhavetoactand,andserveasacoachinthisparticularsituation.So,tome,theHRroleascoachisoneofthemostexcitingthingsthatwehaveinourjob,oneofthebiggestwaysthatweimpacttheorganizationinthelongterm,intermsofdevelopingtalent.Butitreally,reallyisacomplexrolebecauseofthebalanceandtheconfluenceofinterestthatyoureallyhavetomaintainthroughouttheexperience.Transcript: Being an Effective HR Coach Overthecourseofthelastdecadeorso,I'dsayIwasprettyprivilegedtohaveachancetotalktolotsofseniorHRleadersabouttheirowncoachingstyle.Ihadtheopportunitymyselftodolotsofcoachingwithstudents,withexecutives,withmanagers,andreallythinkthroughasagoodcoach,whatarethewaysthatyouneedtogoaboutpreparingforbeingacoach,preparingformeetings,andinitialmeetingwithanindividualaroundthecoachingthatyou'regoingtodowiththem?Sotome,Ithinkaboutthreebigkeythingsthatyou'vegottomanage.Andthefirstoftheseistothinkaboutcoachingbeingthisideaofdiscovery,right?We'retryingtorelatecollectively,myselfandthecoachee,we'retryingtorevealand,andcreatelightaroundaproblemthatthey'reexperiencing.Orasetofproblemsthatthey'reexperiencing,andreallydigintofigureoutwhy.What'stheunderlyingcausethattheyweren'tsuccessfulinaparticularcontext?Or



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peopledon'tseetheminthewaytheywantthemtobeseen.Orthey'renotexhibitingcertainbehaviorsthatare,thatareimportantforournextroleup,right?So,wewanttothinkaboutthisaskindofbringingtheideaofdiscoverytothemeeting.Thatthere'sgoingtobelotsofdifferentthingsthatthispersoncanworkon,andwewanttohoneitdowntoafewessentialthingsthatwethinktheycantacklerightawayinthefirstyearorsecondyear,andnotkindofdumponthem,here'sthethousandthingsyouneedtogetbetterat.Butreallyhelpthemhoneinonwhat'sreallythebiggestblockersandwhatarethethingsthattheywanttotoworkonandcanworkon.Also,Iwanttothinkabout,asasparttwoofthispreparationis,howamIgoingtopositionmyselfinthiscoachingexperience,right?Andsotomeit'sreallyimportanttomakeclearrightawaythatI,asthecoach,don'thavealltheanswers.Idon'thavetheplan,Idon'thavethesteps,Idon'thavetheoutcome,right?Sothisisaboutacollaboration,thatwe'regoingtokindofexperiencethistogether.Andnocoachever,allright,andyouthinkaboutallthegreatcoachesinsportsinkindofleadershiprolesthroughouttheworld,noneofthemhavealltheanswersandthey'reprettyclearaboutthat,thatthishastobedonecollectively.AndIwanttothenthinkaboutitasthisrelationshipemerges,asacoach,what'stheformatforustoparticipate?What'stheformatformetobringmyexperience,theirexperienceandevenexperiencesandideasfromoutsideofthetwoofus,right?Sowewanttothinkaboutthepositioningofthisrelationship.Andthenthethirdpartofthispreparationreallygoesaroundthegoals,right?Andtomethefirstmeetings,aroundthecoachingexperience,oneofthemostessentialthingsto,todoisdrivetowardsresistance,right?So,whatarethethingsthatarereallygoingtobedifficultforthemtoworkon,whatarethethingsthatcausingthemdiscomfort,right?Becausethosearetheareaswhereyoucanprobablyaddthemostvalue.Right?Everybodywantstoworkmoreonthethingsthatthey'regoodat.RIght?Ithinkaboutmyownkindofexperienceofhavingbeencoached,Andyouknow,I'manavidgolfer.IlovetoworkonthethingsI'malreadygoodat.IhatetoworkonthethingsI'mbadatcause,it'sfrustrating,right?Sothat'sthesamethingascoachinginthebusinesscontextis,Ireallywanttopushtowardsresistance.Wherearetheygoingfeelthemostdiscomfort?Causethat'sprobablywhereIcanaddthemostvalue.AndIthinkthatthepersonwhoisbeingcoach,intheend,hastoowntheoutcome.Right?So,ifweidentifythreeorfourthingsthattheywanttopotentiallyworkon,butthey'rereallycommittedtonumberoneandnotnumbertwo,eventhoughIthinktwoismoreimportant,Iwanttodefertothem,right?Iwanttodefertokindofthemgoingafterthethingthatthey'regoingtobemostcommittedto.Becausethat's,again,wherethey'llprobablyhavethepassion,themostenergy,themostkindofenthusiasmtoworkonrightaway.Aswefindsuccessinthatareaweseeimprovement.Icangobackandthenpushagaintowardsthediscomfortoftheotherareawherethey'realittlebitleeryof,right?Soagain,partofthisinitialcoachingexperienceistokindofcollectivelyfigureoutwhatarethebigissueswewanttoworkon,remindthatI'mnotgoingtohavetheperfectmagicbulletanswerforthem,andthentoreally



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kindofpushhardatthemtokindoftacklethethingsthatthey,theyreallyarestrugglingwithorfearfulof.Butintheendofthedayrealizethatthey'vegottoownthis.Thatthethingsthey'regoingtoworkonarethethingsthatthey'repersonallygoingtoworkonsoIhavetohaveandmakesurethatwe'rereallygoingafterthethingsthatthey'regoingtocommitto.Transcript: Prepare for Effective HR Coaching Asyou'repreparingforyourcoachingexperienceandcoachingmeetings,Ihaveafewotherthoughtsfrommyownexperienceandmyowndiscussionswithfolksonhowtomakesureyou'rebeingreallyeffective.AndIthinkoneofthethingstoremembertokeepinmind,althoughsometimesit'sreallyhardtodo,isyouneedtobeconsultativeandnotdirective,right?So,Ican'ttellthemwhattodo,Ican'tforcethemtodothings,Ican'tsaythathereistheonesolution.Ithastobeajointexperience.Thatifthey'rereallygoingtoownthisorthey'rereallygoingtotakeittoheartandputtheeffortintoworkonsomething,ithastobesomethingtheyfeelthey'veengagedinandbeenpartofandnottoldwhattodoortoldhowtodoit,right?Soithastobeveryconsultative.Iwanttomakesurewhenwe'rehavingthesediscussionsifI'vepreparednotestobringintokindofgivethemsometoughloveorgivethemsomekindofevaluationofwherethey'vegotsomeweaknesses,IwanttomakesureI'mreallycarefularoundthewording,right,kindofphrasingtheseasopportunities,phrasingtheseaskindofgrowthexperiencesratherthanthisisbadoryou'rebadatthisoryou'reterribleatthis,causepeopleneverreactwelltothose.Right?Thatcreatesanautomaticresistance,right?Sothinkaboutcreatingsomelessdevaluativetypephrasingandwordingtocreatethechanceforthemtothinkaboutthisasopportunities,waysforgrowth.Opportunitiesforthemtoexcelinnewways,right?Thinkaboutthewordingbecomemorepositiveratherthannegative.Ithinkyoualso,kindofakeypartofthispreparationisreallyknowingyourclient.Reallyknowingyourcoachee.AndtowhatextentdoIknowwheretheyshouldresist?Toknowthehurdlesthatthey'vehadinthepast.Knowwheretheypotentiallyhadfailuresorfearsoffailuresthatthey'rekindofalwayssaying,wellIjustcan'tdothatsoI'mgoingtopretenditdoesn'texist,right?Soreallywanttoknowandifthisisanewexperience,someoneI'mkindofnewtocoaching,IwanttodosomemorebackgroundandmakesureIunderstandtheirpast,theirhistory,again,theirsuccesses,theirfailures.Oneofthethingsthey'vekindofavoided,oralwayshadsomeoneelsefillinforthem.Right?SoIwanttoknowtheminalittlebitmoredetail,butIalsowanttoknowhowIthinkthey'llresist.Right?So,andthismighttakeagain,some,severalmeetings,butitalsomighttakegoingandtalkingtoHRmanagersorleadersthattheyworkedinthepast.Sohowdoestheirresistancecome?Isitkindofaflat-outno?Isitakindofdeferringandkindofheadnoddingbutneveragreeingtoworkonit?Andsokindofthepassive-aggressivemode.Isitkindofkindofnon-complicitagreementthatyeah,sure,thatsoundsgoodandtellmesomemore,but,youknow,never



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reallyreachingastrongagreement.Orisitkindofa,anangryreaction,right?Soyouhavetoknowhowthey'regoingtoresist.Andthenhowyou'regoingtopassandpushthroughthatresistancetomakesureyougettotheendgoalsthatyouwant.Ialsowanttothinkaboutaretheremissingstakeholders?Aretherepeople'sopinions,aretherepeople'sthoughts,aretherepeople'sknowledgeaboutthispersonthatIhaven'tcollectedbeforethemeeting?AndifsoIprobablywanttohaveanexplicitdiscussionwiththispersonaroundwhatwhoelseIwanttotalkto,right?SodoIwanttotalktopastHRleadersthatthey'veworkedwith?DoIwanttotalktopastemployeesthatthey'veworkedwith?Pastleadersthatthey'vereportedto?Whoelsedoweneedtobringintothiscoachingexperienceintermsofatleastdatapoints,right?SoIwanttothink,whatdatadoIhaveandwhatarethemissingstakeholders?Whosevoices,opinions,knowledgehaven'tbeenincluded,right?SoIwantto,again,thinkthroughhowamIgoingtobeconsultative,howtomakethisamorepositiveexperience.Understandhowandwherethey'regoingtoresistandbeabletothinkthroughhowI'mgoingtopushthroughthat.Maybeeventhinkthroughwhatelse,whatotherdataI'mgoingtoneedtobeeffectiveforthispersonastheircoach.Transcript: Condense the Coaching Opportunities Inyourownpreparationforthecoachingmeetingandinthemeetingitself,oneofthekeypartsagain,wewanttothinkaboutisthenotionofgettingallthepotentialopportunities,weaknesses,issuesoutonthetable.AndoneofthewaysI'vefoundtodothismoresuccessfullyistothinkaboutgroupingtheseissues,right?Sointheanalysisoftheproblem,wewanttobeabletogivebothkindofthecurrentstateandfuturestateandtowhateverwaywecancollectivelyputthosetogether,thebetteroffweare.So,youknow,ifI'vegotfourthingsIwanttotalktothemabout,Iwanttogivethemasenseofbothhere'swhereIthinkyouare,buthere'swhereanidealstatemightbe.ButIalsowanttomakesurewhenasI'mgroupingthoseandpresentingtheseideastothemfrommyownperspective,Iwanttoputtheminorderofimpactandimportance.IwanttostartwiththoseoneortwothingsthatIthinkaregoingtohavethemostimpactontheirperformance,aregoingtobethosethingsthatarethebiggestimpactorofmostimportanceifthey'regoingtogetpromotedtothenextlevel,right?AsacoachIwanttothinkabout,whatarethethingsthataregoingtoreallymakeadifference?AndthenIwanttofocuson,youknow,thosesetsofissuesorgrowthopportunitieswhereIreallyhavesupportingdatatoprovideasolidcaseastowhyit'sactuallyisaproblemthattheyneedtoworkonoranopportunitythattheyreallyneedtoinvestsometimeinforgrowth.SoagainwhenIthinkaboutgroupingtheseissuesIdon'twanttojustkindofscatterthem,Iwanttokindofgiveakindofsuccinct,hereisanissue,here'swhereIthinkit'sandwhyit'simportanttoyou.Here'swhereIthinkandwhyIthinkit'sanissue.Here'sthedatabehindit.Andalsoagainhereisthecurrentstatebutalsothefuturewhereit'sgoing.ThenIwanttoidentify,youknow,issues,withidentifyingunderlyingdata



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issuesthatyou'regoingtofacewhenyoupresentthistothem.So,partofit,andpartoftheissuesyou'refacingisnotallofthisundertheclient'sorcoachee'scontrol.So,someofthesethings,they'rejustnotgoingtobeabletoworkonbecausetheydon'thavethetime,theydon'thavetheresources,theydon'thavethesupportoftheirownleadertoworkon.So,whenwestarttoidentifywhichofthesethingstopresent,whichofthethingsforthemtogoafter,wehavetothinkabouthowmuchisundertheircontrol.Soifit'sadeep-seatedpersonalitytraitthat'spreventingthembeingmoreexpressiveinmeetings,wehavetowonderhowmuchthey'regoingtobeabletofixthatandworkonit,right?So,again,partofitisfiguringoutwhichthingsareundertheircontrol.IalsowanttothinkaboutwhenIthinkaboutselectingwhichonestopresentiswhichonesaremostimportanttotheorganization.Again,asIsaid,astheHRcoach,you'reoftenwearingtwohats,right?Bothwhatisgoodforthisperson,butalsohow'stheorganizationgoingtogetbetterandsucceedaswellthroughthisperson.SoI'mtryingtobalancethekindofwhat'sgoingtohelpyougrowandsucceedalsoinlinewithwhattheorganizationpotentiallyreallyneedsfromthispersonorwhatthispersonandhowtheycancontribute,ormoreimportantlyormoresuccessfullyfortheorganization.AndIalsowanttothinkaboutwhere'stheregoingtobecommitmenttodosomethingwiththeinformationI'mprovidingthem.SoifIknow,youknow,I'vebeentryingtoworkwiththispersonformultipleyears,andthey'vealwaysavoidedthisparticulartopic,orwhentheyhavesaidthey'llworkonit,theyneverreallyshowedthecommitmenttodoit,Ihavetowonderatsomepointifthisissomethingthey'rejustnevergoingtoworkon.So,youknow,ifI'veconsecutively,youknow,meetingaftermeetingor,youknow,quarterafterquarter,yearafteryearsaidyouknow,oneofthethingsyoushouldreallythinkaboutisthisandtheycontinuetojustpushbackandresist,atsomepointIhavetoworryandthinkabouttablingthatuntilweget,youknow,betterleveragepointlateron.So,again,asIstarttothinkaboutwhichoftheseissuestopresent,partofwhatIwanttothinkabout,youknow,what'sactuallyunderthisperson'scontrolandwhatarethingstheycanactuallyworkonanddosomethingwith?Howdoesthatbalancewithinthecontextofwhat'simportantfortheorganization?AndwheredoIreallythinkthere'sgoingtobecommitmenttoworkonthis?Transcript: Manage Client Reactions Inmyownexperience,everycoachee,everyclientisdifferent,and,howthey'regoingtoresisttoughfeedback,orhowthey'regoingtoresist,kindof,difficult,orkindofdiscouragingfeedback,oreventhingswherethey,youknow,potentialopportunitiesforgrowthisgoingtocomedifferently.Ithinkoneofthethingsthatwehavetorememberasasuccessfulcoachistoavoidourowndefensiveness,right?Sowhentheychallengeus,whentheysaythatcan'tberightoryou'reterriblefortellingmethat,however,they'regoingtoreact,Ithinkoneofthethingswehavetorememberattheendoftheday,ifwe'regoingtobesuccessfulasacoach,it



