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Executives -Leading employees through change

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beata boshoff

on 16 January 2013

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Transcript of Executives -Leading employees through change

What will happen if the above is not followed What will happen if the above is not followed The Project Leader is responsible for developing a project plan that works to achieve the desired outcomes and goals of the project on time and on budget

The Project Leader must challenge work that is not directly related to the critical path. The Project Leader negotiates approval of the project plan with management

The Project Leader ensures that the plan is re-evaluated, adjusted and re-negotiated at regular intervals, or when internal data or external information suggests that the timeline may slip or certain objectives may not be met   Planning The Project Leader should include the team in formulating decisions but should accept accountability for the decision

Provide an honest assessment of the project relative to current and future cost

Proactively acknowledge the time to advance the project to the next stage (not “we’ve got a couple experiments we’d like to finish first”) and when to recommend termination
  Decision making / Judgment The role of executives in each element Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Formed in 1994, Prosci is an independent research company in the field of change management

Prosci's change management methodology has become one of the most widely used approaches for managing the people side of change in corporations and government

Today, Prosci is the world leader in change management research Who is Prosci To increase your ability to be effective leaders of change

To understand the change process and the underlying concepts of change management

To know and understand the necessary steps that need to be taken in order for the project to be successful

To understand how to effectively handle and understand your employees as they are under going change Goals and objectives of the training Agenda What is a stakeholder? A stakeholder is a person, group or organisation that has interest or concern in an organisation. Stakeholders can affect or be affected by the organisation's actions, objectives and policies.

Some examples of key stakeholders are:
Creditors
Directors
Employees
Government (and its agencies)
Owners (shareholders)
Suppliers
Unions
The community from which the business draws its resources Stakeholder Management Stakeholder Management Emails
Meetings
Face to face communication
Telephone calls
Newsletters
Group discussions
Announcements
The office grapevine
News bulletins
Conferences
Intranet The different ways of organisational communication Listen with your eyes as well as your ears

Remember that effective communication is two-way

Good leaders know how to ask good questions, and then listen with both their eyes and ears

It’s easy to be so focused on getting your message out — or persuading others — that you don’t tune in to what you see and hear

Read between the lines. Listen and hear what is coming back at you

Look for the nonverbal cues. Sometimes a person’s body language will tell you everything you need to know How to be an effective communicator Be visible

Visibility is about letting your employees get a feel for who you are and what you care about

Although e-communication serves a valuable purpose, it is no substitute for face-to-face and voice-to-voice communication

Do a “calendar test” to make sure you’re allocating time regularly to be out on the floor

Show your people that you’re engaged and care about them and their work How to be an effective communicator Find your own voice

Use language that’s distinctly your own. Let your values come through in your communication

Strong leaders know how to string a sentence together

Don’t fixate on fluent speech and writing; concentrate on being distinct and real

People want real. People respect real. People follow real. Don’t disguise who you are. Be genuine, and people will respect you for it How to be an effective communicator Make the complex simple   

Your employees are being bombarded 24/7 by information, making it hard for them to hear you. Simplicity has never been more powerful or necessary

Effective leaders distil complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon

If you’re having trouble distilling something to its essence, it may be that you don’t understand it. So get clear and look out for technical jargon and business speak, which add complexity

Say what you mean in as few words as possible How to be an effective communicator Mind the say-do gap

This is all about trust, which is the bedrock of effective leadership.

Always align your actions with your words

Since it’s often difficult to see the say-do gap in yourself, rely on a few trusted colleagues to tell it to you straight and flag discrepancies

Rule of thumb: it’s better to say nothing or delay your communication until you’re certain that your actions will ring true How to be an effective communicator Effective communication Awareness of why the change is needed
Build awareness among employees about why the change has to happen as well as the benefits of changing

How the change would directly impact the employees
Explain the WIIFM (what's in it for me)
Engage employees in conversations about the personal impact of the change
Were applicable also share the associated personal benefits and rewards that they will gain Resistance should always be anticipated resistance will happen and should be planned for in advance.

There are two main areas to focus on when managing resistance: How to deal with resistance? Understanding your employees behavioural changes during change Research findings: Top contributors and obstacles to success Determine your organisation’s change saturation Leaders can become side-tracked and forget the need for monitoring the project dates. People may lose focus during a project and allow deadlines to drift.

