Adoption framework + change leadership

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CHANGE LEADERSHIP FRAMEWORK2016

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“A true leader has the confidence to stand alone,the courage to make tough decisions,

and the compassion to listen to the needs of others.He does not set out to be a leader,

but becomes one by the equality of his actionsand the integrity of his intent.”

Douglas MacArthur

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CHANGE IS HARDBarriers to Effective Change• Unclear Vision• Ineffective Sponsorship• Under Communicating• Not Identifying Barriers• Ignoring Resistance• Not involving stakeholders in

shaping the plan

0

10%

20%

30%

40%

50%

60%

62%

17%

WITH CHANGE MANAGEMENT

WITHOUT CHANGE

MANAGEMENT

~3.5X

HIGHER SUCCESS

RATE

Source: The Value of Change Management, Jan Neumann, 2009.

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THE SOFT STUFF MATTERS

Changing mindsets and attitudes

Corporate culture

Complexity is underestimated

Shortage of resources

Lack of commitment of upper management

Lack of change know how

Lack of transparency, missing or wrong info

Lack of motivation of involved employees

Change of process

Change of IT systems

Technology barriers

58%

49%

35%

33%

32%

20%

18%

16%

15%

12%

8%

MAJOR CHANGE CHALLENGESThe most significant challenges when implementing change projects are people-oriented – topping the list are changing mindsets and corporate culture.

WHAT MAKES CHANGE SUCCESSFUL?Leadership, employee engagement and honest communication are prerequisites for successful change.

Top management sponsorship

Employee involvement

Honest and timely communication

Corporate culture that motivatesand promotes change

Change agents (pioneers of change)

Change supported by culture

Efficient training programs

Adjustment of performance measures

Efficient organization structure

Monetary and non-monetary incentives

92%

72%

70%

65%

55%

48%

38%

36%

33%

19%

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Soft Factors Hard Factors Source: The Value of Change Management,Jan Neumann, 2009.


CHANGE MANAGEMENT & CHANGE LEADERSHIP OBJECTIVESHelps ensure that our internal and external stakeholders are ready and willing to operate in a new business environment. The primary goal of change management/leadership is to get the impacted audiences from the current business state to the desired future state as effectively and efficiently as possible by addressing the following questions:

What is changing?

The answers to these questions will help us determine the type of activities that are needed to successfully drive the change.

Change Management: Change management refers to a set of basic tools or structures intended to keep any change effort under control. Typically, used to help shift people to new tools, new processes.

Change Leadership: It’s more about masses of people who want to make something happen. It’s more about big visions. It’s more about empowering lots and lots of people. (Forbes 2011, Change Management vs. Change Leadership -- What's the Difference?)

Who has to change?

What will it take to

get them to change?


POSITIONING CHANGE MANAGEMENT AND CHANGE LEADERSHIP

LEADERSHIP/SPONSORSHIP

Projects meet

strategic objectives

Return on investment

CHANGE MANAGEMENT /LEADERSHIP (STRATEGIC)

PROJECT MANAGEMENT (TACTICAL)

Centralmanagement

Prioritization/ issue mitigation

& resolution

Governance and execution to

meet customer needs

Sponsorship Alignment & Governance

Stakeholder Engagement

Functional/Operational Focus

Team and Organization Culture & Climate

Leadership

Communications

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“All of the great leaders have had one characteristic in common: it was the willingness to confront

unequivocally the major anxiety of their people in their time. This, and not much else, is the essence

of leadership.”

John Kenneth Galbraith


URGENCY:LEADERSHIP:

VISIONCOMMUNICATE

:ORGANIZE

QUICK WINS:CULTURE:

ENGAGE

WHAT GREAT LEADERS DOshow compelling case for the changeincrease trust and team workachieve the intended resultsaddress resistance; engage peoplealign behaviors, actions, and outcomesshow new direction, practice behaviorsvisibly show new behaviorsalign people, process and rewards

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CHARACTERISTICS OF EFFECTIVE CHANGE LEADERSCULTIVATE THESE ATTRIBUTES TO INCREASE CAPACITY FOR CHANGE

Anxieties are emotions and beliefs that prevent us from coping effectively with our current circumstances, which can be a source of fear, uncertainty and doubt; anxieties wield enormous influence on people’s behavior and willingness to adopt change

LOW LEVEL OF ANXIETY

OPTIMISM AND POSITIVE OUTLOOK

ACTION ORIENTATION

CONFIDENCE

OPENNESS

To learn well and perform at a high level, people must be in a good mood; change leaders whose emotional wiring is connected to ‘optimism’ are more likely to be able to take the daily action required to maintain a high level of enthusiasm among their team