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can'tbeaboutus.It'snotaboutmyown,kindof,prideoregoandsotrytokindofmaintainareallowlevelofdefensivenessintermsofrespondingtotheirreactionsisimportant.Butequallywhat'simportantisnottocaveininthefaceofthatresistance,right?Soyouknow,iftheygetupsetandscreamatmeoriftheyjustkindofgivemethesilenttreatmentoriftheygetupandwalkawayoriftheypoutandcry.Right,allthosedifferentformsofresistancearekindofhumannaturewaystonothavetochange,right,tonothavetodosomethingdifferent.Particularlynothavetodosomethingdifferentthat'sdifficulttodoinanewway,right?SoIhavetomakesurethatwhentheystarttoreactthatwaynottoagaingetdefensivebutalsonottogivein.Right?Nottojustletitsay,ohwell,it'stoohardforyou.Let's,let'sgiveyousomethingeasier,right?So,wanttomaintainthatkindofpushingtowardsthedifficult.Ialsohavetothinkabout,youknow,howtomanagethesilentornearlysilent,right?Whichmaybemuchharder,infact,thantheyellersandscreamers.Thekindofpeoplethatlookatyou,nod,shaketheirheadpositively,smile.Butneverspeakupthemselves,right.Theyneveroffertheirownopinion,neveroffertheirownideas.Causewhatthey'reimmediatelytellingyouis,youownthisproblemforthem,right,thatanythingthatyoucomeupwith,anythingyousay,ifitfails,it'snotbecauseofthem,it'sbecauseyougavethembadideas.Sowehavetomakesurethatthosepeoplewhoaresilentandnotengagingareforcedtoengage,forcedtooffertheirownopinions,theirownideasofwhattheyneedtoworkon,whytheyneedtoworkonit,howthey'regoingtogetbetteratit,right?Causeifit'sallyourideas,it'sgoingtodirectlyleadtofailurecausetheyhavenocommitmenttotheoutcome.Again,wealsowanttothinkthrough,youknow,potentiallyphasing,orkindofmovingfromsomemoredifficultthingstoharderthing,right?Soifit'sabrandnewcoachingrelationship,I'mprobablynotgoingtogoafterthemostdifficultthingthat'sgoingtocreatethegreatestresistance,Iwanttokindofmoveandeaseintowardsthethingsthataregoingtobemorepainfulforthepersontowrestlewith.Butalsoagain,asImentionedorasIliketotellpeople,isthatwehavetothinkaboutthephraseandthephaseofcommitmentthatthey'regoingtogothrough,right?Soyou'regoingtoseepeopleinitiallyresist.You'regoingtoseethemwarmuppotentiallyalittlebitmore,alittlebitmore,andeventuallytothepointwherethey'reofferingtheideas,they'reofferingthesolutions.Nowyouknowyou'vegottentoapointwherethey'reactuallygoingtogetsomethingdone.Causeit'smovedfromkindofyouprovidingfeedbacktomaybeyou'regoingtoowntheproblemforthemtothemrealizingthatthey'regoingtohavetoowntheproblemthemselvestothemfinallycommittingtothesolution.Now,you'vegottheidealcoachingsituationwheretheyowntheproblem,theyownthesolution,theyowntheeffortitsgoingtotakethemtomakethissolutionwork.Nowyou'vegotapersonwhoisactuallyamenabletoreallymakingprogress.Right,sowewanttothinkthroughthat,thatthephrasingofhow,orthephasinghowwegetfromkindofgroundzeroofjustintroducingtoughthingstotothefinalphasewheretheyownitandaregoingtodosomethingwithit.



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Transcript: Confirm Needs EarlyinmyownexperiencesdoingcoachingIoftenfoundthatmytendencywastowaittotheveryendofthemeeting,thecoachingmeeting,toaskmyclient,askmycoachee,didyougetwhatyouwantedoutofthismeeting?AndwhatI'vetendedtofindis,that'swaytoolate.Right,soyouknowwespenthourstogetherandfinallyIaskedthemisthiswhereyouwanttogowithit,anditturnsout,nope,no,noneofthiswaswheretheyreallywantedtobeorspendtheirtime.Right,so,IthinkthestandardpractiseIhavenow,istokeepgoingbacktothisquestionof,aretheygettingwhattheywantoutofthemeeting?Aretheygettingwhattheywantedoutofthiscoachinginteraction,right?So,it'sreallyachanceforthemtoaddressanyunvoicedconcerns.WhattheyreallywantedtotalkaboutwasthisandIkeeppushingthemtowardsthatandcanwereallykindofcometoabetterconclusionorabetterstatetogether?Italsoisachanceforthemtoprovidemoredetails,right,ofadifferentperspectiveonwhythey'vedonethisinthepastor,youknow,whytheythinkthey'vegonedownthispathbefore.Andalsothechanceforthemtokindofelicitany,orforyoutoelicitanyunvoicedconcerns,right,sowhatarethethingsthattheywantedtotellyouorwantedtotellsomeoneelsebutcouldn't.Andit'salsoachancetore-engagethosepeoplewhowe,whowe'velostalongthewa,right?IthoughtI'dalreadymovedthemtocommittment,meanwhilethey'restillbackwrestlingwithwhat'stheproblemthattheywanttoworkon,right?So,it'sachancetore-engagethemthroughthisprocessifweaskthemandkindofkeepaskingthemthroughoutthemeetingisthiswhatthey'rehopingfor.Aretheygettingoutofthiswhattheywant.Right?Andit'sreallyagreatwaytokindofrecoverfromawrongtrackwhilewe'restillwiththeclient.Whilewecanstillkindoffixthewrongtrackthatwe'vegonedownon.SoagainIthinkwithsomefrequencythroughthecoachingengagement,youkeephavingtogobacktothisquestion,areyougettingwhatyouwant?Isthisreallywherewewantedtogotogether?IsthishowIcanbesthelpyou?Right,tomakesurethat,youknow,again,you'rekindofabletounsurfaceorsurfacethingsthatweren'tbeingsaid,kindofgetthecoachingbackontrack,andreallymovingthemagaintowardthecommitmenttothethingsthattheyreallyarecommittedtoworkingon.Transcript: Decide to Proceed Foranycoachingtoreallybesuccessful,intheend,thepersonyou'recoachinghastotakeownershipofandbecommittedtotheproblemthattheywanttoworkonandthesolution,oractionsthataregoingtohelpthemworkonthatparticularproblemorgrowthopportunity.Andsoformeit,youknow,it'saquestionthatofboththewilltodoitandthehowthey'regoingtodoit.Right?Sothisquestionofwhetherthey'regoingtoproceed,whetherthey're



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goingtodoandcommittoaparticulargrowthopportunityorissue,isgoingtocomedowntoboth,dotheyshowthecommitmenttodoit,anddotheyhaveaclearsetofactionstepsthattheyhaveidentifiedoryou'vehelpedthemtoidentifyonwhichtheycanfollow.Right?Sointhisdecisiontoproceedphaseofthemeetingandthecoaching,wehavetogetdowntoessenceofthosetwothings.Whatarethethingstheyreallywillcommittoanddotheyhaveaclearsetofactualideasofhowthey'regoingtogoaboutdoingit.AndIwanttomakesurethatthisdecisionthattheyhavetoproceedornottoproceedandwhatthey'regoingtoproceedwith,Iwanttomakesurethathappenswhilewe'retogether.Right?Idon'twanttogetanemail,Idon'twanttogetatexttwodayslater,themtellingme,Oh,I'vedecidedtodonumberonebutnotnumbertwo.Right?BecausethenIcan'thelpthemthinkthrough,isthatreallythebestthingforthemtoworkon?Isthatgoingtohavethemostimpact?Anddotheyhaveaclear,focuseddirectionforhowthey'regoingtokindofworkon,workontheissueorworkonthegrowth?Andso,again,partofthisiswhereIcanhelptofacilitateadiscussion,right?IfIhelpthemtofocuson.Theaspectsorideasorproblemsorgrowthopportunitieswheretheyreallyhavecontroloverboththestepsandtheoutcome,haveIhelpedthemtorefocusonthemostessentialelements?Themostessentialgrowthopportunitiesorchallengesthattheyface?HaveIbroughtabalanceddiscussion,makesurethey'rehavingabalanceddiscussionthatit'snotallabouttheirownpersonalinterest,butalsohowthoseinterestsmayalignwithfuturegrowthopportunities,futureleadershiproles.Futurethingsthattheorganizationthinksisimportant,orseniorleadersintheorganizationthinkareimportantfromthem.Andalso,IwanttomakesurethatIsupporttheirrighttomakeachoice.Right?Intheendoftheday,Imaythinkthattheirneedtobecomeabetterrolemodel,andbeabletoreallybringmorecollaborationismoreimportant,andisgoingtobehigherimpactthantheirideawhichisaroundpresentationskills.Butintheendoftheday,theyhavetodothis.Theyhavetobetheonethatinveststheeffort,investsthetime.AndIwantthemtodothatwithoutcoercion.Idon'twantthemtofeelthatthey'vebeenforcedtomakethischoice.Becauseiftheyfeellikethey'vebeenforcedtomakethechoicetogointhisparticulardirection,they'renotreallygoingtoinvesttherighttimeandeffortbehinditright?Soagain,thenotionhereisyouknowIwanttogivethemenoughdata,enoughinformation,pushthemhardenoughtowardsresistancethatthey'veheardthemessage,theyunderstandwhat'simportant.ButintheendIhavetorespecttheirchoiceofwhatthey'regoingtoworkon.Andpotentially,iftheyhavesuccessintheoneareaandgetbetter,Imightnowhavemoreleveragethesecondtimearoundtoreallygetthemtoworkonharderthingsthattheymayhaveresistedmeonthefirsttime.So,again,thinkaboutthisdecisiontoproceedasyourchancetofacilitateandpushthemtowardsworkingonthingsthatarereallygoingtoimpactthemandtheorganization.Butinendofthedaythey'vegottomakethechoicebecausethey'retheonesthataregoingtoinvesttheefforttomakethechange.



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Transcript: End the Meeting Asyou'regettingtowardtheendofthemeeting,clearlyyouneedtogettowardthewrap-up.Oragain,ifthere'smultiplemeetings,attheendofthosemultiplemeetings,you'vegottogettothewrap-upstage.Andeventhoughyou'vebeenaskingthisthroughouttheprocess,Ithinkyouhavetohavethatfinal,lastchanceoftestingyourclientforconcerns,right?So,youknow,makingsurethattheyfeelthattheyhavecontrolovertheirchoice,thatthey'vegotcontrolovertheactionstepsordevelopmentitems.Thatthere'saclear,andtheyhaveaclearunderstandingandcommitmenttowhatthosenextactionstepsareandthatit'sclearthattheyareverballycommittingtoyouthatthey'regoingtoworkonthis.Andpartofthatcommitmentisgoingtobeaplanandtimelineinwhichthey'regoingtoaccomplishthethingsthatyouhavehelpedthemtosetoutforthemselves,right?Soagain,notyousettingout,butyouhelpingthemtosetoutforthemselves,right?Iwanttomakesurethatthat'sclear.ButIthinkofthiskindofendofthemeetingwrap-up,whatIalsowanttodoismakesurethatIgotwhatIwanted.Right?Soassesstheoutcomeofwherewegotagainstmyownplangoingintothismeeting.IfIreallywantedtogetthesefourbigissuesoutonthetable,therearethesefourbigchallenges,orthesefourbiggrowthopportunities,Didwegetthere?Right?Ifnot,isthereachancehereattheendofthemeetingtosay,okay,Iknowthatyou'recommittedtodoingthisandhere'sthenextsteps,whatIwanttomakesurewestarttothinkaboutforournextsetofmeetingsistheseotheritems,theseotheropportunities,right?Sodon'tletitjustdissipateanddon'tgoawaybutmakesurethatifyouhavethingsthatyouwantedtogetouteventhoughsomeoftheseothersurprisescameout,there'sstillachancehereattheendtoatleastgetthoseotherideasoutonthetable.Right,causethisisoneofthoseasknoworforeverholdyourpeacekindofsituations,right?Soifyou'veneververbalizedanyoftheseconcernsoryourownideasaboutaparticulardirection,there'snowayyoucankindofcomebacktothemlaterandsay,see,Itoldyouso.Right,soIthinkwewanttomakesurethatwehaveanopportunityattheendofthismeetingtogetoutthoseotherideasthatwewantedtomakesurewegetout.ThenIthinkwehavetogivethemaclearsenseofhowwe'regoingtogivethemsupport,right?So,howarewegoingtostayengagedwiththemastheygoouttoimplementorfollowthroughontheiractionplan?Aretheregoingtobefollow-upmeetings?AmIgoingtokindofcomebackanddocheck-inmeetings?ArethereadditionaldatapointsI'mgoingtogivethem?I'mgoingtocomebackandhelpthemdosomereassessmentsatlaterpointsintime,right?So,Ialsowanttolayout,whatarethenextsteps.Notjustfortheirownactions,butformyownactions,tohelpgivethemsupportovertime.Andagain,youthinkaboutthisclose-up,We'regettingfinalagreementonwhatthey'regoingtoworkon,finalagreementonhowI'mgoingtohelpthem,orhowI'mgoingtostayengagedinalastditcheffortformetoputideasoutonthetablethattheymayhaveresisteditinitiallyorwemaynothavegottentimefor.Soagainkind