If the missed deadline is early on in the project, it can have a major ripple effect

If not corrected, this ripple may continue until the end of the project

This creates much pressure for those working on the project down the road because they will inherit the project already behind schedule Keep the end goal clearly in mind Step 6 Leaders sometimes think that rewards are the only motivation.

Never underestimate the value of a pat on the back with a "good job" accompaniment. Positive reinforcement keeps people focused

On the other hand, you need to be willing to discuss where team
members are lagging behind on the project

There must be a willingness to talk about whatever is needed to drive the project Monitor and give feedback Step 4 Some project teams experience turf battles. Individuals argue and are uncooperative; they simply do not like each other.

Communication and common courtesy can break down causing the project to suffer

The team leader is responsible for addressing any unsolved problems that jeopardise the success of the project

The team leader must carefully select the team members in the beginning to avoid as many problems as possible Build the right team Step 2 Setting up your project team Keep team members and stakeholders informed of key developments, program decisions, issues, and changes to the project and the project plan

Provide timely reporting in any corporate project reporting system or to any corporate review board

Provide relevant information to employees as required

Develop an efficient communication plan for the specific project

Ensure that all necessary communication is achieved and ensure that no one is left in the dark   Communication A good leader actively solicits input from team members and key stake holders. The good Project Leader also recognizes and acknowledges the contributions of team members.










The following are the responsibilities expected from the Project Leader. The roles of a Project Leader The Project Leader works with the team and key stakeholders to set the key goals and major objectives

The Project Leader is expected to maintain focus and provide clear direction to both team members and with respect to external influencers, to be the champion for the project

To be clear about the program’s priority in the portfolio, to demand scientific excellence from team members and to support team member personal development What is a Project Leader A project leader needs to be appointed

It will be his responsibility to make the day to day operational decisions

He will be the person to run the operation on a “near future” basis

The executives will be directly over seeing the project leader

It is important to understand exactly what his responsibilities are as he is the person whom the executives will be trusting the most

The project leader will be reporting directly to the executives on a time basis determined by the executives As an executive leader all the big decisions and implementations is your responsibility, but it is not possible for you to oversee every detail of the day to day operations Executives role in terms of the project leader Successful organisational change depends on leaders who have direct authority with people going through the change – to support and execute change in their span of influence.

A executive leader must wear many different hats as he/she has many roles to fill. The roles of a leader The role of leadership through change Sponsorship is the responsibility of executives and senior managers in the organisation who authorize, fund and charter the top-down organisational changes that end up as projects or initiatives

The role of 'sponsor of change' is not one that can be selected or assigned; it is tied to and dictated by the actual change that is being implemented

They are primarily responsible for making decisions, providing direction, and demonstrating their own and the organisation's commitment to the particular change - whether it is a new product, an ERP system, a reorganisation, or any number of organisational changes   What is a Sponsor Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Focusing on the role of leadership / sponsorship Copyright Prosci 1996-2012 Used with permission www.changemanagement.com 1998 First Change Management Study – 102 participants
2001 Second Change Management Study – 152 participants
2003 Third Change Management Study – 288 participants
2005 Fourth Change Management Study – 411 participants
2007 Fifth Change Management Study – 426 participants
2009 Sixth Change Management Study – 575 participants
2011 Seventh Change Management Study – 650 participants Prosci’s research history A strategic capability to increase the organisational change capacity and to accelerate changes within an organisation. What is change management A competency applied by managers and supervisors to help employees through the transition from the current state to the future state. What is change management The process, tools and techniques to manage the people –side of change to achieve the required business results. What is change management What is change management Applying change management can directly impact your:
Speed of adoption

Ultimate utilisation rate

Proficiency Studies show that projects using effective change management processes and tools had a much bigger probability of achieving their objectives on time and on budget. Why must change be managed Why must change be managed The change process As an executive it is your duty to make sure the technical side of the project is successful but it is also your duty to make sure that the people side of the project is made as easy as possible for the employees

You need to know what to expect form the people side and know how to handle it in the best way possible Summary Identify stakeholder
The following criteria will be used to determine if an individual will be included as a stakeholder:

Will the person or their organization be directly or indirectly affected by this project
Does the person or their organization hold a position from which they can influence the project
Does the person have an impact on the project’s resources (material, personnel, funding)
Does the person or their organisation have any special skills or capabilities the project will require
Does the person potentially benefit from the project or are they in a position to resist this change Stakeholder management As an executive effective communication should be seen as a top priority. Effective communication starts from the top of the organisation, so if communication is not handled efficiently by executives it will have a disastrous ripple effect . Communication is more than just telling someone something. While many organizations have communication departments and many project teams build communication plans, there is often a missing component - recognizing how important effective communication is. Executive’s role in communication Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Who your employees want to hear from when there is important information to be communicated. Statistics Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Greatest contributors to success in change management over time. Communications has been ranked second in 2009 as well as recently in 2011. Statistics Besides belonging to the social and cultural settings into which people are born, in organisations we voluntarily join groups based on shared work practices, habits, beliefs, interests or knowledge levels. People who are members of a group, and identify with it, behave differently from people in isolation.

Memberships in these groups influences:

Employee work traits
Behaviours toward seniors
Quality of work habits and how people think of themselves and others.
Consciously or subconsciously, these groups impose expectations and rules on its members Group behaviour to change The natural reaction to change is resistance to change.

Resistance to change is the action taken by individuals and groups when they perceive a change that is occurring as a threat or negative to them

Even when people can align the change with their self-interest and belief system, the uncertainty of success and fear of the unknown remains a significant barrier to change

Resistance to change is one of the biggest obstacles to project success, without employee cooperation the change project can simply not happen People behaviour during change The first response people have when change occurs is to question it. The first questions that people ask when change does happen is why and what?

Why is this change necessary?
Why is change happening now?
What is wrong with what we are doing today?
What will happen if we do not change? Change is not a discrete event that occurs by linear progression; rather it unfolds on many different levels simultaneously. Yet there are certain patterns that occur during change. People behaviour during change Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Active and visible executive sponsorship

Frequent and open communication about the change

Structured change management approach

Dedicated change management resources and funding

Employee engagement and participation

Engagement with and support from middle management Top contributors to success The three phase Change Management process Copyright Prosci 1996-2012 Used with permission www.changemanagement.com To understand if you are at a point of change saturation, you are essentially asking if the change disruption is greater than the change capacity – i.e. is there more water present than the bucket can handle? What is change saturation Leaders sometimes try to do the soft sell for their teams. They give false information as to how much work it will require.

By explaining the depth of the project and how much time you anticipate it will take for completion it will build your credibility

Create the right foundation by explaining the process for handling problems, change orders, and assignments

By giving the team the information up front, you set a tone of respect and courtesy Spell out everything for your team upfront Step 3 Successful project teams feel trust and support throughout the project.

You must earn trust, and walk the talk consistently. Trust cannot be demanded

Treat people in a respectful manner. People who are treated badly will unlikely be supportive and cooperative

Avoid and discourage lies and backbiting. These kill trust and cause people to reject leadership Create an Atmosphere of Trust Step 1 Project Leaders act as advocates for the change at their level in the organisation

They are representatives who keep the change in front of their peers, the “higher-ups”

A Sponsor is the person who won’t let the change initiative die from lack of attention, and is willing to use their political capital to make the change happen   Sponsorship Role 4 They uphold agreements and make sure others do the same

Leaders follow through on delivering consequences when people don’t do their part

The Enforcer is exacting and fair

Enlist their support and clarify the roles you need them to fill in their areas and in different situations The Enforcer The fourth role Leaders of change must be willing to go first

They demonstrate the behaviours and attitudes that are expected of everyone else

Employees watch leaders for consistency between words and actions to see if they should believe the change is really going to happen

The Role Model is self-aware and deliberate
  Role 2 The Role Model The second role The Decision-Maker


As managers, leaders usually control resources such as people, budgets, and equipment, and thus have the authority to make decisions that affect the initiative

They have the ability to say “yes” or “no” to the project moving forward within the span of their control

During change, leaders must leverage their decision-making authority and choose the options that will support the initiative

The Decision-Maker is decisive and sets priorities that support change Role 1 The first role Copyright Prosci 1996-2012 Used with permission www.changemanagement.com
“Lacked interaction with key stakeholders; did not listen and respond to their concerns.”

