How Well is Your What - PMI KC Mid...

©The Crispian Advantage 2014. All Rights Reserved

How Well is Your What

Connected To Your Why?

Agenda • Why is this becoming more difficult?

– What do Focusing Change To Win (FCTW) contributors say?

– What do others say?

• Why do some succeed while others fail?

– What do FCTW contributors say?

• How do you get & keep your “What” & “Why” Integrated?

– What can you do to keep more people on the same page?

2


Comparing 1991 to Today

Competitive Foundations

3

Competitive

Foundations

1.

Assessing Competitive

Environments.

2. Leading

Competitive Change

3. Linking

Strategic & Operational

Change

4. Developing Competitive

Human Resources

Assets

5. Change

Management Coherence

Pettigrew & Whipp (1991)


Challenges of Integrating

What, How & Why

4

What we have to change

How we implement

change

Why we need

to change

How we implement

change

Why we need to change

What we have to change

How we implement change?

Disconnect

http://www.polleverywhere.com/app

http://www.polleverywhere.com/app/help

https://www.polleverywhere.com/multiple_choice_polls/1Ea07767XYMWTkc?preview=true

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Top 5

Change Triggers

1. New Technology

2. Process Change

3. Business Expansion

4. Dissatisfaction

with Status Quo

5. Restructuring

777 Contributors

3-4 Triggers Per

Change

What Triggers Change?

©The Crispian Advantage 2014. All Rights Reserved 7

36%

14% 14% 12%

9% 9% 9% 7% 7%

6% 5% 4% 3% 3%

2% 2% 1% 1% 1% 0%

8%

16%

24%

32%

Why Change Key Word Analysis (n= 1005 comments)


It Isn’t Getting Any Better

8

88%

61%

81%

44%

0% 25% 50% 75% 100%

Strategy Implementation is Important

Struggle with Implementation

Project Management Needs Improving

Initiatives Don't Meet Strategic Goals


Degrees of Project Failure

9

Benefit

SHORTFALLS:

Cost

OVERRUNS

Unintended

CONSEQUENCES

KILLED

Programs

No SUSTAINABLE Results

• Completed, with important shortfalls in benefits delivered causing disruption.

• Completed with significant overruns (cost/time).

• Completed with costly, unintended consequences.

• Not completed, killed after significant investment.

• Results are delivered, but are not sustained over time.

Paul Gibbons


How your People can view change

• 33% have a family member who lost a job

• 40% know of a relative who lost a job

• 75% Employees say they are more competitive at

work

• 53% Employees say they are angrier at work

10 Perceived Job Insecurity & Worker Health in USA (2009), New York Times Survey

75% Companies say Employees are less loyal

70% Employees say Companies are less loyal


Major Change Challenges are “Soft”

1. Changing mindsets and attitudes

2. Corporate culture

3. Underestimated complexity

5. Lack of Senior Management commitment

7. Lack of motivation of involved employees

IBM Survey: Makiing Change Work 2010

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What is Change Resistance?

• Change resistance are those actions people take when they think that a change threatens them.

– Key words “think” & “threatens.”

• Threats need not be real or large to create resistance

• Resistance can take many forms, including active or passive, overt or covert, individual or organized, and aggressive or passive.

• It comes down to peoples’ sense of security and the extent to which they feel secure as an employee.

– The more people feel insecure, the more resistant they will become.

12 Adapted from Changing Minds.org


Main Sources of Change Resistance (n=768)

Sources of Resistance

Can’t See the Benefits (90%)

Comfortable with Status Quo (90%)

Fear of the Unknown or

Failure (93%)

Loss of Status or Job

Security (77%)

Lack of Preparation

for New Roles (81%)

Lack of Communication

(90%)

www.focusingchangetowin.com


Fear, Uncertainty & Doubt


Effort

Reward

Time

The What & Why Crunch

The Curves of

Pystophenes

What

Why


What & Why Crunch

Expectation

Gaps?

Effort

Effort

Effort

Reward

Reward

Reward


Disconnection Spiral

Failed Change

Blame Others

Less Collaboration

More Secrecy

Mistrust

Lower Morale

More Competitive

Cling to Status Quo

Greater Change

Resistance

Adapted from Holland, Winford E. (2001). Red Zone Management: Changing the Rules for Pivotal Times


Why do so many initiatives fail?


Enabling Factors Contributors = 381

Disabling Factors Contributors = 104

Leadership Attributes & Values 29% Lack of Leadership 23%

Change Management & Change

Metrics 28%

Poor Implementation &

Lack of Control 31%

Fast Learning,

Agility & Anticipation 21% Lack of Adaptability 16%

Planning & Preparation 11% Poor Planning 29%

Planned Communication &

Engaging Employees 10%

Lack of Communication 13%

Change Resistance 44%

www.focusingchangetowin.c

om

20

• How do we get

people on the same

page?

• How do we keep

them there?


Cliff & Tom are Not

on the Same Page!!