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ofawaytobringsomeclosuretotheendofthemeetingfornextstepsandwhatelsewemightworkoninthefuture.Transcript: Reflect on Coaching Itcouldbetheeducatorinme,itcouldbemyownkindofquestforconstantlearning,Idon'tknowwhatitisbutit'scleartomeoneofthethingsthat'sreallygoodforanyHRleaderastheygetmoreandmoreengagedinthiscoachingistoalwaysattheendofthatmeetingstepback,takesomepersonaltime.Notweekslater,notmonthslater,butrightafterthemeetingorverycloseafterthemeeting,right.Gogetacoffee,gogetasoda,gogetsomewater,gofindaquietplaceandreflectonthesuccessofthatmeeting,right.Reflectonhowwellthatmeetingwentandthinkaboutyourownpossiblekindofavenuesforgrowthbasedonit,right.Sohere'ssomepersonalcoachingyoucanstarttoprovideyourself,right.So,youknowoneofthesethingsyoucanstarttoreadwaswhat,whatwastheoutcome.Wheredidwegetto?Whatarethenextstepsforme?What'smytimeplanforfollowingupwiththem?DidtheproblemsthatwestartedoutwithortheissuesthatIwantedtogetto?Turnouttobetheissuesthey'regoingtoworkonorwhatwerethemisses?Alsowanttoreflectbackonwhatwastheresistance.Whatformdidittakewiththisperson,howdidIrespond,didIgettoodefensive,didIcavetooquickly?ordidImissthatIshouldhavepickedupon?Iwanttothinkabouttheresistanceandhowithappened,right?CauseIcanstickthatintomyformsofresistancedatabank,right,sowhenIseeitinotherpeopleinthefuture,Imightrespondbetter,orbeabletopushbackharder.Orwiththisparticularindividual,thenextkindoftimes,severaltimesIdocoachingwiththem,Ioughttohavethatinmymind.Here'smoredepthofknowledgeonhowthispersonisgoingtoresist.ButalsoIthinkyoucanextrapolatetootherpeopleyou'regoingtomeetwithinthefutureandstarttothinkaboutyourownkindoftechniquesforrespondingandresistingagainstthat,theresistancethattheyputup.OneoftheotherthingsIliketothinkaboutiswhereinthemeetingdidthemeetinggetstuck,ordidIgetstuck,right?DidtheythrowabombonthetablethatIjustwasn'treadyfor,anddidInotknowhowtoreacttothat,anditledtosilenceordidwegettoatoughphaseandwedidn'tknowhowtomovefromidentifyingchallengestochoosingthechallengesandopportunitiesthataregoingtoworkon,right.SoIwanttothinkthroughhowthemeetinggotstuckorwhereitgotstuckbecauseI'mgoingtofacethatsamethinginthefuture.AndIwanttostarthavingaroutineoraprocessforhowtomovethroughthestuckpartofthemeetingortheplaceswhereIcangetstuck,right,andhavemyownkindofbestpracticeforhowtomovethingson.IalsowanttoreflectondidthemeetingitselfmirrortheissuesorproblemsIwasgoingtohelptotryandpushthispersontoworkon?Right,causeoftenwhatweseeispeopleresistagainst



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thethingstheydon'twanttoworkon.Andoftenresistinthewaysthatcausedtheunderlyingprobleminthefirstplace,right?Soaretheypassive-aggressive,andtherefore,thewaytheyrespondedwaspassive-aggressive?Didtheykindofdefertomebecausethat'sour,thenaturalthingis,theydon'tliketooffertheirownopinioninmeetings,right,soalsowanttoreflecton,youknow,isthismoredatatohelpmeidentifythatthesearetherealproblemsthatthepersonneedstoworkonthenexttime.AndagainwhatthatleadstoissomethoughtsaroundhowdoIgetbetter?WhatwouldIdodifferently,howdoImakethisabettercoachingexperienceforthispersonorotherpeople?ThenexttimeIserveasacoachtosomeone,right.Soit'sallaroundmyownkindofself-improvementtothinkaboutistherebetterwaystogettotheoutcome,istherebetterwaystogettocommittment.Istherebetterwaystopresentdata.Istherebetterwaystokindofpresentmyownopinions.IstherebetterwaysIcouldhavegottenthemengagedorinvolved.It'sreallyaroundself-improvementasacoach,right,sothat,thisreviewmeetingaspersonalgrowthopportunityisprobablythemostimportantpartofit,right.Themeetingwasimportantforthatindividual,thatkindofactionitemsledtoareimportantforthatindividual.ThisisaboutmyowngrowthandhowdoIbecomebetterasacoachandIdon'tthinkyoucandothatwithoutsomepersonalreflectionprettyclosetowhenthemeetingtookplace.Transcript: Consider the Situation OneofthethingsthatI'vecometolearnaboutcoachingis,again,thatIcan'ttellyouthebestwaytoansweranycoachingsituationbecausepartofit'sgoingtobebuiltaroundyourownpersonality,yourownexperience,andthepersonyou'regoingtoworkwith.ButIwanttogiveyouafewofmyownthoughtsagainaboutconsiderationsyoushouldhavegoingintoanyparticularcoachingsituation,right?Sooneofthethingsthat'salwaysonthetopofmymindwhenIstarttositdownwithsomeoneasacoach,orevenjustdoingsomekindofcasualcoaching,is,youknow,what'sthecoachabilityfactorofthisperson?Howcoachablearethey?Aretheyreallyinterestedinimprovement?Aretheynotinterestedinimprovementandthey'rejustgoingthroughtheroutine.Right,soIwanttothinkabout,youknow,what,howcoachableisthisperson.AndtheparticularissuethatIthinktheyneedtoface.Howcoachablearetheyonthatparticularproblemorsituation,right?Isthissomethingthatthey'rejustgoingtoyouknow,nowayinheckaretheyevergoingtoaddressit,soitreallyitstartstogetmetothinkaboutyouknow,whoIwanttoworkwithandwhatthingsIwanttoworkwiththemaround.OneoftheotherconsiderationsthatIthinkyouhavetohaveisaroundtiming,right?Soifyou'regoingtodosomecoachingyouhavetothinkaboutwhat'sthetimeframethatyouhavewiththisperson.Isitatwo-yearcommitment?Isthisthenextthreemonths,isthistogetthemreadyforajobintwomonthsfromnow?Isittogetthemreadyforsomethingtwoyearsfromnow?Causethattimingwillgiveyouasenseofwhatarethescopeofproblemsthatyoucan



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workon.What'sthescopeofthefixthatyoucanhelpthemputinplaceortheactionitems,right?Sotimingisreallyessentialhere,right?Theotherthing,anotherthingyoucanstarttothinkaboutisyouknow,thenormsofthecultureoftheparticularorganizationthatyou'rein,right?Soyouknow,whatarethethingsthatiftheydon'tfixrightawayaregoingtobesuchkindofbarriersfortheirfuturegrowththattheycan'tgetpastitright,soyouknow,theculturalnorms,ofhowpeopleworkhereandwho'ssuccessfulhereandhowpeopleneedtointeractwithoneanother.Theremaybeparticularculturalthingsthatareinconflictforthemthatbecomeessentialsthattheyworkonrightaway.Otherwisethey’vegotnolong-termfuturehere.Wealsohavetothinkabout,youknow,what,thateverybodyhasdefensemechanisms.Everybodyresistschange.Nomatterhowflexibleapersonis,howadaptivetheyare.Everybodyis,humannatureistoimmediatelybecomedefensiveaboutparticularthingsright?Andhowthey'regoingtoreacttothatmaydiffer,right?Soyouhavetothinkaboutwhataredifferentwayspeopleresist?Whataredifferentwaysthatpeoplebecomedefensiveorprotectthemselvesfromhavingtomakedifficultchange?Andthinkaboutourown,kindof,potentialwaystogetpasteachofthosedifferentdefensemechanisms,right?HowdoIrespondtothescreamer?HowdoIrespondtothesilentsulker?HowdoIrespondtotheheadnodder?HowdoIrespondtothepersonthat,"yesyesyesyesyesno",right?SoIwanttothinkaboutmyown,kindofpotentialstyletoworkwitheachofthosedefensemechanisms.AgainpartoftheconsiderationIwanttobringishaveIbroughtbalancetothissituation,right?HaveIthoughtaboutwhat'srightfortheperson,what'srightfortheorganization,what'srightforme.Ithinkabout,youknow,kindof,youknow,balanceintermsofwhichoftheseprioritiesaremostimportant.Thebalanceofdataversuskindofgutreaction,thebalanceof,youknow,hereversuslater.Lotsofthingswe'retryingtoholdinbalanceatonce,right?Whichis,youknow,allthesedifferenthatsthatIholdastheHRleader.I'vegotinsightsaboutthepersonfromsuccessionplans,fromseniorleaders,fromthem,fromtheirpeers,fromtheirsubordinates.I'vegottheirownindividualinterests,I'vegottheintereststhatseniorleadershaveforthisperson'sgrowth,right?AllthosethingsI'mtryingtobringinconfluence.AndIwanttomakesureI'veexplicitlythoughtthroughthosesothatIambringingbalanceandnotjustasingleperspective.Ialsowanttothinkabout,andbeabletomakesurethatIamgoingtobeabletofollowup.ThatI'mgoingtobeableto,forthosepeopleIamcoaching,makesurethatIcanhavethetimetofollowupwiththematthetimesIneedto.Tofollowuptheresourcestheymightneed,thetimetheymightneed,thediscussionpoints.Thetoughlovethattheymightneedlateron,soamIcommittedtogivingthatfollowup?AndIalsohavetothinkthrough,howImightbeabletogetcoachingdonethroughothers,right?ParticularlyasyoumoveupintheorganizationtohigherandhigherlevelsofleadershipasanHRleader.Ihavetostartthinkingabout,amItrainingmysubordinatestoprovidethistocoachingtoothers?Right,soinsteadofmehaving70coachesorcoacheesinsidetheorganization,haveI



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builtupmyownteamsothey'reabletodosomeofthiscoachingforme,right,ormoreimportantlyhaveIbuiltupthelineleaderstodosomeofthecoaching,right?SothatI'mnotthesinglepointofcoachingthroughouttheorganization.ButI'vehelpedotherlineleadersbecomebetteratcoachingtheirsubordinatessothatIdon'thavetodoallthisworkmyselfright?Sopartofitismakingthatdecisionthatwhenthesituationcomestomeandtheysay,OhBobreallyneedssomecoaching,ImightbeabletotellSusan,wellSusan,you'retheirleader.Let'sthinkabouthowyoucancoachthatperson.Letmecoachyoutothinkabouthowyoucancoachyourteam,right?So,tostartthinkingabouttakingyourowncoachingtohigherlevels,startingtothinkaboutnotjustbeingthedefactocoachforeverybody,butthinkingaboutwhoyoucancoachingsothatmorecoachinghappeningshappensintheorganization.Sohereagain,Ithinkthisalljustgoodfoodforthoughttothinkabout.Youknow,when,where,andhowyoucanbecomethebestcoachpossibleasanHRleaderintheorganization.Transcript: Coaching Meeting Timings Asyoumoveandgoontogettingreadyandconductingyourcoachingmeeting,particularlyifthisyourfirstsetofcoachingexperiences,Iwantedtogiveyoumyownthoughtsonwhatthatmeetingshouldlooklikeintermsofbothcontentandstructureoragenda.Andalso,potentially,kindofhowmuchtimetospendoneachofthese.AndI'llmakeonecaveataboutthis,isthatthenumbersI'mgoingtogiveyouarejustgeneralguidelines.There'sno,you'vegottospecificallyhave20%hereand10%there.It'sjustmyownsenseofabouthowmuchtimethesethingstake,intermsofawholemeeting.AndIalsowanttoremindyouthatwhenIsaymeeting,thatmeetingcouldbetwomeetings,itcouldbethreemeetings,itcouldbefourmeetings.dependingonhowdifficultthesituationis,hownewthecoacheeis.Sowewanttothinkabout,thisisnotadefinedonehourandifIdon'taccomplishthisallI'vefailed,allright?Thisisjustkindofageneralguidelineofhowtoapproachthecontractingandcoachingmeetingitself.So,thefirstpartofthiscoachingmeetingisreallyaround,kindof,gettingoutonthetablethesituationortheweaknessthatthepersonistryingtoworkon,andgettingbothperspectivesonthetable.Right?HowmuchofthisisstuffthatIknow?Howmuchofthisisinformationthatthey'regoingtobring?Whatdotheyperceiveastheirweaknesses,ordifficulties?WhatdoIperceiveastheiropportunitiesforgrowthordevelopment,andmakingsurethatwe'regettingbothofourvoicesonthetable.It'salsoatimetopresentanyadditionaldataorinformationthatI'vecollected,right?HaveIgoneoutandgotten360feedbackonthemfromtheirbosses,theirpeers,andtheirsubordinates?HaveIgoneoutandtalkedtootherpeoplewhoarepeerswithintheorganization,orcustomersthat,tokindofgetasenseofthefullerpersonandmoredata,right?So,thatfirst20%orsoofthemeeting,really,oncewe'vesatdownandsaidthepleasantriesofhello,andhere'swhatwe'regoingtoworkontoday,isreallytokindofgetoutonthetablealltheinformationwehavearoundstrength,weaknesses,opportunitiesforgrowthanddevelopment.