“Failed to set expectations with direct reports; assumed support would be there.”   Failed to build coalition Copyright Prosci 1996-2012 Used with permission www.changemanagement.com
“Abdicated sponsorship to the project team and outside consultant.”


“Delegated their role; sponsor in name only.”   Abdicated his or her role Copyright Prosci 1996-2012 Used with permission www.changemanagement.com “Did not share the vision and the rationale for the change with employees.”

“Lacked direct communications with supervisors and managers.”

“Assumed that sharing things once was enough.”   Avoided direct communication with employees Copyright Prosci 1996-2012 Used with permission www.changemanagement.com “Was involved only at the beginning – announced the change and then walked away.”

“Was invisible; did not participate and
was not personally involved.”

“Assumed the change would happen without them; left the project on autopilot.”   Failed to personally engage Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Failed to personally engage

Avoided direct communications with employees

Abdicated or delegated his or her role

Wavered in his or her support

Failed to build a coalition   Top 5 most common executive sponsors mistakes Correlation of sponsor effectiveness to meeting project objectives Copyright Prosci 1996-2012 Used with permission www.changemanagement.com   Sponsorship contribution to project success Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Participants identified senior business leaders as the preferred senders of messages about the business reasons for the change.   Communicate directly Copyright Prosci 1996-2012 Used with permission www.changemanagement.com   Responsibilities of a Sponsor   Executives as Sponsors Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Poor leadership / sponsorship results to :
Poor project delivery, as the project team has no proper guidance

Lack of sufficient funding and resources

Organisational disinterest and lack of motivation towards the project

Conflicts and problems that the project encounters are not resolved

Project time delays as the decision making comes directly from leaders and sponsors Leadership / Sponsorship provides guidance and governance Focusing on the role of leadership / sponsorship Copyright Prosci 1996-2012 Used with permission www.changemanagement.com For your change project to be successful all three of the components need to be adequately focused on. What is Prosci’s PCT model Copyright Prosci 1996-2012 Used with permission www.changemanagement.com This leg represents the fundamentals of managing a project including the design of work tasks and the management of resources to implement change on time and on budget. The second leg is - Project management What is Prosci’s PCT model Copyright Prosci 1996-2012 Used with permission www.changemanagement.com This leg represents the formulation of the strategy and direction for an organisation, and the required leadership to set the necessary changes into motion. The first leg is - Executive leadership What is Prosci’s PCT model Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Consider change in the framework of a
three legged stool What is Prosci’s PCT model Establishing a framework for successful projects Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Reinforcements for change requires the following components to be addressed that contributes to the effectiveness of the reinforcement:

The degree to which the reinforcement is meaningful to the person impacted by the change

The absence of negative consequences

The association of the reinforcement with the actual demonstrated progress or accomplishment

Accountability systems to reinforce the change Reinforcement is achieved when an event or reaction that enforces the change with an individual or an organisation is implemented. The executives role - Reinforcement Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Ability for change requires the following components to evaluated with employees:

Physical abilities

Intellectual capability

The time available to develop the necessary skills

They should have availability of the necessary resources

Psychological blocks Ability is achieved when a person has the required capability to implement the change and achieve the desired performance level. The role of executives - Ability Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Knowledge for change requires the following components to be implemented with employees:

Training and education on the skills and behaviours needed to change

Detailed information on how to use new processes, systems and tools

Understanding of the new roles and responsibilities

They should have access to the necessary resources Knowledge is achieved when a person has the required knowledge base to implement the change. The role of executives - Knowledge Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Desire for change requires the following components to be addressed with the employees:

The nature of the change and what is in it for them

How they perceive the organisation and their surroundings that are undergoing change

Their personal situation

What motivates them as people, including their expectation that they could be successful and realize the change Desire is achieved when a person is motivated and it is their ultimate decision to support and participate in the change. The role of executives - Desire Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Building awareness for change requires the following components to be addressed with employees:

What is the nature of the change and how does the change align with the vision for the organisation

Why is the change being made and what are the risks of not changing

How will the change impact our organisation

What’s in it for me(WIIFM) Awareness is achieved when a person is aware of and understands the nature of the change, why it is needed and the risks of not changing. The role of executives - Awareness Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Prosci’s ADKAR model Change methodology used and why Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Speed of adoption
How quickly the change is adopted into the organisation Why must change be managed Executives – Leading employees through change

Change Management
Presentation As a result of considering each of the stakeholders and working out individual needs and how to meet them, you will have a clear picture of the degree of effort and resource required. This will allow you to construct a clear plan, which will include who does what, and by when.

