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Adoption framework + change leadership

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Leadership For Change
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Adoption framework + change leadership

  1. 1. www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. CHANGE LEADERSHIP FRAMEWORK 2016
  2. 2. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. “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 actions and the integrity of his intent.” Douglas MacArthur 2
  3. 3. www.futurestate.com | 877.614.0222 | © 2016 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. CHANGE IS HARD Barriers 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. 3
  4. 4. www.futurestate.com | 877.614.0222 | © 2016 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 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 CHALLENGES The 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 motivates and 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% 4 Soft Factors Hard Factors Source: The Value of Change Management, Jan Neumann, 2009.
  5. 5. www.futurestate.com | 877.614.0222 | © 2016 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. CHANGE MANAGEMENT & CHANGE LEADERSHIP OBJECTIVES Helps 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?
  6. 6. www.futurestate.com | 877.614.0222 | © 2016 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. POSITIONING CHANGE MANAGEMENT AND CHANGE LEADERSHIP LEADERSHIP/SPONSORSHIP Projects meet strategic objectives Return on investment CHANGE MANAGEMENT /LEADERSHIP (STRATEGIC) PROJECT MANAGEMENT (TACTICAL) Central management 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 6
  7. 7. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. “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 7
  8. 8. www.futurestate.com | 877.614.0222 | © 2016 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. URGENCY: LEADERSHIP: VISION COMMUNICATE: ORGANIZE QUICK WINS: CULTURE: ENGAGE WHAT GREAT LEADERS DO show compelling case for the change increase trust and team work achieve the intended results address resistance; engage people align behaviors, actions, and outcomes show new direction, practice behaviors visibly show new behaviors align people, process and rewards 8
  9. 9. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 9 CHARACTERISTICS OF EFFECTIVE CHANGE LEADERS CULTIVATE 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 succeed To 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
  10. 10. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 10 ACTIVATE A CHANGE NETWORK LEVERAGE 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
  11. 11. www.futurestate.com | 877.614.0222 | © 2016 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. Advance Individuals and groups who can advance major decisions, actions and outcomes Reverse Individuals and groups who can block or reverse major decisions, actions and outcomes – overtly or covertly Impacted Individuals and groups who are significantly impacted by major decisions, actions and outcomes Expertise Individuals and groups with special information or expertise relevant to major decisions, actions and outcomes STAKEHOLDER INFLUENCE AND IMPACT 11
  12. 12. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 12 CHANGE TEAM ROLES KEY 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
  13. 13. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 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 13 CHANGE TEAM CONTRIBUTIONS WAYS 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’
  14. 14. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 14 CHANGE PERSONAS FREQUENT RESPONSES TO CHANGE CRITIC Response 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 SURVIVOR Victims 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. BYSTANDER Tends 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 + ADVOCATE Realizes 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.
  15. 15. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. “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 15
  16. 16. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 16 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 Visualize Complexity Escalate Risk Early and Often Apply Empathy Maintain Neutrality Be Practical Reduce Reactivity 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
  17. 17. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 17 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 - Anticipation - Hopeful - Belief - Excited - Aligned - Passionate - Fear - Frustration - Anxiety - Confusion - Opposed - Anger - Distrust
  18. 18. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 18 LEADING CHANGE THROUGH UNCERTAINTY CHANGE 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
  19. 19. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 19 CHANGE CURVE UNDERSTAND 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)
  20. 20. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. 20 THE POWER OF STORYTELLING Focus stakeholders on what matters by sharing an engaging story to 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 stakeholder concerns 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
  21. 21. • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level www.futurestate.com | 877.614.0222 | © 2015 Future State | CONFIDENTIAL AND PROPRIETARY Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. “Anyone can hold the helm when the sea is calm.” Publilius Syrus 21

Notes de l'éditeur

  • Source: Making Sense of Change Management by Esther Cameron and Mike Green (2004): www.integralchange.co.uk
    http://www.leadershipnow.com/leadingblog/2013/12/leading_through_uncertainty.html

    Leading Change Through Uncertainty

    Leading change through uncertainty means leading with the truth. People can handle the truth.
    The negative energy created by worrying is replaced with positive, productive actions and attitudes. Some leaders are afraid of the truth because it incriminates them and exposes their weaknesses.







  • Source: http://connectedprincipals.com/archives/7184

    Activate a Change Agent Network
    Clear Vision - A change agent does not have to be the person in authority, but they do need to have a clear understanding of the vision and be able to communicate that clearly with others
    Patient Yet Persistent - Change does not happen overnight; not everyone moves at the same pace; the persistence comes in that you will take opportunities to help people get a step closer often when they are ready, not just giving up on them after the first try
    Asks Tough Questions - Keep asking questions to help people think, don't alleviate that by telling them what to do without discussion or debate
    Knowledgeable and Leads by Example - Someone who is active in learning and can show by example what learning can look like will have much more credibility with others; if you want to create change, you have to not only be able to articulate what that looks like, but show it to others
    Strong Relationships Built on Trust - Effective 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; typically they are approachable and reliable 


    2014 Edelman Trust Barometer
    http://www.edelman.com/insights/intellectual-property/2014-edelman-trust-barometer/about-trust/executive-summary/
    Excerpt: Employees are considered the most trusted source across most clusters of trust attributes, especially among those attributes grouped under engagement (50percent) and integrity (37 percent), the most important as measured by the Edelman Trust Barometer.  The public wants to hear directly from employees as ambassadors for the company who can attest to its integrity, the quality and relevance of products and services offered and the operational strength of the company, including its leadership.
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  • Source: http://www.forbes.com/sites/davidkwilliams/2013/07/18/the-best-leaders-are-vulnerable/

    Compassion for Others

    To be effective at supporting people and organizations through change, we must come from a basic fundamental perspective of compassion and empathy, not judgment, speaking up and acting on behalf of users, leaders and all stakeholders involved in the process.
    We all know leaders who are filled with bravado and the fierce belief that showing the slightest hint of vulnerability would cause them to be seen as weak
    In reality, they could not be more mistaken as it is a sign of courage and strength; the greatest leaders have this self-awareness
    Vulnerability is the combination of uncertainty, risk and emotional exposure
    Vulnerability is the absolute heartbeat of innovation and creativity


  • Source: Making Sense of Change Management by Esther Cameron and Mike Green (2004): www.integralchange.co.uk
    http://www.leadershipnow.com/leadingblog/2013/12/leading_through_uncertainty.html

    Leading Change Through Uncertainty

    Leading change through uncertainty means leading with the truth. People can handle the truth.
    The negative energy created by worrying is replaced with positive, productive actions and attitudes. Some leaders are afraid of the truth because it incriminates them and exposes their weaknesses.







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

    Change Curve

    The change curve demonstrates how we, as individuals, react to change and typically what phases we go through, until we accept the change
    People are at the heart of the change curve
    Key stages: Awareness, Alignment, Acceptance, Competency and Engagement
  • Source: http://www.forbes.com/sites/danschawbel/2012/08/13/how-to-use-storytelling-as-a-leadership-tool/

    The Power of Storytelling

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