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Thesecondmajorpartofthemeetingisreallyforustodiscusseachofthose,right?Whataretheeachoftheissuesthatwebroughtup?Oreachofthekeyweaknessesthattheythinkmightbethingsthattheyworkon?Oropportunitiesforgrowththattheycanworkon?Iwanttothenstarttodiscusswiththem,orhavethatdiscussionaroundwhataretheunderlyingissues,right?Ifthesearethethreebigkindofchallengesthattheyfaceoropportunitiesforthemforgrowth.Whatispotentiallyunderlyingthosechallengesorissues?Whataretheblockers?Whataretheimplicationsforthemnotaddressingthem?AndIwanttomakesure,again,thattheclientorthecoacheehastimeandlotsofopportunitiesforreactionsandtheirownfeedback.Andkindoffears,worries,concernsabouteachofthese.Thethird,thenbigsegmentofthemeetingandpotentiallythemostimportantalthoughthey'reallimportant,isthisneedtodrivetoadecisiontoproceed,right?Whatisitthatwe'regoingtotodoinsubsequentmeetings?Whatareyoucommittingtoworkingon?WhatamIcommittingtohelpingyouworkon?Andagain,wewanttomakethisexplicit.HerearethetwothingsthatI'mgoingtoworkonwithyouoverthenextyearandthesearethethingsthatwe'renotgoingtoworkon,right,thatI'vedecidedandyou'vedecided,herearethechallengesyouthinkare,arethingsyoucantackleandherearethethingsthatyou'renotreadyforyet,right?Sowe'vegotagainexplicitagreementaroundourcoachingrelationship.Thenextbigpartofthemeetingisthentostarttoidentifypossiblesolutionsand,andanimprovementplan,right.Howisthispersongoingtoworkonthisweakness?Howaretheygoingtotryanddevelopthisnewskill?Howaretheygoingtotryandhandlethemselvesbetterinameeting,right?Sowhatarethe,theissueswe'regoingtoworkon?Andwhatarepossiblesolutions?Andagain,Idon'twanttodrivethisfromjustmyownperspective.Idon'twanttobethe,here'swhatIthink,here'sthestepyouneedtotake.Butagain,wewanttomakethiscollaborativebecausethey'vegottoowntheplan.They'vegottokindofcarryouttheactions.AndIwanttomakesuretohelptheclienttoidentifyanactionableplan,right,anddrivetothepointwheretheynotjustthinkthattheplanisgoodbutthey'regoingtoactuallyowntheplan.Thatthisistheirplanfortheirowndevelopment.Notmyplanfortheirdevelopment,notmyplantomanagefortheirdevelopment,buttheirownplanthatthey'regoingtomanageandmoveforwardwith,right?Sothat'swhatcoachingisabout.It'snotowningtheirproblembuthelpingthemtrytounderstandhowthey'repersonallygoingtoovercomethechallengesthattheyfaceorgrowinawaythatisimportantforthem.Andthentheverylastpartofthemeetingisreallythewrap-up,right?Andhere'souragreementonnextstepsforwhenwe'regoingtomeet,nextactionsthatthey'regoingtotake,nextactionsthatIwouldtakeandsoon.Andagain,youcanseethatthisisalotofthingstogetthrough,right?So,ifyouonlyhavehalfanhourforyourfirstcoachingmeetingitisveryunlikelythatyou'llgetthroughallthesesteps,right?Soyoucanthinkaboutthisasbeingpotentiallyaseriesofdialoguesormeetingstofinallygetdownto,here'sthechallengesthatI'mspecificallygoingtoworkonwithyouorhelpyouworkon,here'sthesolutionswethinkare



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therightthingsforyougoingforwardandhere'showyou'regoingtogoaboutcarryingoutthoseactions,andthenkindofhavinganexplicitagreementofhowtofollowup.Soagain,ageneralguidelineofthethingsyouwanttodo,butalsokindoftheamountoftimeorpercentageoftimethateachrequire.Transcript: Module Intro: Drive Change Through HR Leadership TheonethingthatIseeasacommonalityacrossallorganizationsfromlargetosmall,publictoprivateisthenotion,theneedforchange.Andthat'sbecausetheworldismovingsofasttoday.Newproducts,newcompetitors,newcustomersconstantlybeingintroduced.Newregulationsthatyou'refacingandsocompanies,tobesuccessfultoday,constantlyhavetokeepmovingandshiftingtheirmission,theirgoals,theirstrategy,andthewaytheydeliverit,delivervaluetotheircustomers.AndforusasHRleaders,abiggerandbiggerrolethatweplayishelpingtosupportboththeidentificationofwhatneedstochange,supportthechangeitselfinidentificationofhowwe'regonnasuccessfullycarryitout.Andthenmakingsureitbecomesofanewnormofhowwe'redoingbusiness.Andthemorecomfortablewegetinallthedifferentaspectswherewecansupportthatchangesuccessfully,again,we'regoingtodrivebetterperformanceforourselves.We'regoingtodrivebetterperformanceforourorganizations.Andagain,wehavetothinkthrough,howwedothisfromapointofinfluenceratherthanapointofownership?Thatoftenwearenottheleaderthat'sleadingthechange.We'retheretohelppushthoseleaderstothinkmorecompletelyabouteachofthesesteps,andreallyprovidethemtheguidance,theconsulting,andthekindofvoiceofwisdomthathelpsthemasktherightquestions,makesurethey'redoingtherightthingandreallyinfluencingthechangetobesuccessfulfromthebackratherthanthefrontandthinkingthroughwhatareallthetouchpointsinthatchange,andhowtomakethatchangesuccessfulisgoingtobeakeyroleforusasHRleaders,bothtodayandgoingforward.Transcript: Suppporting Change It'smyguessthatatthispointinyourcareeryou'veseenandbeenpartoflotsofchangesinsideyourorganization.SomeofthosechangesprobablywithintheHRfunctionitself,andmanyofthoseprobablybroaderacrosstheorganization.AndwhatI'vecometoexpectandunderstandforHRleadersisthatoftenweplayaverydifferentroleinchangethatthenmaybedescribedinthechangemodelthatyouhaveinyourorganization,andifyougotoanybookstoreintheworldyou'veprobablyseenandcanfindhundreds,ifnotthousandsofdifferentbooksthatarerelatedtoorganizationalchangeandeachprovideadifferentfivestep,12step,15stepmodelofchange.Anditcanbealittlebitconfusing.



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SoasanHRleaderwhatwewanttothinkaboutiswhatisourrolewithinthischangeeffort,andwherecanwehavethegreatestleverageofhelpingtheorganizationmoveforward?AndmybeliefisthatasHRleaders,wetypicallyplayasupportingroleinrunninganddrivinganychangeeffortinsidetheorganization.So,itmaybealittledifferentifyou'rerunningyourownchangewithintheHRfunction,butforbroaderorganizationalchange,wealmostalwaysplayasupportingroleinunderstandingtheproblem,understandingtherootcausesofhowweneedtochange,ortheissueswehavetowrestlewith.Weplayastrongroleinhelpingtodrivethechangethroughthepeopleintheorganization.Butagain,wehavetothinkaboutwhat'stheroleasthesupportingleaderratherthantheheadleaderofthatchangeeffort.Whatwealsohavetothinkaboutisyouknow,criticallyfortheHRfunction,whatarethepeopleelementsthataregoingtomakethischangework?Whatarethepeopleelementsthataregoingtohelpusprovidetheorganizationwithagreaterbusinessdirectionorcompetitivenessinthemarketplacegoingforward.Butsimultaneouslywealsohavetobethevoiceoftheemployeeandwehavetomakesurethatthroughoutthechangeeffort,we'rehearingthevoiceoftheemployees.We'reunderstandingwhereemployeesmaybeconcernedandwe'rereallyprotectingtheemployeeexperience.Sothatbytheendofthechangeeffort,we'vegotamotivatedengagedsetofemployeesthataregoingtohelpdrivethischangeandbetterbusinessperformanceattheendoftheday.AndsowhatIwanttopresenttoyouisamodelthatIthinkofforHRassupportingleadersofchange.Andit'snotmeanttoreplacethechangemodelthatyourorganizationusesorachangemodelthatmaykindofsupersedeeverythingelsebutit'smeanttohelpyouthinkabout,wherewithinanychangemodelHRhasleverageandHRneedstoplayastrongsupportingleadershipinhelpingtodrivethechange.Transcript: SEE Change Model Ofcourse,asanygoodconsultantoreducatorwouldtellyou,anymodelthat'sgoingtobesuccessfulhastohavesomecuteacronym,sotheacronymI'mgoingtogiveyouisSEE,right?Sokindofthatnotionofseeingwherewe'regoingtobeintheorganizationandhowtosupportit.Andit'sthreesimpleideas,right?Sowe'regoingtohelpto,inthefirstphaseofanychangeeffort,reallyhelptosetthestageforsuccessfulchange.We'regoingtoinphasetwoevaluateandplanforthechange,soevaluatetheunderstandingissuesandhelpplanthechanges.Andtheninphasethreewe'regoingtodoexecutionofthatchange,soreallyinthissettingthestageforsuccessfulchangepart,we'regoingtoplayaprettystrongroleasasupportingleaderintheHRfunctionofhelpingtoselectthechangeleaders.Makingsurewe'vegottherightleadersinplace.Andwewanttomakesurewehelptheorganizationengageemployeesandcranktheurgencybehindthechange.Reallykindofengageandmotivatepeopletowanttogetbehindthechangeeffort.Inphasetwowewanttostartthinkingaboutidentifyingtheunderlyingpeoplechallenges.Whataregoingtobetheskills,capabilities,knowledge,workgroupsthataregoingtohavethemostimpactonwhetherornotsuccess,thischangeis



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successfulandtakesoffintherightdirection.Andthenwewanttomakesurewe'replanningthepeopleelementsright?Makingsurewe'reputtingintherighttraining,therightselection,therightrecruitment,therightmotivationofpayandbenefitsandpromotions,makingsureyou'reputtingtherightchallengesinfrontofpeoplesothey'redrivingintherightdirectionsowewanttpthinkabouthowwe'regonnadrivethepeopleintherightdirection.Andthenthethirdphasewereallywanttothinkaboutexecutingthatchange.Sohowarewegoingtorollthisout?Howarewegoingtomeasurethesuccessoftheprogram?Andfinally,howdoweanchorthischangeintheculture?Soagain,acrossthesedifferentphases,thethreeSEEs,we'regoingtothinkabouthowdoesHRplaythisleadershiproleinmakingsurewegettherightpeopleinplace,andrightorganizationalsetup,sothatwecanbesuccessful.We'rethengoingtoplayastrongroleintheevaluationandmakingsureweknowwhatthechallengesareandhowtoovercomethosechallenges.Andthenwe'regoingtohelpinexecution,right,somakingsurewecanrollitoutandthenanchoritintheculture.Transcript: Setting the Stage ThefirststepthatIthinkHRleadersplayacriticalroleintermsofwhethernotachangeactivityisgoingtobesuccessfulornotishelpingtomakesurewegettherightleadersinplace,and,youknowacrosstheboardoneofthestrengthsthatwehaveasafunctionisunderstandingwhowehaveinsidetheorganization,understandingwhattheirstrengths,capabilities,weaknessesareasindividualsandasleaders,andhavingagoodpulseontheorganization.Understandingwhohaspositionalpower,who'sgotinfluentialpower,andanygoodchangeeffortattheverybeginningfindsateamofpeoplewhoaregoingtoleadthatchange.Andthisleadorleadersofthischangeeffortreallybecometheguidingcoalitionright,thegroupthatreallybringsitalltogether,Makesurethey'rebringingeveryoneinthatneedstobeincluded.Makingsurethey'refindingalltherightunderlyingproblemsthatwillblockthechangefrom,frombeingcarriedoutsuccessfully.Andsowewanttomakesurethatwehelptogettherightpeopleinplacewhoaregoingtodevelopandexecutethechangeplans.Andanygoodandsuccessfulleadershipteamofachangeefforthassomecommoncharacteristics,andthefirstofthoseisthatthey'vegotanumberofpeopleontheteamthathavepositionalpower.AndwhatdoImeanbypositionalpower?Thesearepeoplethathavetheabilitytomakethedecision,they'vegotempowermentfromtheorganization,they'vegotthebudgetandresourcesinordertomakethechangehappen.So,theybydictateoftheirposition,theirtitlecandothesethings.Wealsowanttomakesurethatpeopleontheteamhaveexpertise,right?Expertiseintermsoftheparticulardirectionwe'reheaded.Expertiseinthepastofhavingchangeaspartoftheirportfolio,orpartoftheirexperience,sotheyknow,whatarethedifferentstepsthatwe'regoingtohavetogothroughtomakethechangework.So,againnotjusthavingpeoplewithpositionalpowerbutalsopeoplewithexpertise.Theteamshouldalsohavefairlywiderepresentation,right?Sowedon'twanttohaveallthepeoplejustfromasinglepositionorjustfromasingledepartmentordivision.Ifit'sanorganizational-widechangewewanttomake



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surethere'swiderepresentationsothatpeoplefeelthattherehasbeenfairness,thatthere'sbeengoodvoiceintheprocess,thattheywouldhaveachancetoparticipateandengageifthey'reaffected.ThefourthrealbigcapabilityIthinkweneedtoseeiscredibility,thatthepeoplewhoareonthechangeteamareseenbytherestoftheorganizationasbeingcredible,thattheyhavehadsuccessinthepast,thattheyhaveknowntobesuccessful,thatthey'reknowntobeinclusivepeopleright,sothegreaterthecredibilityoftheteamthemorebuy-inwe'llgetfromtherestoftheorganizationthatthisisgoingtobeasuccessfuleffort.Andpartofthatcredibilityfranklyishavingprovenleaders,right,peoplethatarevisible,peoplethathaveknowntohavesuccessfullyledintheorganizationbefore.Peoplethatarewelllikedandwellrespectedintheorganization,sowhenwe'rethinkingitthroughthischangepiecesomeofthat'sgoingtobemakingsurewe'vegotpeoplethatareclearlyvisibleandwellknowninsidetheorganizationandtrustedandrespected.Partofitishavingthepeoplewhohavethepositionalpower,thetitle,theauthoritytodothings.Withinthatwealsowanttomakesurewe'vegottherightblendofexpertise,peoplethathavekindofseenandnavigatedthesewatersbefore,butalsoknowthedirectionthatwe'reheadedandmaybehavesomeexperienceinthatnewdirection.SoagainpartofourroleastheHRleadersistomakesurethatthatchangeleadershipteamhasalloftheseelementsthatthey'regoingtoneedtobesuccessfuland,again,weoughttoknowthesethingsbecausewe'reintouchwiththeperformanceevaluationsystem.We'reintouchwiththepromotionandsuccessionplanoftheorganization.We'vebeenabletomonitorwho'vebeenthesuccessfulleaders,andweknowtheskillsandcapabilitiesoftheotherpeoplethatcanbringtheexpertisetothetable.Andso,againweoughttoplayareallystrongroleinhelpingtoshapethisleadershipteamsothatwecanbesuccessfulwithourchange. ____________________________________________________________________________________________________Transcript: Create Urgency Thesecondmajorpartofgettinganorganizationreadyforchangeisactuallyjustcreatingasettingofourexpectationsthatthereis,thatchangemusthappen,thatthereissomeurgencybehinditthatwe'vegotpeopleengagedwithwantingtochange.Andthereasonthisisimportantisthatmostpeople,right,youknow,90%ofallpeoplearenaturallyresistanttochange.Imeantherearesomepeoplewhoarejustchangejunkiesandliketodosomethingdifferenteveryday.Butformostofus,welikeroutine.Weliketodoandexpecttoknowwhatwearegoingtobedoingthenextday,thenextweek,thenextyear.It'scomfortingandright,thereisacertainamountofcomplacencyorinertiathatwehavetoovercomeforanyparticularchange.Andthereisageneralruleoutthereamongchangeexpertsthatwecallthe20/50/30rule.Andthat,foranychangeeffort,there'stypicallyabout20%ofthepopulationwhoareeager,excited,andreadytodrivethatchange.There'sabout30%whoaregoingtobeadamantlyopposedtothechange,whetherthat'sbecausethey'refearfulofchangeingeneral,they're