You will also need to decide how you will measure the success of the stakeholder management could include:
• Verbal feedback, noted and reported to the change leader/owner
• Specific surveys
• Completion of milestones according to project plan
• Degree of co-operation, support and volunteering Stakeholder management Business reasons for the change
What’s in it for me (WIIFM)
Impact on the individual
How the change is happening
Details about the change The most important messages to communicate to your employees during change How to be an effective communicator Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Ineffective change management sponsorship from senior leaders

Insufficient change management resourcing

Resistance to change from employees

Middle management resistance

Poor communication Top obstacles to success Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Why? To develop a customized and scaled approach with the necessary sponsorship and team structure Understanding the nature of the change
Understanding the groups impacted by the change
Creating the right sponsor model
Identifying risks
Developing special tactics Phase 1: Preparing for change The next step is to start creating a portfolio view of the numerous changes underway in your organisation this will be done in 5 phases. Managing your change portfolio Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Change saturation is when an individual, group, or entire organisation experiences such large amount of change that it becomes harmful

While it is simple to say “when there is x amount of change we are past a point of change saturation “, it is not that simple

Change saturation is much more dynamic and complex What is change saturation Keep communication flowing; it helps the productivity and efficiency of the project.

Avoid one way communication which is only from top management downward

Communication is needed which crosses department lines and keeps everyone informed and on board

The creation of communication plans, can assist in this area Keep communication open Step 5 Role 5 Leaders provide the motivation to employees

They show commitment and passion about getting things done

They offer recognition to those who are participating and doing well

Leaders realize that change can be difficult, and understand the need for people to be motivated to step out of their comfort zone

The Motivator is energetic and empathetic The Motivator The fifth role Copyright Prosci 1996-2012 Used with permission www.changemanagement.com
“Changed their position on the need for change; shifted direction mid-stream.”


“Moved on to other priorities; did not
manage conflicting priorities.”   Wavered in his or her support Copyright Prosci 1996-2012 Used with permission www.changemanagement.com The coalition is not just an organisation chart
The coalition is based on ‘who is being impacted’
Coalition building is a key role of effective change leaders   Build a Sponsorship Coalition Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Don’t be the vanishing sponsor! Sponsorship is more than signing the check and launching the initiative
Examples include:
Set expectations and establish clear objectives for the project
Hold the team accountable for results
Attend project review meetings frequently and actively monitor progress   Participate visibly and actively Copyright Prosci 1996-2012 Used with permission www.changemanagement.com This leg represents the people side of change. It is the actions taken by the organisation to help employees transition from the current state to the future state. The third leg is - Change management What is Prosci’s PCT model Copyright Prosci 1996-2012 Used with permission www.changemanagement.com A
Desire
K
A
R
What’s in it for me (WIIFM)?
A personal choice
A decision to engage and participate Change involves personal decisions Desire Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Awareness
Desire
Knowledge
Ability
Reinforcement A
D
K
A
R It is a framework for understanding change at an individual level

It also extends to show how businesses and government agencies can increase the likelihood that their changes are implemented successfully

The ADKAR model has five elements .All five must be in place for a change to be realized What is the ADKAR model Copyright Prosci 1996-2012 Used with permission www.changemanagement.com 7
14
66%
2,600
10,000+
60,000+ Prosci by the numbers Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Turnover of valued employees
Tangible customer impact
Active resistance
Opt-out of the change Productivity loss
Employee dissatisfaction
Passive resistance Normal reaction to change Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Why? To ensure that the change is adopted and sustained Compliance audits and employee feedback
Corrective action and managing resistance
After action review and transition management Phase 3: Reinforcing the change Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Why? To create and implement plans that will
move the organisation and individuals through change Communication plan