Adapting to and leading change requires action; being receptive to learning is not sufficient; effective change leaders have high energy levels and lead activities that stimulate action from others

Learning, innovating and changing requires exploration of the unknown; effective change leaders must hold the belief that despite unknown risks the unknown outcomes will be positive – they must be confident in their ability to succeedTo explore new ideas and learn how to apply them, effective change leaders must be open and receptive to them; they should also have diverse experiences and multidimensional skills, including risk tolerance



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ACTIVATE A CHANGE NETWORKLEVERAGE INTERNAL NETWORKS TO FOSTER ENGAGEMENT

Change agents do not have to have official authority, but they must have a clear vision and be able to communicate it clearly with others

CLEAR VISION

Not everyone moves at the same pace; persistence comes with helping people get a step closer to change, not just giving up on them after the first try

Be an active learner and stay curious; if you want to create change, you have to not only be able to articulate what that looks like, but show it to others

Change agents must foster solid relationships with the people that they serve; people will not want to grow if they do not trust the person that is pushing the change, so be approachable and reliable

Keep asking questions to help people think; do not shy away from difficult issues, help to uncover them

PATIENT YET PERSISTENT

ASK TOUGH QUESTIONS

BUILD TRUST + RELATIONSHIPS

LEADS BY EXAMPLE

Source: adapted from connectedprincipals.com and the Edelman Trust Barometer


AdvanceIndividuals and groups who can advance major decisions, actions and outcomes

ReverseIndividuals and groups who can block or reverse major decisions, actions and outcomes – overtly or covertly

ImpactedIndividuals and groups who are significantly impacted by major decisions, actions and outcomes

ExpertiseIndividuals and groups with special information or expertise relevant to major decisions, actions and outcomes

STAKEHOLDER INFLUENCE AND IMPACT

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CHANGE TEAM ROLESKEY PEOPLE AND RESPONSIBILITIES FOR THOSE LEADING CHANGE

Sponsors

Champions of change who charter and authorize the effort, ensure resources to enable the change and provide public communications and support of the change• May be one or multiple sponsors; in primary or supporting roles• Often includes senior officers, leaders, directors, managers or

supervisors

Stakeholders

People and groups who are impacted by the change and have a ‘stake’ in outcomes• May include key leaders, managers or supervisors, project team,

system or process owners, employees, and other people whose participation is important for successful change

Change Lead

Person responsible for creating conditions and environment for change adoption• Drives change strategy, scope and business case, planning,

readiness, communications, engagement, change management, data migration, system retirement, training, deployment and support

• May be called an Organizational Change Manager or OCM

Change Network

Cross-functional or representative group acting as a network of change ambassadors for two-way communication, engagement and support with stakeholders



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CHANGE COACH + TEACHER

Role model and guide through change, coaching people, helping manage resistance, increase learning, ability and preparedness

CHANGE AGENT

People who drive adoption, engage and communicate, create clarity, build alignment, listen, apply empathy, provide support

CHANGE TEAM CONTRIBUTIONSWAYS AND STYLES OF CONTRIBUTING TO THE CHANGE EFFORT

REPRESENTATIVE +VOICE OF CUSTOMER

Person who naturally sees things through eye of the stakeholder or customer, conduit for feelings, concerns, obstacles and benefits

CULTURE + LEGACY PRESERVER

Views world through lens of legacy of the organization, roots in core values and promise, historical preserver of what matters most

DISRUPTOR, TRUTH, REALITY

Raises questions and issues, looks at change uniquely, devil’s advocate, naturally curious, truth-teller or reality-checker

DIPLOMAT + MEDIATOR

Natural inclination to find points of agreement among disparate views, sees variety of angles, can integrate and connect people

SME, KNOWLEDGE, EXPERT

Provides highly desirable and practical technical expertise or knowledge critical to successful change implementation

STORYTELLER

Shares vision, can paint a picture of the change, show context or meaning, inspires people with culture, values, challenge stories

PROCESS BRAIN OR DRIVER

May be a systems-thinker, have a process perspective or natural ability to organize, group, plan, sequence, interconnect or ‘drive’



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CHANGE PERSONASFREQUENT RESPONSES TO CHANGE

CRITICResponse to change effort is to criticize everything, undermine advances, minimize successes, inflate obstacles. Exhibits basic disbelief, mistrust or opposition to the change. Frequently the most vocal detractor to the change, yet can provide insight into wider stakeholder challenges.

VICTIM OR SURVIVORVictims experience major fear, anxiety, inaction or immobility, seeing the worst outcomes with a strong negative reaction, based in truth or perception. Survivors may have been through so much change they are fatigued, either exhausted, jaded or numb, or may have become smarter about how to deal with change effectively.