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fearfulorkindofanxiousabouthowthisisgoingtohurtthemorimpactthem,orthey'rejustresistantperiod,right?So,inthemiddle,there'sabout50%ofpeoplewhowhatwewouldcallfence-sitters.Ifyoucanconvincethemthatthischangeisreallygoingtohelporthatthere'sacompellingreasontogetbehindthechange,they'regoingtoswingovertothe20%whoareimmediatelybehindthechange.Ifyoucan'twinthemoverquickly,they'reslowlygoingtoslidetothatother30%.Andprettysoontheroadblockisthatyoujustdon'thaveanorganizationwillingtogetbehindyou.Soearlyonwewanttotryandconvincethemaboutwhythischangeisimportant.Andwewanttoengagethosepeoplewithreasonsandexpectationsastowhythisisgoingtobepositivefortheorganization.Howisthisgoingtobenefitthemindividually?Andtheyneedtoseethatcompellingreasonwhythey'regoingtowanttoexertefforttohelpout,whythey'regoingtowanttogetbehindthis,whythey'regoingtowanttocommittothisnewdirection.Andthere'slotsandlotsofexamplesoutthere,andmanyofyouhaveprobablyseenitwherethere'sanorganizationwho'sstruggling,they'rereallynotperformingaswellastheyshould.Butthemanagementteamortheleadershipteamjustcan'tseemtoconvincepeoplewhytheygetbehindit,right?Andwheneverthat'sthecase,whatwetendtoseeisahalf-heartedefforttowardschange,afewpeopletryingtodriveandpulltherestoftheorganizationbehindthem.Andtherestofthe80%or70%reallydraggingtheirfeettothepointwherethechangejustcan'tbesuccessful.Soimmediatelyoneofthethingswereallyneedtothinkaboutishowwegoingtosetthisstageandcreatethisengagementinurgency.And,youknow,differentbooksagain,differentexperienceswilltellyoutherearesomeclearwaystodothis.AndthefirstoftheseIthinkisforustohelpcreatearealdefinitionofthebusinessproblem.Dopeopleknowwhatitiswe'retryingtosolve?Haveweclearlybeenabletomakepeopleunderstandwhyweneedtochange?Here'sthebusinessissueinfrontofusandifwedon'tchangeherearetheconsequencesfornotworkingontheproblem.Here'showthat'sgoingtoimpactthebusinessandthesuccessoftheorganization.Andhere'showthat'sgoingtonegativelyimpactyouinapersonalway.Right?Thismightleadtolowerbonuses.Itmightleadtoreductioninforce,itmightleadtotheclosingofthebusiness,right?Wehavetohelpthemunderstandnotjusthowthisimpactsthebusinessbuthowthisnotworkingontheproblemornotfixingthisandmakingthischangeisgoingtoimpactthempersonally.Thenextpartofthisisthenwehavetodefineforthemclearlywhat'sthefuturepreferredstate.Notjustohno,everything'sbadandterriblesowe'vegottochange,buthelpingthemunderstandwhathappensifwedon'tchange.Buthere'sthefuturestatewethinkwecangettoifwemakethischange.Andthenagain,helpingthemunderstandwhatarethebenefitsforachievingthisfuturestatethatwe'redreamingofthroughthischange.What'sthebusinessoutcomesthatwillbepositiveinagooddirection?Personallyiftheygetbehindthischangeandwereachthisfuturestate,what'sinitforthempersonally?Howaretheygoingtobenefitfromthis?Andthenwewanttoidentifyforthemwhatarethefirstfewstepsthey'llseeoncewemovedownthischangeeffort.Sooncetheyseethesethingshappening,theycangetmoreand



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moreeffortandmoreenergybehindthechangethemselvesagain.So,increatingthisurgencyagainwehavetoclearlydefineforthemwhat'sthebusinessproblemandwhat'stheconsequencesfornotworkingonitbutalsowhat'sthepreferredstate?What'sthefuturestategoingtolooklikeandhow'sthatgoingtobenefitthemandhowwilltheyknowoncewe'vestarteddownthispath?Transcript: Evaluate and Plan Change ThethirdpartofanychangeeffortwhereIthinkHRpeopleplayareallystrongroleishelpingtoidentifythepeoplechallengesbehindthechangeeffort.Inparticularwewanttostartthinkingaboutthewhopartoftheequation.Andthewhopartofthechangeeffortcomesdowntoafewthings.Oneis,whoarethepeoplethataregoingtobemostdirectlyaffectedbythechange?Andthosearethepeoplethataregoingtohavetobehavedifferently,carryoutnewtasks,executenewbehaviorsonthejobtohelpdrivenewchange.Andsowewanttothinkabout,whoarethosepeoplethataregoingtohavetostart,youknow,whobeingwhatjobtypes,whatjobfamilieswhat,whatjobsaregoingtohavetodosomethingdifferentinorderforustocarryoutthisnewchange.Wealsowanttothinkaboutwhointermsof,whoneedstoparticipateintheidentificationofthesepeople.So,doweneedtogetlineemployeesinvolvedinthisdiscussion,doweneedtogetfrontlinemanagersinvolved,professionals,who'sgoingtobeinvolvedinhelpingtokindofdiagnosehowdifferentthey'regoingtohavetobehaveandwhatarethenewthingsthey'regoingtohavetodotoexecute.ThethirdpartofwhoisisalwaysatoughtitleformeandthelatestI'mthinkingofiskindofcallingthesepeoplethecollateraldamage.So,thepeoplewho,throughnofaultoftheirown,aregoingtobenegativelyimpactedbythechange,eitherbecausewe'regoingtodosomethingdifferenttheirjobsaregoingtogoaway.We'redoingsomethingdifferentsothey'regoingtolosepowerorauthority.Theymaylosetheirpositionalpower.Right?Sowewanttonotjustthinkaboutthosepeoplewhoaregoingtobeimpactedbythechangecausethey'regoingtohavetodosomethingdifferent,orthosepeoplewhoaregoingtobeimpactedbythechangecausethey'regoingtogetmorepower,moreauthority,morepay,butalsothosepeoplewhoaregoingtobeunfortunatelyhurtbythechangeeffort.Andthere'salotofbenefitstodoingthis.Sopartofitisgoingtohelpusclarifymisunderstandings.We'regoingtohelpto,bythinkingaboutwho'sinvolvedandgettingtheminvolvedearly,we'regoingtohelpthemclarifyanymisunderstandingsthattheyhaveaboutwhatthechangeisandhowthey'reimpacted.Sowedon'twanttowaituntiltheveryendofthechangeandsay,oh,I'msorry,nofaultofyoursbutyourjob'sgoingtobegoingaway.Wewanttomakesurethosepeopleareinvolvedearlyandwhat'sgoingtohappensothere'snoshocksattheendoftheday.Italsohelpsus,Ithink,re-identifyorredefinewhattheproblemsiswe'refacing.Ifwewe'retalkingtothosepeopleandunderstandingjusthowbigtheskillsetdifferenceis,ormaybehow



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flexibleandadaptabletheyaretothisnewchange,wemightbeabletothinkabouthowtoexecutethatchangealittledifferently.It'salsogoingtohelpuspotentiallyfindsolutionswithlesswaste.Lesswasteintermsoftime.Lesswasteintermsofwrongdirectionsbybuildinginthosepeople'sinvolvementearly.Andit'salsogoingtohelpourchangeleadersgetoutandbuildtherequiredrelationshipsthey'regoingtoneedtohelpchangethiseffort.They'reoutspendingmoretimetalkingtothesefolksaboutwhatthey'recurrentlydoingandhowdifferentthatis.It'sgoingtohelpthembuildrelationshipstoinfluencethosepeoplelateronaswemovetotheexecutionphase.So,themorewecangetinvolvedpeopleearlyinthekindofidentificationofhowbigthechangeis,howmuchthey'regoingtobeaffected.,andwho'spotentiallygoingtoloseoutinthischangeorbenegativelyimpactedbyit,Ithinkthemoresuccessfulit'llbeintheend.So,thekeyis,atleasttoprovideusoneortwotoolstostartthinkingabouthowdoIidentifywhoisgoingtobeaffectedandwhoweneedtothinkaboutmostintermsofinvestmentandHRactivitiestoreallygetthemreadyforthischange.Transcript: Identify People Challenges Ithinkagain,akeyroleforusistoreallythinkthroughthisquestionofwhoisthekeytalentintheorganizationthat'sgoingtodrivethischange.AndsoI'vegotatool.It'sjustasimplesimplekindofhubrictothinkabout,youknow,whichjobsaremostimportant,andwhichjobsaregoingtoreallypreventusfromexecutingthechangeandsothere'stwosimplequestionsIwouldaskyoutothinkabout,andthefirstistostartthinkingaboutallthejobsinsideyourorganizationandstartthinkingaboutwhichofthosearethemostvaluableorthemostimportantintermsoftheconnectiontothenewdirection.So,whichofthesedifferentrolesorjobtitlesaregoingtohavethelargestimpactonthevaluecreationthat'sexpectedfromthenewchangewe'retryingtoexecute.Orinotherwords,youknow,whichhadthegreatestimpactonthenewdirectionwe'retryingtomovetowards.So,whichoftheserolesaregoingtodrivethemostofthatchange.Whichofthemhavethegreatestresponsibilitiesorthebiggestrolesintermsofhowweexecuteinthenewworldafterthechangeexistsandsowecanstarttorankthesejobsintermsofhightolowintermsoftheirimpactonthenewdirectionwe'reheaded.Sointermsofthefutureexecution,whichrolesaremostimportantdowntothosewhichhavelessimportanceorlessvaluetotheexecution.Thesecondelementofthis,intermsofhowwellwe'regoingtobeabletoexecuteis,howdifferentaretherequirementsunderthenewstrategy?Howmuchdifferencearewegoingtoseeintermsoftheknowledge,theskills,theabilities,thecapabilitiesrequiredfromthecurrentworkforcetoexecuteunderthenewmodel?Inotherwords,howbigisthedifferencefromtheirskillset,andknowledgeskills,andabilitiesnow?OrtheirKSAs,inourlanguage,knowledge,skillsandabilities,now,versuswhatthey'regoingtoneedinthefuturetodrivethenewstrategy.Andhowbigthatpotentialdifferenceis,potentiallyalsoinmotivation?Howmuchisitgoingtotakeustokindofflipaswitchtoget



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themexcited,engaged,towardthenewmodel?Oraretheygoingtoresistthis,andholdbackeffortfromexecution,sowewanttolookagainateachofthoseroles,andsay,howbigisthedifferenceintheirskillsandabilities?Howmuchwe'regoingtohavetoinvestindrivingmotivationforthemtomoveinthisdirection.Becauseeitheroneofthosecanholdusupfrombeingsuccessful.Wecan'tputpeopleinplacequicklywitharightnewskills,capabilities,knowledgeortheydon'thavethemotivationtoexecuteinthenewdirectionthatthechangeisgoingtofail.So,wecanstarttolookatplottingthesejobsacrossthosetwodimensionsfromhowmuchthey'regoingtobearequireddifferenceinbehaviors,motivation,skillsfromhightolow.Andhowmuchwe'regoingtoseeadifferenceinkindofthevalueortheimpacttheyhaveonthechangeeffortfromhightolow.Whatitshoulddoishelpusplottheseintothesefourquadrants.TometheboxthatismostimportantforustoworkonandthatthejobsaregingtobemostcriticalforustofocusourHReffortsareonarethosepeopleinthattoprightbox.Thosejobsthathaveasubstantiallylargeimpactonwhetherornotthis,thisnewvalueisgoingtobecreated.Theyhavealargeroleintermsofthenewdirectionwe'reheading,andpotentiallythere'slargegapsintermsoftheirknowledge,skills,andabilities,ormotivationtodrivethenewdirection.Andsothosejobs,ifwedon'tfix,there'snowaythischangeeffort'sgoingtobesuccessful.Soagain,thenotionisreallytakingallthejobsinsidetheorganizationthataregoingtobeimpactedoraroundthischangeandthinkaboutwheretheysitintermsoftheimpactorvalueonthechangeitselfandhowdifferentthesepeoplearegoingtohavetolookinordertoexecutethenewrole.Transcript: General Foods Case Study Thenotionofthisidentificationoftheemployeesthataremostcriticaltothechainofsuccessisalittlesquishy,right?Alittlehard,maybe,foryoutograsp.SoIwantedtoprovideyouanexample.Andatthispoint,I'mgoingtostartreferringtotheGeneralFoodscasethatyou'vebeengiventoread.Andsoifyouhaven'treadityet,Istronglyencourageyoutogobacktoreadthatagainbeforewatchingthissegment.ButintheGeneralFoodscasewhatyou'veseenisanorganizationthat'smovingsubstantiallyintermsoftheirapproachtothemarket.They'removingfromalmostalowservicemodelwherethey'rejustprovidingproductstoretailerstoahighservicemodelinwhichthey'regoingtobebecomingextremelyengagedintermsofhelpingtheseretailersunderstandhowtomarketthesecompanybrandedgoods.Understandhowtoshelvethemproperly.Understandhowtodrivenewvaluetotheendretailcustomersinnewways.Andsothischangeisgoingtoreallyimpacttheworkforceofthisorganization,sowhatItriedtodoistakealookattwojobsthatmaybesubstantiallyimpacted.Andthefirstoftheseisthemarketinsightsjob.Thesearepeoplethathaveexperienceandexpertisegoingoutand



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understandingnewtrendsinthemarketplace,understandingwaysthatpeopleshop,thekindsofproductsthey'relookingfor,howtheirlivesarechanging.Andsowhatwe'reseeinginthisparticularchangeeffortisthenewwaythatthey'regoingtoimpactthecustomer,thisbeingthelargeretailersthattheysupplyproductto,ispartofit'sgoingtobenewproductidentification.Thinkingabouttrendsintermsofproductandusageandhowpeoplebuy.Andtryandgivethosecompanies,theselargeretailers,theproductstheyneedtohelpsatisfytheircustomers.Whenwelookatthejobnowversusinthefuturethey'realreadydoingthiswork.Thesemarketinsightspeoplearereallyalreadydoingthisandhelpingthecompanytoidentifynewproducts.What'sdifferentiswe'reactuallygoingtonowstartaskingthemtodoclientconsulting,togooutandmeetwiththeseclients,tohelptheselargeretailersdeeplyunderstandtheirparticularcustomers,helpthemsegmenttheirmarketandunderstandwhatarethedifferenttypesofcustomersthatcomeintotheirstores.Whataredifferenttrendswithinthosedifferentconsumergroups.It'sgoingtorequireamuchhigherleveloforalcommunicationskills,relationshipskills,datamanagementskillsanddeeperknowledgeofthecustomersofthesespecificretailersandsowhenwestarttoseethedifferencebetweenwhattheseclientorthesemarketinsightspeopleliketodayversuswhatwe'llneedthemtolooklikeinsixmonthsafterthechangeisamassivenewincreaseintermsofknowledgeskillsandcapabilities,aroundthisconsultingclientrelationshippiece.So,we'regoingtoseethatthisjobissubstantiallymorechanges,intermsofneedtobringinandhelpdevelopthesenewskillsetsforemployees.Thesecondjobthatwecantakealookatarefieldsalespeople.So,thesearepeoplethataregoingout,meetingwithretailers,tryingtounderstandwhattheirneedsare,helpingtopitchthecompanyproduct,helpingtopitchthenewserviceswe'reoffering,andalso,helpingthosestoresthinkabouthowtobettermerchandiseanddisplayproductwithinthestoresoit,soitsellsbettertoendcustomers.Andsoforthisparticularrole,it'salmostawholescaleofchangefromwhatthey'vedoneinthepast.Inthepast,theybasicallywentin,saidhere'stheproductswecansellyou.Youknow,buy'emordon'tbuy'em.Whatwewantthemtodonowisdoclientconsulting.Getin,again,muchlikethemarketinsightspeopledeeplyunderstandtheircustomers,understandthedifferentsegmentsintheirmarket.They'vegottohavebetteroralcommunicationskills.Reallykindofbuildstrongrelationships.Thesecondthingwealsoneedthemtodoisbecomemerchandisers.Getintothosestores.Helpbuildrelationshipwiththecustomer.Helptrainandbuildtheacumenwithinthestorelevel.Tothinkabouthowtodisplaybetterthat'sgoingtorequiretheirownkindofincreaseinknowledgeonhowtododisplay.It'sgoingtotakemoretimeinthestore,it'sgoingtotakedifferentbehaviorstoreallythinkabouthowdoItakethisproductandmakeitlookniceinthestore,makeitlookattractivetoreallydrivehigherrevenueandhighersalesforthatstore.Sothefieldsalespeoplearealmostblowingupthejobandstartingover.Andsoifyoulookatthe,thewaythisstartstoplotout,forthisparticularchangeefforttowork,twoofthemostimportantrelationshipsthataregoingtotakeplaceintermsofneweffort,newdirectionsarethemarketinsightandfieldsales.AndagainI'vetriedtoputonhereotherjobsaswelljusttogiveyouasensethatnoteveryjobfallsintothattoprightbox.