Sponsor roadmap

Training plan

Coaching plan

Resistance management plan Phase 2: Managing change Role 3 Leaders are the face and the voice of the organisation

They communicate often to share information, keep people updated and offer encouragement

When employees hear multiple messages in the organisation, the one they listen to the most is their immediate boss

Leaders balance interpreting the message to be relevant for their reports while still matching the overall message

The Voice is transparent and consistent The Voice The third role Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Examples:
Logistics
Sales
Marketing
Finance 1. Identify impacted groups   Step 1 Change must be reinforced to be sustained Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Actions that increase the likelihood that a change will be continued
Recognition and rewards that
sustain the change A
D
K
A
Reinforcement Reinforcement Copyright Prosci 1996-2012 Used with permission www.changemanagement.com
The demonstrated capability to implement the change
Achievement of the desired change in performance or behaviour A
D
K
Ability
R Change requires action in the right direction Ability Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Change requires knowing how A
D
Knowledge
A
R
Understanding how to change
Training on new processes and tools
Learning new skills Knowledge Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Change begins with understanding why
What is the nature of the change?
Why is the change needed?
What is the risk of not changing? Awareness
D
K
A
R Awareness Copyright Prosci 1996-2012 Used with permission www.changemanagement.com The future state is unknown or not well understood

A state determined by how things should be

The image of what the change process and organisation is working towards

It is a work in progress Where you want to be Future
state The future state Change as a process You need to understand the stakeholder’s level of engagement and manage accordingly. There are three things to specifically analyse in projects;
Influence/Interest
The specific needs
Approver Status An example of a simple stakeholder needs analysis Stakeholder management Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Individuals Merged organisation Supplier website integrated into supply chain Specialists in the call center New operating model Documented and managed processes Organisation Future The organisation’s future state is the collection of individual’s future states Copyright Prosci 1996-2012 Used with permission www.changemanagement.com The transition state creates stress and anxiety

The new technology, system, or process is being implemented

Resistance is at a very high level in this state

Productivity decreases in this state

It is a time between the current state and the future state where all the transitions happen The process of change Transition
state The transition state Change as a process Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Where you are today Employees are comfortable with and prefer the current state

The way things are now may be historical and retained long after it ceases to be the most efficient or the fastest way

Everyone may be aware that the current state isn't the best it could be, but they follow the established process they know and trust

They have no wish to disturb the status quo Current
state The current state Change as a process Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Future
state Transition
state Current
state Change is a three stage process Change as a process Understand the change process from the organisation aswell as the individual side


Know how to manage the change



Know what a true leader is and their responsibilities aswell as the responsibilities of the project leader


Be an effective sponsor Your responsibilities Summary Manage stakeholder needs Analyse stakeholder needs Identify stakeholder Projects should follow the three step process for managing stakeholders: How to manage stake holders Stakeholder Management Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Personal implications and risk Business issues and the need to change What you say and what employees hear will most likely not be the same thing. Employees need to hear the message 5 – 7 times
before they internalize the message. Senders and receivers Copyright Prosci 1996-2012 Used with permission www.changemanagement.com To think about change saturation, an analogy of a bucket filled with water is helpful.
The bucket represents how much change an individual, group or organisation can handle. Some buckets may be larger than others and vice versa. Therefore the bucket represents change capacity.



The water represents the change that is going on. How much of the bucket is full right now? How much will still be added to the bucket in the near future? The water represents the change disruption. What is change saturation Copyright Prosci 1996-2012 Used with permission www.changemanagement.com US Federal Aviation Administration Cirque du Soleil Pfizer, Inc. Microsoft Marriott International AB Volvo Canadian National Railway Kaiser Permanente The Coca-Cola Company The Home Depot Broad range of participants Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Speed of
Adoption Utilization Expected savings Implementation begins Time Proficiency Total cost of doing business Why must change be managed Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Sales
Region 1 Finance Marketing Logistics Primary
Sponsor Add the impacted groups at the bottom of the diagram. You will be creating this diagram from the bottom looking upward into the organisation. Draw a sponsor assessment diagram   Step 2 Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Proficiency contributes to the height” of each benefit, including the on-going benefit after implementation Net cash flow of project 0 - + Proficiency
How employees perform in the new environment – are they achieving the expected performance level Why must change be managed Copyright Prosci 1996-2012 Used with permission www.changemanagement.com The height of the benefit after implementation is finished is based on ultimate utilisation 0 - + Ultimate Utilization rate
The overall level of participation and ultimate utilization of the new processes, tools and jobs Why must change be managed Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Individual How I will do my job after the change is implemented How I do my
job today organisation Change is a three stage process In reality, each impacted employee has their own current and future state Successful project team Keep the end goal clearly in mind Keep communication open Monitor and give feedback Spell everything out for your team upfront Build the right team Create an atmosphere of trust The six steps involved Set up your project team