BYSTANDERTends to ignore, deny or delay realization of change effort and potential benefits, displaying apathy and lack of interest or engagement. May be skeptical or ‘late adopter,’ only indirectly impacted or fluctuate between support and critique and therefore chooses to not get involved. May engage once others adopt or if successful.

NAVIGATOR + ADVOCATERealizes change must be dealt with and sees value in the vision for the organization, willing to learn about the change, consider benefits and impacts, and translate the organizational goals into personal behavior. Resilient, adaptable, speaks up and provides input and ideas to support change. Willing to share and assist others with the change.



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“To make a difference is not a matter of accident,a matter of casual occurrence of the tides.

People choose to make a difference.”

Maya Angelou



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PRINCIPLES + PRACTICES

This core set of guiding insights and ways of working expand our ability to provide effective adoption support with people and organizations who need to navigate change successfully to achieve desired goals to make a positive impact.

CORE WAYS OF WORKING THAT SUPPORT TRANSFORMATION + ADOPTION

VisualizeComplexity

Escalate RiskEarly and Often

ApplyEmpathy

MaintainNeutrality

BePractical

ReduceReactivity

PRACTICES FOR CHANGE ADOPTIONGUIDING PRINCIPLES FOR TRANSFORMATION

Understand Stakeholder

Needs

Share Vision, Create Urgency +

Tell a Story

Create Clarity, Engage Early + Build Alignment

Ongoing Two-Way Feedback Loops

Opportunities for Learning +

Growth

Celebrate Shifts + Build

Momentum Off Early Success



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APPLY EMPATHY

To be effective at supporting people and organizations through change, change leaders must come from a fundamental perspective of compassion, not judgment, speaking up and acting on behalf of stakeholders involved in the change.

• Change is not linear – people move through change at their own unique pace

• Meet people where they are with what they need most (information, process, technology)

• Build connections and trust by being authentic and truthful and supporting people

• Share your own experience and be empathetic to other perspectives• Realize normal reactions and responses to change:

PUT PEOPLE AT THE CENTER OF FOCUS

- Open- Anticipatio

n- Hopeful- Belief- Excited- Aligned- Passionate

- Fear- Frustration- Anxiety- Confusion- Opposed- Anger- Distrust



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LEADING CHANGE THROUGH UNCERTAINTYCHANGE LEADERS HELP STAKEHOLDERS NAVIGATE CHANGE

Work with teams and stakeholders to develop a deep sense of purpose to guide collective intent through change

DEEPENING COMMITMENT

ALIGNING STRATEGY

FOCUSING ACTION

GROWING CAPABILITY

CLARIFYING PROGRESS

Create a compelling vision and high-level plan, clear enough to elicit interest and encourage participation from others

Focus on connecting key people and priorities, communicating constantly, encouraging dialog and inspiring others

Help people in key positions understand their role and support them to step-up through skill-building, mentoring and coaching

Measure results simply and elegantly, celebrate successes, and solve difficulties with new processes that support the future state



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CHANGE CURVEUNDERSTAND WHERE STAKEHOLDERS ARE ON THE CHANGE CURVE

AWARENESS• Get attention• Share the need• Provide facts and details • “Why change?, Why now?”“It’s not important to me right now”

ALIGNMENT• Create open dialogue• Address stakeholder needs and

concerns• Listen“Yes, but I want it to be my way”

ENGAGEMENT• Share vision• Build on trust• Provide Solutions• Initiate momentum• Make it stick“I found a new way to use this”

COMPETENCY• Share vision• Community-driven

support• Foster a sense of

urgency• Enable positive action“Interesting…I didn’t know that was possible”

Denial

Negotiation

Acceptance

Excitement

New Forms

Source: Adapted from the Kübler-Ross profound change curve (1969/2012)



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THE POWER OF STORYTELLING

Focus stakeholders on what matters by sharing an engaging storyto launch dialog and conversation:• Inspire the organization with the change vision• Share the future state picture of success and benefits• Demonstrate leadership and create a sense of urgency• Define, demonstrate and reinforce culture and values• Connect on a human level and build a sense of community• Tell one story at a time to avoid stakeholder overload

Embrace creativity and ensure stories respond to stakeholderconcerns and key benefits of the change:• Do not tell a (boring) beginning-to-end narrative – create a story arc with a foundation,

challenges faced and climax of positive solutions to move forward collectively• Show the problem, struggles, implications, risks and obstacles to build trust• Remember fear is when you don't know what is going to happen, so tell the truth

TELL A STORY THAT MOVES PEOPLE TO GRAB + HOLD ATTENTION



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“Anyone can hold the helm when the sea is calm.”

Publilius Syrus

Adoption framework + change leadership

Leadership & Management

Transcript of Adoption framework + change leadership