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Butinthiscasethere'sthreethatwerereallyimportantforthischangetowork.AndsowhatitdoesforyouasanHRfunctionisitgivesyouatarget.Itgivesyouthethree,four,fivejobsthatyou'regoingtowanttospendyourmosteffortonintermsofthinkingabouthowdowemakethemchange?Howdowebuildtheseskills?Howdowere-motivatethem?Howdowebuildthecapabilities?Howdowegettherightleadersinplaceinorderforthistobesuccessful?Sothebigdifferencehereis,insteadofthisbeingascattershot,andsayingwelllet'sjusttryandfixeverybody,itreallyhelpsusnarrowinandfindthosejobsthataregonnabemostcritical,mostessentialinorderforthischangeefforttowork.Anditreally,Ithink,makesusmorestrategicasanHRleaderindrivingthischangebyhelpingusnarrowinonthosejobsthataremostcriticalforustobesuccessful.Transcript: Plan People Elements Thefourthstep,orfourtharea,whereIthinkHRleadersaregoingtoplayareallysubstantialroleinhelpingtodrivesuccessfulchangeisstartingtoplanoutthepeopleelementsofthechange.Sowe'vealreadythoughtabouthowtoidentifywhichjobsaremostessentialtomakechangeswith.Wenowhavetothinkabout,howarewegoingtostrategicallymanagetomakesurewedevelopthesenewskills,thesenewcapabilities,makesurethey'vegottherightmotivationtocarryoutthetools.Soyouknow,there'slotsofdifferentwayswecanthinkaboutthis.There'slotsofdifferenttoolsyoucanrefertofromdifferentcoursesliketheHRstrategycourse.I'mgoingtofocusonasimpleonewhichisreallyawaytothinkaboutkindoforganizingourthoughtsaroundallthedifferenttouchpointswehaveforchangingemployees'skillsandcapabilitiesandchangingtheirmotivation.Andwhatitdoesisitshouldgiveusachancetokindofscopeoutthedifferenttouchpointsthatwehave,differenttoolsinourtoolkit,thatcankindofdrivethischangewithinthedifferentemployeegroupswethinkareimportant.OneoftheotherareasIthinkwecanhaveaprettygoodimpactonthechangeistothinkaboutifwecandothisinastep-wisefashion.Canweintroducethischangeasapilotfirsttomakesurethatwe'rebeingsuccessfulindrivingitintherightdirectionbeforelaunchingitkindofgloballyacrosstheorganization?Soaretherewaystothinkaboutkindofphasinginthechange,startingwithonesmallgroupandthenkindofbuildingacrosstheorganization.Ifthat'spossible,itreallygivesusachancetokindofhaveaquickhit,aquickwin,toshow,heylook,we'rereallybeingsuccessful,orthisisworking.Anditalsogivesusachancetotweakthechangeonasmallerscaleratherthanacrosstheorganization.Ifthat'snotpossible,wethenneedtothinkaboutarethereotherwaystogetthisquickhit?Again,thereasonwewanttohavesomequickwinsinthischangeisitreallyhelpstoneutralizetheskepticismandthecynics.Sothat30%whoaregoingtoresistthechange,wewanttobeabletokindaneutralizethemearly.Say,heylooknotonlyhavewestarteddownthischangepathbutlookatthesequick



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winswe'vealreadyhadintermsofbeingsuccessful.Italsohelpsustokindofmaintainmomentumandmoralebyhavingsomequickvictoriesandshowourearlysuccess.Andagaingivesusthechancetofinetunethis.Andsotobeabletodothis,tokindofhavethisabilitytodrivesomeinitialchange,someinitialwins,andthengobackandevaluatewhereweneedtomakenewchangesortweaks,wehavetohavesomemodelthatwecanthinkaboutthathelpsusunderstandwhatarethedifferentwayswe'regoingtoimpactthesepeople,impacttheskills,capabilities,andthemotivationoftheworkforce.Transcript: Transformational and Transactional Factors WhatI'dliketointroduceyoutoisasystemsperspective,ororganizationaldevelopmenttoolthathelpsusthinkabouthowweimpacttheworkforcetodrivechange.Andagain,there'slotsofdifferentwaystothinkaboutthis.WhenIthinkaboutwhatimpactsindividuals,organizations,smallgroupsintermsoftheirabilitytoperform,youknow,oneofthefirstthingswecanthinkaboutis,kindofbigormacro-transformationalfactors.Andso,wecanstarttothinkaboutthingsthatimpactourabilitytoperformasindividuals,assmallcollectives,aslargecollectives.Partofit'stheexternalenvironment.What'schangingoutthere.Partofitisthemissionorstrategyoftheorganizationthatkindoftellsusthedirectionweareheaded,givesusinsightorkindofabigpictureofwherewearegoing.Certainlyalotofwhatdrivesindividualperformanceandmotivationistheorganizationalculture.Thehowwedothingshere.Howdowetreateachother?Howdowebehave?Whatarethenormsofthisorganization?Andclearlytheotherbig,kindoftransformationalormacrofactorsthatimpactindividualsandtheirmotivationaretheirleaders.Sowhataretheleaderstellingthemisimportant.Whatarethesignalsthattheyaregettingfromthoseleadersintermsofwhatbehaviorsareexpected?Howmotivatingandengagingarethoseleaders?Aretheygreatcommunicators?Aretheyabletogiveclearmessagesonnextsteps,nextdirections,whereareweheaded?Becausethosethingstogether,themissionandstrategy,theleadersoftheorganization,theorganizationalculture,reallyprovidethebackbonethathelppeopleunderstandhowisitthey'resupposedtobehavehere.Theylooktoleadersandsay,wellourleaderisactinginthedirectionwe'resupposedtobeheaded.Aretheycarryingoutthebehaviorsthatareexpectedofus?Sowhat'stheorganizationalculturetellme?What'samission,orstrategyorganizationtellingmeisimportant?And,sothosethingsreallyhaveafundamentalimpactonhowindividualsbehave,andhowgroupsbehave.Andparticularlyaffectstheirmotivation.And,sowewanttostarttothinkabout,youknow,ifwe'retryingtodriveanewdirection,ordrivetheorganizationtoanewchangeroute,foranyparticularjobwecanstarttothinkaboutwhat'sthemissionandstrategyoftheorganizationtellingthem.Whataretheirleaderstellingthem,whatarethebehaviorstheirleadersarecarryingout?Andhowclearhavewemadethesenormstothem?Howcleararetheexpectationsofhowwebehavearoundhere?Moredirectlytokindofthinkingaboutthejobandwhetherpeopleareabletoexecuteiswhatreallykindofimpactstheirtheirability



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toexecutearethetaskrequirements,whichtellsustheskills,capabilities,knowledgerequiredforthejob.Whatweknowaboutthemotivationrequired,howmucheffortdotheyhavetoputin,howmuchdiscretionaryeffortisrequired?Howmuchdotheykindofhaveself-performanceguidelines?Sohowmuchmotivationisrequired?Andareweprovidingthemtherightopportunitiestoperform?Arewegivingthemtherightresourcesaretheyaroundateamthat'ssupportive,dotheyhavethecomputertheyneed,dotheyhavetheworkspacetheyneed,dotheyhavethetimetheyneed,tocarryoutthesenewthings.Andweifwewanttothinkaboutmostdirectlythatthefactors,ortheorganizationalthingsthatimpactthem,they'remoretransactionalinnature.Thosethingsthattendtoincludethingslikemanagementpractices.Withinmanagementpractices,Ithinkofall,allofHR,right?Howdoweselectpeopletotherole,howhavewerecruitedthemtotheorganization?Whatkindsoftraininghavetheybeengiven?Whatkindsofonboardinghavewegiventhem?Whatkindsofpayandincentivesareinplace?Dotheyhavebenefitsthatmakethemfeelsecureintheirlife?Dotheyhavepromotionopportunities?Aretheygivenlong-termdevelopmentopportunities?Right,sowecanthinkaboutallthoseHRpracticesthathelptotweakthis.Partofwhatimpactstheiropportunitiesandtheirmotivationistheorganizationstructure.What'stheworkflowlike?Isthisteambased,isitindividualbased?Howdowehandoffworkwithinstepsoftheorganization?Partofitisthepoliciesandproceduresinplace.Howcleararetherulesandexpectationsthatkindofreinforcetheorganizationalstructure?AndpartofwhatIcallworkclimate.Soculture'skindofthenormfortheorganization,whereasclimatearethenormsandexpectationsofthespecificgroupthey'rein,whichcanbeshockinglydifferentfromthekindofoverarchingnormsoftheorganization.Becauseplantssometimesareisolatedfromanotherworklocationsarefarflowingacrosstheglobe,soeachworklocationalsodevelopsitsownkindofminiculturewithinthelargercultureoftheorganization.So,again,wecanstarttothinkabouthowdothemacrofactorsofleadership,cultureand,andtheorgstrategyandmissionkindofinfluenceemployees'knowledge,skillsandabilities,motivationandopportunities,andthenmoredirectly,howdotheHRpractices,theorganizationalstructure,ourpoliciesandproceduresandtheworkunitclimateimpactthis?Andsowecanworkbottom-uptosay,youknow,here'sthenewperformanceweneedoutoftheseemployees.Thenextlevelwecansay,ifthey'regoingtoachievethiskindofperformancethatweexpectfromthem,carryoutthesenewrolesandbehaviors,whatkindsofskillsarerequired?Whatkindsofknowledgeandcapabilities.What'sthemotivationneedtolooklikeandwhatopportunitiesdoweneedtoprovidethem?Andthenwecanstartthinkingaboutwhereweneedtoshiftintermsofmanagementpractices,workclimate,organizationalstructure,leadershipbehaviorsandsoon.Tomakesurewemigrateemployeesfrom,kindoftheoldstateofknowledgeskillsandabilitiesandmotivationandopportunitiestothenewstate.Aslightlydifferentwaytolookatthatisthisfivefactormodel.Sothinkingaboutinthemiddlewhatwe'retryingtodoismovetheknowledge,skills,capabilities,motivation,opportunitiesofemployeesandreallykindofthefivebigbucketswhereHRhasthegreatest



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leveragetodothis.So,oneishowareweshapingtheleadersandsupervisorsofthisworkforce?Aretheycommunicatingtherightmessage?Aretheyengagingemployeesintherightway?Aretheysettingtherightkindofvisionfortheirgroup?Aretheymodelingthebehaviorsthattheyneedtomodel?Wecanthenthinkabout,howdoweneedtoaltertheorganizationalstructure?Weneeddifferentlinesofreporting.Doweneedtokindofflattenorsteepenthebureaucracyofthisorganization,who'sgotlinepositionalpowertomakedecisionsandsoon,what'stheteamstructurelooklike?Thethirdbucketisreallyaroundtalentmanagementpractices,right,soallthosethingsthatimpactknowledge,skills,andabilitieslikerecruitment,selection,training,development,feedback,andperformancemanagement.Wecanalsothenthinkaboutwhatarethepracticeswe'regoingtousetohelpengageandmotivatetheworkforce.So,whatarewedoingintermsoftheirpay,theirbenefits,theirincentivepay,long-termdevelopmentopportunities,internalselection,performancemanagement.Andthenfinallywekeptthinkingabouthowarewemakingitclearthroughpolicies,proceduresandwhat'stherealnormsofthisworkplace?Whataretherealnormsofthelargerorganizationalculture,whataretherealnormsontopofthatforthisworkgroup?Andhowdowemakeitcleartothemkindoftheexpectationsintermsofhowthey'resupposedtoworkwithoneanotherandhowpeoplearesupposedtoworkwithinthisorganization.Sowecanthinkof,fordrivingthischange,pullinganyoneofthoselevers,totryandfigureoutwhat'sthebestwaytodriveathenewrequiredknowledgeskillsandabilitiesandmotivationforthisparticularworkgroup.Transcript: General Foods Sales Case Study Asyoustarttothinkaboutthisorganizationaldevelopmentorsystemsperspectivetool,againoneofthethingstokeepinmindisyou'regoingtodothisforeachdifferentjobthatneedstochangeinsidetheorganization.Whydoyouneedtodothat?Becauseeachofthosejobsthatisgoingtobeimpactfultothechangeisgoingtoneedadifferentsetofskillsandcapabilities.Adifferentsetofmotivationsinordertoexecutetheirpieceofthechange.Soyoucan'tdothisgloballyacrossalljobs,youhavetokindofgojobbyjob.AndsooneofthejobsIwantedtogiveyouasenseofthisisgoingbacktothatGeneralFoodscasethatthesalesemployees,thesesales,fieldsalespeoplewhoaregoingtohavetogooutandhelptodevelopbetterclientrelationships.They'regoingtohavetogooutand,andhelptheclients,theretailersunderstandhowtobetterdisplayandmerchandisegoodswithintheirstore.Whatwewanttotostarttothinkaboutiswhat'sgoingtoreallyimpactthatthemost?Howarewegoingtohelptodrivethesenewbehaviors,drivethisnewkindofmotivationrequiredtodothesenewskills?Andsopartofit,IthinkwithinthisGeneralFoodscase,oneofthemostimpactfulfoodchangesthatwe'regoingtohaveistheleadershipofthosesalespeople.Thenewleadersofthisfieldsalesorganizationsaregoingtohavetomuchmorecloselyreflectthebehaviorsrequiredofthisnewconsultingstyleapproachtosales.They'regoingto