Manage your change portfolio


Determine your organisations change saturation


Understand your employees behavioural changes


Implement effective communication Your responsibilities Summary Influences Committed To achieve People Person Purpose A leader is "a person who influences a group of people towards the achievement of a goal".
An abbreviation for this definition would be 3P's - Person, People and Purpose as illustrated by the following diagram. What is a leader Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Alpha-numeric legend
A = Supportive of the change
B = Neutral or opposed
1 = High level of sponsor competency (score of 80 – 100)
2 = Moderate level of sponsor competency (score of 70 – 79)
3 = Low level of sponsor competency (score < 70) Green – supports the change and
has demonstrated a high-level of sponsor competency.

Yellow – supports the change and has demonstrated a moderate level of sponsor competency.

Red – opposed to the change or has demonstrated a low level of sponsor competency. A2 B1, B2, B3, A3
A1 Color code the sponsor assessment diagram   Step 5 Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Initial recommendations can now be drafted on what should be done with the change portfolio Use the information you have gathered to drive recommendations Acting on the portfolio The current status of the portfolio needs to be shared and what you have learnt through your analysis Presenting the portfolio Evaluate outputs of the analyse face, are there potential risks Identify risks Act Review the outputs of the portfolio analysis and start prompting actions on the portfolio. 4 Act Copyright Prosci 1996-2012 Used with permission www.changemanagement.com e.g., Director of Logistics Sales
Region 1 Finance Marketing Logistics C.H. B.U. W.R. T.L. D.C. Primary
Sponsor
For each impacted group, add the person that this group of employees would view as “in charge” of their area. Add a representative   Step 3 How feelings, beliefs and values develop into group behaviour. Behaviour Feelings Intentions to behave Attitudes towards an object Perception Beliefs held Values Group behaviour towards change Copyright Prosci 1996-2012 Used with permission www.changemanagement.com benchmarking report Best Practices in Change Management © Prosci. From Prosci’s 2012 participants in Prosci’s 2011 study Geographic distribution of Middle East, 1.1% Latin America, 3.1% 5.0% Asia and Pacific Islands, Africa, 6.5% Europe, 12.1% Canada, 13.2% 21.1% Australia and New Zealand, United States, 37.9% Participants profile Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Change disruption
Change disruption is a function of the number of changes going on (how many sources of water there are) and the disruption caused by each of the changes (how much water does each source add).

The disruption caused by each change is a function of the nature of the change itself and how effectively the people side of change is managed (change management effectiveness). Change management
effectiveness Nature of the
change Disruption of each Number of changes Structure History Change mgmt. competency Perceived need for change Culture Change disruption Change capacity Change saturation Prosci Change Saturation Model explained Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Change capacity
Change capacity is a function of culture, history, structure, perceived need for change and change management competency. Change management
effectiveness Nature of the
change Disruption of each Number of changes Structure History Change mgmt. competency Perceived need for change Culture Change disruption Change capacity Change saturation Prosci Change Saturation Model explained Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Prosci’s Change Saturation Model below breaks down the notion of change saturation into a number of key factors.