What Cliff

Thinks Tom

Expects of Him

Tom’s

Expectations of

Cliff

12

What Tom

Thinks Cliff

Expects of Him

Cliff’s

Expectations of

Tom

22

4 13



Large Construction Project – Case Study

Symptoms

Escalating change orders, RFI’s (Requests for Information) and

building decisions awaiting government regulatory agency

approval had pushed a $680 million hospital project into crisis.




Diagnosis

• Developed consensus of six alignment “components” across all 7 groups (35 people/7 companies)

• Coached key players to generate expectations for each component (within and between groups)

• Providing analysis & feedback isolating several key initiatives.


A Misaligned Core Group Team Type Cliff Dan Grant Larry Mike Tom Total Cliff MEO 6 3 3 22 34

OEM 7 1 1 4 4 17 Dan MEO 14 10 15 1 25 65

OEM 7 2 2 6 17 Grant MEO 7 3 9 3 16 38

OEM 1 8 3 5 5 22 Larry MEO 2 4 1 3 6 16

OEM 4 7 2 5 5 23 Mike MEO 11 4 5 12 17 49

OEM 4 1 3 8 Tom MEO 13 13 7 7 7 47

OEM 12 9 4 5 6 36

Total 75 61 30 58 39 109 372


Initial Component Alignment Indices


82%

75%

51%

66% 64%

70%

18% 25% 49% 34% 36% 30%

Project

Leadership

Team Integration Respectful

Communications

Project Finances Project Quality Value Innovation


Current Component Alignment Indexes

84% 80%

97%

79% 79%

93%

16% 20%

3%

21% 21%

7%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Project Leadership Team Integration Project Quality Respectful

Communications

Project Finances Value Innovation

Alignment & Distraction - Percent




Therapy

• Aligning OAC representatives to focus on key initiatives in each of the three projects

• Setting up structured alignment sessions within owner, general contractor and architectural firms

• Aligning the change order process across the three projects

• Accelerating the decision to replace the incumbent architects and help integrate their replacement

• Aligning three architectural firms on fostering better co-ordination and common design policies




Outcomes

• Cost hemorrhaging was stopped

• Reduced schedule blocks and re-work

• Project back on track for completion

• Litigation among the 17 organizations was avoided

• Reduced conflicts by improving the way they communicate

with each other

• Openness and trust helped eliminate profit erosion



The Foundation for

Getting People on the Same Page

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Change Pivot

1.

2.

3. 4.

5.

6.

What is the

Problem?

How is it a

Problem?

What are the

Consequences?

Why Solve

the Problem?

How to Solve

the Problem?

What will

be Solved?


Diagnosis

30

Teams

Not on the

Same Page Managers

Leaders


Selecting Alignment Components

Strategic

• Directly related to advancing relationships to achieve strategic goals

Meaningful

• Makes sense to the people and their managers

Practical

• People can change, in time to make an impact on your strategy

Objective

• Managers can independently agree on what was achieved & on what to do to improve alignment

Replicable

• Transferable and replicable

31

32

What & Why

Connects

Benefits

• Team/Individual/Customer

Speed

• Customers

• Competitors

• Partners

Resources

• Human

• Financial

• Material

Metrics

• Plan

• Navigate

• Review

Engagement

• Concerns/Expertise/Rewards

Risk

• Prevention

• Protection

Improvement

• Best practices

• Teams

• People

Communicate

• Methods

• Uses

• Roles


Aligning Expectations

Your

Expectations

of Me

What You

Think I Expect

of You YOU

What I Think

You Expect of

Me

My

Expectations of

You

ME What I expect you to

stop, start & keep doing

What I think you expect me

stop, start & keep doing

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Originator provides agreed help & support

Expectation’s Originator Starts

Originator & Receiver Decide –

Agree, Discard, Disagree

Receiver details evidence of what will & will not be delivered

Originator assesses Receiver’s need for help & support

The Alignment Process

34


Leading in Complexity & Thriving

Keeping People On The Same Page

37

FOCUS

Communicate Constantly:

• The why of change

• What is expected for your change to be effective

• What the change is not about.

Continue

Start

Stop


How Well is Your What

Connected To Your Why?

Agenda • Why is this becoming more difficult?

– What do Focusing Change To Win (FCTW) contributors say?

– What do others say?

• Why do some succeed while others fail?

– What do FCTW contributors say?

• How do you get & keep your “What” & “Why” Integrated?

– What can you do to keep more people on the same page?

38


Why Do People Resist Change?

Why do some organizations succeed where

others fail? How Effectively Are You

Communicating Change?

Why Bother Measuring Change?

How Can Implementing Change Gain Competitive Advantage?

Is Your Organization Thriving or Surviving?

How well is your "What"

connected to your "Why"?

Questions for Your Successful Change

39


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Contact Nick Anderson:

[email protected]

(616) 745-8667

Blog: thecrispianadvantage.com

mailto:[email protected]

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