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havetobeprobablyleadersthatcanhelptotrain,kindofhelptodisplay,helpthesefieldsalespeoplereallyunderstandhowtodotheirjobinafundamentallydifferentway.Sotheleadersthatwehadinplaceundertheoldsalesmodelmightnotbetheleadersweneedforthenewsalesmodel.Theymightneedtoswapsomepeopleout,wemightneedtoupscalesomeofthoseleaders.Andsothattheycanstartbehavinginthesamekindofway,intermsofbeingmoreconsultativeratherthanhardsalespeople.Theotherthingwearegoingtohavetostarttoswitchalittlebitistheorganizationalculture,intermsof,thinkingaboutifwe'rereallyaconsultativeorganization,howmuchdoourfieldsalespeopleneedtopartnertogether?Howmuchdotheyneedtobesupportiveofoneanotherratherthanindividualistic,right?Andsowemightstarttothinkaboutsomeshiftintheorganizationalcultureaswelltocreatekindofthemotivation,theexpectationsofhowwebehavemoredirectlyintermsofthiswealsowanttostarttothinkabouthowwe'regoingtoshiftsomeoftheHRpracticesand,andsofundamentallyforthisjobifit'smoreconsultativeinnature,ifwewantpeopletobuildlong-termrelationshipsratherthanmakingimmediatesalesquarterbyquarter,we'regoingtohavetothinkdifferentlyabouttheperformancemanagementsystem.Howdoweratetheirsuccessandperformance?It'sgoingtobebasedmuchmoreuponcustomersatisfaction.It'sgoingtobebasedmuchmoreuponhavetheyhadsuccessindevelopingmerchandisingskillswithintheworkforceofthelargeretailers.It'sgoingtohavetodomuchmorewithhavetheybeenconsultativetothosepeopleratherthanjustvolumeofsales?So,we'regoingtohavetothinkaboutfundamentallychangingtheperformancemanagement,whichisgoingtoalsofundamentallyshiftthepaystructure,right?Thebonusandincentivepaymayratchetdownintermsofshort-termincentivesandmovethosetowardslong-termincentives.Soratherthanquarterlypayoutbonuses,wemaythinkaboutyearortwoyearpaybacksintermsofrelationshipsbuilt,satisfactionoftheclients,andsoonratherthanjusttheimmediatesales,andpayforsales.We'realsogoingtohavetothinkabouttraining.We'regoingtohavetothinkabouthowdowetrainthesepeopletobemoreconsultative,tohavemoreofthoseconsultativeskills.We'regoingtohavetothinkabouthowtotrainthemaroundmerchandisingandmerchandisingknowledge.We'regoingtohavetotrainthemandgivethemsomefeedbackintermsofimprovingtheiroralskillssotheycancommunicatebetterwiththeclient.Potentiallythosepeoplewhocan'tmaketheshift,we'regoingtohavetothinkabout,howdoweexitthemfromtheorganization,andhowdoweselectandattractnewpeopleintothatrole?SoyoucanseeaprettyfundamentalchangeacrosstheboardintermsofHRpractices.Potentiallywe'realsogoingtohavetothinkaboutdifferentorganizationalstructure.Sothatwehaveateamofpeoplegoingintomeetwithaclientratherthanasinglesalesperson.Becausemaybeit'spotentialthatasinglesalespersoncan'thandleallofthoseelements,ofknowingallthedifferentaspectsofmerchandising,consulting,datamanagementandsoon.Sopotentiallywemaymovefromanindividual-basedstructuretoateam-basedstructureintermsofkindof



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aligningtothenewprioritiesoftheorganization.So,againwhatthisOD,oroursystems-perspectivemodelsstartstogiveusisasenseof,whatarethedifferentleveragepointswe'regoingtoneedintermsofcreatingaworkforcethat'sabletocarryoutthenewbehaviorsandexecutethisnewstrategyorvisionfortheorganization.So,fundamentally,howdowechangethisskill-set,themotivation,theopportunities,forpeopletoexecute.Andagainitgivesustheleveragetosay,youknow,it'snotjustonepractice,it'snotjustpayorit'snotjusthiringaleaderthat'sgoingtocreateabetterversion.Butacrosstheboard,howarewegoingtosystematicallymanagetheseemployeesdifferently,createadifferentkindofworknorms,workenvironmentforthemtobeabletoexecutethenewmodel?Transcript: Roll Out Change Thefifthpartofanychangemodelwhereagain,IthinkHRleadersplayareallystrongcomponentclearlyisintheexecutionphase.Andthisisreallythephasewherewestarttorolloutthechange,andhelptomakesurethattheinitialchangeeffortsaresuccessful.Mostimportantlyoroneofthefirstimportantpartsofthisroll-outiscommunicate,communicate,communicate,right?Somostchangeeffortsthathavebeenwellplanned,andthey'vegotagreatleadershipteamupfront,andthey'vereallykindofgottenanearlyinvolvement,wheretheystarttofalldownislackofkindof,communicationoftheactualrolloutofthechange,andsoagain,eventhoughweinvolvedemployeesearlyintryingtohelpthemunderstandwhythechangeisimportantandwhytheyneedtogetonboard,atthephaseofrolloutweneedtoremindthemabouthowimportantthisis.Weneedtoremindthemwhythey'regoingtobehavedifferently.Whyaretheygoingtogothroughthenewtraining.Whyaretheygoingtoparticipateinthesenewactivities.Again,wehavetore-communicatetothemhowessentialandwhythisissoessentialtothesuccessofthebusinessandhowthisnewdirectionisgoingtopositivelyimpactthem,andthemasanindividual,notjustthelargerorganization.Atthisphasewealsoneedtoprovidethemclearscopeandspecifics.Sowhatdoesthismeanintermsofspecificbusinessoutcomes,whatdoesthismeanintermsofyourownpersonalbenefits?What'sanybadnewsornegativeconsequences.Andhowwillweknowifwe'rebeingsuccessful?Sowhat'ssomecriterionearlyonthatwecanpointtothatsays,here'sanideathatwe'reontherightpath,thatwe'removingintherightdirection.InearlychangeeffortsIkindofalwaysscoffedatthis,butwhatIfoundtobereallysuccessfulisthisnotionofsomegraphicrepresentationormetaphorforpeopletofollow,right?It'stheposterinthebreakroomofthetwistingroadthatshowsallthedifferentphasesofthechange,andallthedifferentthingsthatthey'llseeastheymovealong.Andyouknow,Iusedtokindofthinkthatwashokey,anditcanbehokey,buttheideaisthatitgivespeoplesomethingquickandvisualtoknowwhereanypointinthechangeeffortwearewiththatchange.Andso,thisgraphicrepresentation,whetherit'saroad,orit'spath,orit'sanarrow,itgivesthemasenseof



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here'swhatI'llseefirst,here'swhatI'llseesecond,here'sthebigthirdmajorthingthat'sgoingtohappen,here'swhenpartfourhappens.Andso,anyonethat'skindoflookingalonghasasenseof,nowIknowwherewearewithinthechange.Andtheydon'tgetlost.Theydon'tthinkthatthechangeisover.Theyknowwhereatanyonepointintimewearewiththischangeeffort.Andalsogivesusachancetogobacktothatandsayhey,wesaidthatbyMaywe'dbehereandguesswhat?It'sMay.Let'scelebratethefactthatwe'reatthispointalready,right?Soagain,ithelpstokindofquellthedisbelief.Or,orquelltheworriesaroundpeople.Andalsosomethingeasyforpeopletowatch.Intermsofthiscommunicationthing,Ithinkwhatwealsohavetodo,andsometimesweforgetthis,iswehavetocommunicateaswidelyaspossible.SoevenifthechangeisonlyhappeninginDivisionA.Wewanttomakesurethattheotherdivisionsofthecompanyunderstandwhatthischangeisaswell,andwherethat,thatotherdivisionis.Becausemostpeopletalk.Theyknowpeopleinotherdivisions.They'veworkedinanotherdivisionthatwasgoingthroughthechange.Anditstartstoworryaboutthem,aboutwhatmaybehappeningtothemlateron.So,themorewidelywecommunicatewhatthechangeis,whoit'saffecting,whoit'snotaffecting,Ithinkpeoplecankindofreducesomeofthatanxietythatexistsincompaniestoday.AnothersuccessfultoolI'veseeninthiscommunicationphaseiswhatI'dcallanopenforumoralargesitdownorlargekindofactionmeetingwherethebosscanbetheretoanswerquestionsfromemployees,right?Andwhyithastobetheboss,thepersonatthetopofthechangeisbecauseifthepeoplebelievethatthatleaderisreallybehindthechange,thatthey'rereallyactiveandtheycareaboutwhatpeoplehavetoaskthem,they'rewillingtoanswerthosetoughquestions,itsendsarealsignaltotherestoftheorganizationabouthowseriousthischangereallyisanditalsotellsthemthatwe'renottryingtohidesomethingfromthem.Sohavingtheboss,havingtheyouknow,kindofopenforumofasktheboss,wherewe'rewillingtoansweranyquestionsoutthere,again,helpstoreduceanxiety.Ithelpspeopleunderstandhowseriousweare.Ithelpscreatetherealvisionofwherewe'regoing,andithelpstoreallykindofconvincethatother50%toreallygetbehindthischangeeffort.Andso,reallyit,createsthisleadershipbyexample,thatthebossisreallyoutthereleadingthisthing.Thatthey'retheoneatthetipofthespearthat'sgoingtobebehindthis,that'sgoingtohelpguideit.Butthey'realsoopen,right?They'realsoopentohearingfeedbackfromothers,theconcernsofothers.Andreallywillingandkindofabletoengageinthediscussionwiththattomakepeoplefeelthatthey'rebeingheard.Tomakepeoplekindofmorewillingtogetbehindthechange,soagain,Ican'tstressthisenough,thatwehavetospendalotoftime,andthisiswhereHR,reallythroughourexpertiseandunderstandinghowtocommunicate,howtogetmessagesoutthere,we'vegottoplayaprettystrongroleinactuallyhelpingtheorganizationandthechangeteamthinkthroughhowthey'regoingtoeffectivelycommunicateandreallygetpeopleonboardatthispointwithdrivingandexecutingthechangenowthatwe'reatthatstage.



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Transcript: Roll Out Training Asourorganizationsgotorollingoutthechange,youknow,clearlyoneofthemostkindofimpactfulwayswe'regoingtohelpwiththisisthroughthetheexecutionthatHRpracticestietothechange.Andsooneexampleofthisisjustourfocusontrainingforthechangeeffortitself,soareweprovidingsomeorientationsessions?Areweprovidingsessionsthatpeoplecangothroughtounderstandhowthey'regoingtohavetobehavedifferentlytomorrowinexecutingthisnewdirectioncomparedtowhatthey'redoingtoday,right?Sopartofthisis,youknow,thesetrainingsessionswe'regoingtohelptocreate,whetherthey'reonlinetraining,they'reface-to-facetraining,isreallyaroundorientation,reallyhelpingtheseemployeesunderstandingwhat'sthenewnormforhowthey'regoingtoactintheirjob.Partofitthenisalsofillingintheskillsgap,right?Whatarethenewskillstheyneed?InthecaseoftheGeneralFoodexample,we'regoingtothinkthrough,howdothesefieldsalespeopleunderstandhowtodeliverdifferentmerchandising.Howaretheygoingtotrainemployeesattheretailerstodothismerchandising?Sowehavetothinkthroughwhatarethebasicskillswe'reeithergoingtohavetotrainorattractorbringintotheorganizationinordertoexecuteandputinplacethatplan.Andthenmoredetailedtraining,andontopofthat,right?Sooncethey'vegoneoutandthey'vestartedtoenactthesenewbehaviors,what'sthefollowuptrainingtohelpthosepeoplewhoaregettingstuck.What'stheadditionaltraining,againonline,face-to-face,mentoring,coaching,thatwe'regoingtoprovidetohelpthosepeoplewhoarestrugglingtoexecuteagainstthenewmodel,right?Soit'snotjusttheinitialtrainingeffort,butit'sthinkingaboutkindoflong-term,howdowemakesurewe'reputtingintherightorganizationaleffortstomakesurethatpeoplearearesubstantiallyabletomovefromtheoldmodeltothenewmodelandkindofcheck-inpointsandperformancemanagementpointsalongthewaytounderstandwho'smakingtheturn.Who'snotmakingtheturn.Andhowtobringtherestoftheorganizationalongwithit.Again,thebasicexecutionofHRhere,right?Arewetrackingpeople'sperformance?Arewehelpingthemseethenewvision?Areweprovidingtherightskillstheyneedtobesuccessful?Arewethenfollowingupwithadditionaltraining,performancemanagement,motivationandleadership,guidancetohelpthemgetthemtowhereweneedthemtobetobesuccessful.Transcript: Roll Out Support ThefinalpartoftherolloutphasewhereHRplaysaprettysubstantialrole,tome,ishelpingpeopleadjust.Andit'sreallyhardtofathomsometimesjusthowstressfulchangeistopeopleinsideorganizations.Andthisisparticularlytruetoday,giventhenatureofkindofdownsizing,workforcereductions,rapidchangeinorganizations.Peoplefeelsuperstressedwhenevertheyheartheyhavetochange,right,so,whatwehavetodoasHRisreallyagainthisisthatroleof