Together these factors help to define change saturation and provide you with guidance on how you can better manage a portfolio of change. Change management
effectiveness Nature of the
change Disruption of each Number of changes Structure History Change mgmt. competency Perceived need for change Culture Change disruption Change capacity Change saturation Change saturation model Copyright Prosci 1996-2012 Used with permission www.changemanagement.com There is value in understanding how the people in an organisation are feeling related to the changes going on Adding the employee perspective As change efforts conclude they will eventually exit the portfolio of change Changes exiting the portfolio Your change portfolio will never remain stagnant each week new changes are being considered all over the organisation
You will need to add each new change to the portfolio view that has been created Changes entering the portfolio Moniter,Manage,
Control He last phase demonstrates how to manage an ever changing portfolio. 5 Monitor, Manage, Control Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Change saturation
Change saturation is a function of two factors - change capacity ( how big is the bucket ) and change disruption (how much water is added to the bucket. Change management
effectiveness Nature of the
change Disruption of each Number of changes Structure History Change mgmt. competency Perceived need for change Culture Change disruption Change capacity Change saturation Prosci Change Saturation Model explained Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Understanding which groups in the organisation are impacted by each change Groups impacted Three on each change will be conducted: Change characteristic assessment, Organisational attributes assessment and the Prosci Project Change Triangle assessment Change assessments Collect data on key elements about each change identified in the first phase this helps bring clarity to the portfolio Change details Investigate This phase is focused on gathering and collecting data on each change that you have identified. 2 Investigate Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Make a list of the groups in your organisation that will be impacted by each of the change Identify groups Inventory all of the changes occurring within the boundaries you have established, the identified changes are points inside the portfolio analysis scope Identify changes Conceptually, the scope of the change portfolio sets the boundaries for the analysis and subsequent work Scope the portfolio Identify This phase defines the playing field for the portfolio analysis and the work that will follow in the process. 1 Identify Copyright Prosci 1996-2012 Used with permission www.changemanagement.com It is a single snapshot of the portfolio of changes going in the organisation Portfolio dashboard Plots are a series of depictions of the portfolio of change. Each plot represents portfolio data through a different lens to give more complete view of the portfolio Plots Change heat maps are a way to graphically illustrate where in the organisation a particular change effort will have an impact Heat maps Analyse In this phase the data collected by the investigate phase will be used to create your portfolio views. 3 Analyse Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Copyright Prosci 1996-2012 Sales
Region 1 Finance Marketing Logistics Primary Sponsor COO C.H. B.U. W.R. T.L. P.O. D.C. U.W. E.T. I.T. E.G. G.F. A.B. M.B. S.P. T.J.   Example Step 5 Copyright Prosci 1996-2012 Used with permission www.changemanagement.com Show the relationship between the primary sponsor and any peers at the highest level. Sales
Region 1 Finance MFG Sales
Region 1 Sales
Region 2 Logistics COO C.H. B.U. W.R. T.L. P.O. D.C. U.W. E.T. I.T. E.G. G.F. A.B. M.B. S.P. Primary
Sponsor Relationships   Step 4 Copyright Prosci 1996-2012 Used with permission www.changemanagement.com P.O. U.W. E.G. Sales
Region 1 Finance Marketing Logistics C.H. B.U. W.R. T.L. P.O. D.C. U.W. E.T. IT E.G. G.F. A.B. M.B. S.P. Primary
Sponsor
Using the formal reporting structure, add all managers between these sponsors and the primary sponsor (or up to a management level equal to the primary sponsor). Add the managers   Step 3 Sales Copyright Prosci 1996-2012 Finance Marketing Logistics Primary Sponsor COO C.H. B.U. W.R. T.L. P.O. D.C. U.W. E.T. I.T. E.G. G.F. A.B. M.B. S.P. T.J.   Copyright Prosci 1996-2012 Used with permission www.changemanagement.com For the change you have been working on with your group, create the sponsor assessment diagram. Assessment Copyright Prosci 1996-2012 Sales
Region 1 Finance Marketing Logistics Primary Sponsor COO C.H. B.U. W.R. T.L. P.O. D.C. U.W. E.T. I.T. E.G. G.F. A.B. M.B. S.P. T.J.   Copyright Prosci 1996-2012 Used with permission www.changemanagement.com   Developing your sponsorship assessment diagram Copyright Prosci 1996-2012 Used with permission www.changemanagement.com The future state is unknown or not well understood

A state determined by how things should be

The image of what the change process and organisation is working towards

It is a work in progress Where you want to be Future
state The future state Change as a process
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