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kindoftheemployeeadvocate.Makingsureweareprotectingemployeesandbeingthevoiceofemployees.Thattheirneeds,theirconcerns,theirfearsare,arebeingheardandwe'rehelpingtodealwiththat.Andsoyouknow,oneofthethingswehavetodealwitharereallythestressorsofchange,right?Andthefactthatpeoplehavetodosomethingverynewisverykindofoftenfearful,certainlycreatesanxietiesforpeople.Buttheyalsohavekindoffearandstressfromtheambiguity,uncertainty,right?They'vegonefromajobthattheyknewprettywell,maybethey'vebeendoingitforayear,maybethey'vebeendoingitfortenyears,suddenlywe'reaskingthemtodosomethingnew,andright,they'renotquitesurehowtodoit.They'renotquitesurewhattheexpectationsare.Evenifwe'vedoneagoodjobofcommunicating,untiltheystarttodoit,theydon'tknowwhattheyhavetodo.Orhownewproblemsaregoingtocomeuporhownewissuesaregoingtocomeupintheirdaytodayjob.Wehavetothinkabouthowwe'regoingtohelpthemmanagethatambiguityanduncertainty.Andthey'realsonotsurehowlongthisisgoingtotake,orwhenisitactuallygoingtohappentothem,orwhenwilltheystarttofeelthispain.Sothere'sallthesestressorshappeningtotheindividualsthataregoingtobeaffectedbythischangeintheirjob.Astheyhavetostartmovingfromkindofanoldwayofdoingtheirworktoanewwayofdoingwork.Andsowe'vegottohavesomestrategiesinplaceforthemtodealwiththatstressanddealwiththatanxiety.Andsooneoftheseisreally,againgoesbacktothatcommunication.Canweprovidemoreinformationthanweeverthoughtanyonewouldneed?Sotheycanhelpreducesomeofthatambiguity.Reducesomeofthenotknowinghowlongorwhenthisisgoingtohappen,right?Soagain,thatkindofvisualmodelofthechangeandprovidingthemallthekindoforientationtrainingofwhenisthisgoingtohappenandwhatdowereallyneedyoutodoandwhatisthisreallygoingtolooklike.Wealsowanttotryandcreateaclimateofsocialsupport.Havewecreatedanonlinecommunity?Havewecreatedkindofemployeemeetinggroupsthattheycangettogetherandsharetheirconcernswithoneanother?Sharetheiranxietiesaboutthechange?Dowehavepeoplethattheycanmeetwithandkindoftalkthroughthis?Wewanttoreallycreatethisclimateofsocialsupportwhereifthey'vegottheirpeersthatcansupportthem,leadersthatcansupportthem,HRpeoplethatcansupportthemintermsoftalkingwithuseitherindividuallyorcollectivelyaboutthechange.Wealsowanttomakesurethatourleadershaveaclearunderstandingofthestressthattheiremployeesaregoingtofeel.Sothatthoseleadersareattunedtothefactthattheiremployeesmayactstressedonthejob.Thattheymaylookscared,theymaylookfrightenedor,ortheymayjustactdifferentlyandwehavetohelpthemunderstandthatthatdifferenceinactionmaybesomesignthatthosepeopleareunderstressandarenothandlingitwell.Thenwe'vegottohavesomedirectaction.Dowehaveastresshotline,dowehavethechanceforpeopledosomeinterventionsandpeoplethatareactingreallyoutofsorts,arethosemanagersgoingandhavingone-on-onediscussionswiththem,orisHRhelpingtostepinandhavingsomeofthosediscussions?Sowhat'souractionplanandwhatarewegoingtodofor



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thosepeoplewhoarereallyshowingstressin,inanon-positivewayorovertimearejustnotseemingtogetoverthatstress.We'vegottohavesomedirectactionandgetinvolvedwiththemsothatwecanhelpthemkindofovercometheanxietythatthey'refeelingorthekindoffearandstressthatthey'refeeling.Otherwisethosepeoplepotentiallybecomepeoplethatgetlost,peoplethatare,weloseintermsofthemquittingthatwedidn'twanttoquitorpeoplethatarehavingnegativeactionsoractivitiesonthejob.Kindofreflectingtheirneedtolashoutagainstthestressthey'refeeling,sowewanttomakesurewe'vegotsomewaythatwecandirectlyintervene,anddirectlytalktothosepeoplewhoareshowingtheclearsignsthatthey'renotgettingovertheinitialstressofthechange.Transcript: Measure and Improve ThroughoutthischangeprocesswhatI'vebeentryingtogetyoutostartthinkingaboutisagain,wedon'toftenhaveasHRleaders,thelineauthoritytogoinandmakethesethingshappen.Sowe'retryingto,withourowninfluence,ourownability,tobuildrelationshipswiththeleadersofthechangeteam,helptomakesurethatthey'reaskingthesequestions,tomakesurethatthey'rehelpingtoputinplacetherightactivities.AndthenthesixthsteporsixthareawhereIthinkHRplaysarealrole,butit'softenfromapurelyinfluentialperspectiveis,areweeffectivelymeasuringandcontinuouslyimprovingagainstthechangeeffort?Andso,youknowpartofthisisourownabilitytomeasureyouknow,arewemakingadifference,butwealsowanttohelptheguidingcoalitionortheleadershipteamofthechangethinkthoroughareeffectivelymeasuringtheresults.Andwhyisitimportanttomeasurewhetherornotwe'rebeingeffectiveinthechangeandwhetherornotweareheadingintherightdirectionisbecauseit'scriticalforustobeagainbeabletoestablishthatweareontherightpath,tobeabletokindoftellthenaysayers,thepeoplethatwanttoresistthechange,thatheylook,thechangeisstarting.Andlookatalltheareaswherewe'vealreadybeensuccessful.Lookatallthepositivemovementwe'vehadagainsttheresultsthatwereexpected.Sothemorewecanmeasuretheeffectivenessofthechange,themorewecanhelpallthosepeople,thenaysayers,andthe50%onthefencereallyunderstandthatthechangeisworkingandthechangeisheadingintheintendeddirection.Aswe'remeasuringthiswecanalsoseewherethechangehasn'tbeenassuccessfulaswewantedorwherearewestillseeingblocksorlackofskillsorcapabilitiesthatarepreventingusfromgettingtothechangesasquicklyaswewantedto.Wecanthenstarttorethinkaretherenewtrainingactivities?Aretherenewselectionactivities?Newkindofpayorincentivesornewstructurethatweneedtoputinplacetohelpmakethechangemoreeffective?So,measuringwherewe'rebeingsuccessfulandwherewe'renothittingthemarkreallyhelpustodosomecontinuousimprovement.Asyoucanprobablythinkofifyou'vetakenanHRstrategyclassoryou'vetakentheHRmetricsclass,there'slotsofdifferentwaystomeasuretheresult.SoIdon'twanttogointospecificdetailsaboutmeasurementtoolsrightnowcause



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there'slotsofotheravenuesthataremuchmorecomprehensiveforyoutothinkaboutthatbutacouplethingsforustothinkaboutwhenwearemeasuringchange.So,youknow,howwouldwemeasurewhetherornotthechangeisaffectingcompetitiveadvantage?Aretherebusinessperformanceoutcomesintermsoffinancialresultsormarketshareresultsthatwecanpointtotoshowthatthechangeisworkingintheintendeddirection?Wecanalsostarttothinkabout,aretherewaysthatwehaveaffectedcustomervalue?Sohowarecustomersreflectingonthechange?Aretheymoresatisfied,aretheymoreexcitedtotalkwithus?Dotheyfeellikethey'regettingmorevaluefromus?Andthenwewanttobeabletocheckandmeasurewhetherornottheintendedskills,knowledge,capabilities,motivationsthatwe'retryingtoaffectwithaHRcomponentofthis,andwewanttomeasurewhetherornotthoseaspectshavebeensuccessful.So,doweseetheworkforcewithhigherskillsintheareasthatwethoughttheyneededhigherskillsin?Doweseethemkindofbeingabletoestablishthebehaviorsandcapabilitieswesaidwereimportantforthechange?Whatdoestheirengagementlooklike?Aretheyexcited,aretheymotivated,dotheyfeelpositiveaboutthedirectionwe'reheaded?Andsowecantrackbeforethechange,rightafterthechange,sixmonthsafterthechange.Havewebeenabletomovethepeoplemetricsthatwesaidwereimportant?Havewemadetheworkforcekindofshiftitsskillsandcapabilities?Doweseepeoplewiththerightknowledgeandskillsandbehaviors?Doweseepeoplewiththerightmotivation?Aretheytellingusthatthey'vegottheopportunitiestobehaveinthisnewway?Sowecanstarttomeasurewhetherornotwe'vebeensuccessfulandagaingobacknowandthinkaboutcontinuousimprovement.We'vemovedtheemployeesfrom60%oftheskillstheyneededto80%.Howarewegoingtogetthatlast20%?Howarewegoingtogetthelast20%ofemployeeswithalltheskillstheyneedtobesuccessful?Orifwefeltweneededtogetengagementtoaparticularlevelandwe'renotquitethereyet,whatelsearewegoingtodotokindoftweakthistomakesurethatwegetpeoplereallyexcitedandreallyputtingforththeefforttomakethechangehappen?So,again,thismeasurementpartoftheexecutionandrolloutstageisreallycriticalbecauseithelpsusunderstandwhereweare.Andithelpsusunderstandwhatweneedtostilldotomakethiskindoffinalsteptogetusthereandgettothefinalstageofexecution.Transcript: Anchor Change Myexperienceasaconsultanthavingworkedwithorganizationsforthelast20yearsisthat,youknow,changehappens.Andyouhelptheorganizationkindofmaketheinitialchange.Theystartdownthepath,andthensixmonths,ayearlater,youcomebackandit'sbacktobusinessasusualfrombeforethechange,right?So,there'sareasonforthat,isoftentimespeoplelosefocusattheveryendofthechangeeffort.Butwhatwehavetodoismakesurethatintheendofthedaywe'veanchoredthechangeintheculture.Thatwe'veactuallymadethenewwayof



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doingbusiness,whoweareasanorganization.We'vemadeitthatkindofnewDNAoftheorganization.Sowhenyouthinkaboutanychangeeffort,youknow,cultureisprobablyoneofthethingsthatcomesfirst.Right?Wehavetoidentifyandsignaltoemployeeshowthey'regoingtohavetobehavedifferently.Andthenwe'regoingtohavetoprovidereinforcingmechanismsearlyinthechangetohelpthem,helpremindthemofthenewwaysthey'regoingtohavetobehave.Butintheend,ifwe'regoingtokindofofmakethisstickandmakethischange,thenewwayofdoingbusiness,wehavetomakesurethatthisbecomesthenewDNAoftheorganization.Andwhatthatreallyrequiresisconsistencyandstickingwithit,right?Anditreallymeansthatifwewant,andthechangestoanewmodelofhowpeoplebehaveintheorganization,thosepeoplethatreallyaren'tgettingonboardwiththat,eventuallywehavetomovethemoutoftheorganization,right?So,youknow,thegreatestsignalofthisisoftengettingridofthoseleaderswhoaren'twillingtogetonboardwiththenewwaythatthey'resupposedtobehave,orthenewwaytheorganization'ssupposedtoact,right?Eventhoseleaderswhoaredrivinggreatresults,butifthey'renotdoingitintherightway,it'stimetomovethemoutoftheorganization,right?And,sothat'saclearsignalthatwereallymeanthatthisisanewwayofdoingthings,right?Andsoreally,again,it'stheconsistency.Thatwedon'tallowafewhighperformerstokindofgooffanddotheirownthing.Thateveryonehastokindofdoitintherightway.Italsorequiresalotoftalk,right?Sowhathappensoftenisleaderskindofmoveontothenexttaskofthedayortaskofthemoment,andtheyforgetabouttheoldchange,right?Andsowhat'sreallycriticalforchangetobesuccessfuliswehavetotalkaboutitatthebeginning,wehavetotalkaboutitatthemiddle,wehavetotalkaboutitwhilewe'reexecuting,wehavetotalkthroughitwhilewe'rekindoftweakingormakingakindofacontinuousimprovement.Andwehavetotalkaboutitevenafterthechangeisover.Thatthisiswhowearenow.Thisishowwe'regoingtobehave,right?Andsokindofthetalk,talk,talkthroughouttheentireprocessandtheconstantcommunicationisreallyessential.Andalsoreallywhatwehavetodoismakesurethatwe'remakingtherightdecisionshereandthatpeoplewhogetpromoted,thatpeoplegettherightbonuses,thepeoplebecomethefutureleadersreallyaretheonesthatarethosethataretheoneswhobestenactthesebehaviorsright?Andsothatkindofreinforcesagainthatthisnewwayofdoingthingsisimportant,right?SowhenwegobacktowheredoesHRhaveleveragehere?Certainlywhenwethinkaboutperformancemanagement,whenwethinkaboutbonusesandincentivestructures.Whenwethinkaboutsuccessionplansandwethinkaboutpromotionopportunities,itallhastocomebacktomakesurethatwe'reconsistent.Againthatpeoplearemostadvantagedbythisthroughpromotions,pay,arethosethataremostenactingthenewculturethatweneedtohaveinthisorganization,right?Andsothat'swhenthisthingreallybecomesstickyandthisbecomesanewwayofworking.Andagainthisisessentialorotherwisetheorganizationisgoingtokindofslipbacktotheoldwayofdoingthings,right?Sowehavetohavesomeone



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thatkeepsoureyeontheball,andthat'softenHR,becausetheleadershipteamofthechangeeffort'seventually,kindofswitchoutandgobacktotheiroldjobs,right?So,astheyswitchoutandthey'renolongerfocusedonthechange,wehavetomakesurethatallthedecisionstiedtoHR,tiedtotalent,reallygobacktoreinforcingthatthisisthenewwayofbusiness.Again,that'sinhowwepromote,howwetrain,howwelookatperformancemanagement,howwelookatpay,allhavetoreinforcekindofthenewwayandre-anchorkindofthenewwayofdoingbusinessintheculture.Transcript: Course Wrap-Up Socongratulationsonreachingtheend.IhopewhatyouhavebeenabletopulltogetherisaperspectiveofyourselfasanHRleaderandreallybeabletothinkthroughhowyouaregoingtoimpacttheorganizationmoresuccessfullyandreallythinkthroughyourroleasarelationshipbuilderandreallythinkthroughyourabilitytoreallykindofformthoseessentialrelationships.Thinkthroughyourselfandyourabilitytocoachandreallydrivegreaterleadersorincreasetheleadershipcapabilitiesoftheseniorteamaroundyou.Tothinkthroughyourroleindrivingchangeandasyougetthosecapabilitiesdownyoucannowstarttothinkabout,what'stherestofthatHRcompetencymodelthatyouwanttostarttofillin.Doyouneedtoincreaseyourstrengthsaroundkindofbusinessacumen,doyouneedtoincreaseyourstrengthsaroundanalytics,doyouneeddeeperknowledgearoundtalentmanagementordiversityandinclusion,orlaborrelations?OrarethereotheraspectsofHRleadershipthatreallyareessentialforyou,right,tothinkthroughhowdoyouactmoreasaconsultanthowdoyouthinkmorestrategically?Andreallynowisthetimeforyoutokindofwrapupandsay,I'mnowbetteratthesethings.What'smynextchallengeandwhatelsedoIneedtolearntogetbetter?Butagain,congratulations,Ihopeyoureallyenjoyedthecourse.

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