Filed under: - Change Execution, - Leadership, - Organization Change Management, - People Change Management, - Project Management, - Strategy and Imperatives, - Strategy Execution | Tags: Change Management, Leadership, LinkedIn, Management Consulting, Organization Design, Planning, Projects, Readiness, Strategy, Transformation
Seems like many organizations are looking for the secret to effective strategic execution―the one thing that will fix the so-called 70% failure rate. The problem is (and we all know it deep down), there are no simple solutions for complex problems. In this series, I will look at the conventional “silver bullets” and explore why none work alone and each is only moderately effective in its common form.
“Change leadership” is a favorite clarion call among change practitioners. And, don’t get me wrong, I too believe that “it” (once we can agree on what “it” is) is important. However, I believe that by promoting change leadership as a panacea we are setting ourselves up for failure. I realize that this is a bit of a controversial position to take―I may be asking you to think differently about what you know. I will look at three points:
- “Change leadership” is not “leadership”
- Why is sponsorship regularly rated as the most important element for successful change if it’s not a silver bullet?
- The punch line
Note: the context for this discussion is “strategic” change or “transformational” change. Our firm’s definition: “Transformational change is highly disruptive to the way people do their work. It generally affects a large portion of an organization, shifts the power dynamic, and requires changes in mindset and behaviors to be realized.” (1) This is very different than the more common incremental change.
Filed under: - Change Execution, - Leadership, - Organization Change Management, - People Change Management, - Strategy Execution | Tags: Adoption, Change Management, Communication, Leadership, LinkedIn, Readiness, Resistance, Transformation
A question. Actually a conversation of questions and lots of listening. Why? Because it’s not what you know that will engage your people – it’s what they know.
So, what do they “know”? What do they believe about this strategy / change initiative / project? If they trust you enough to be candid, you are likely to be surprised – perhaps shocked – and even enlightened.
continue reading here
Filed under: - Organization Change Management, - People Change Management, - Project Management, - Strategy and Imperatives | Tags: Burning Platform, Change Management, Effectiveness, LinkedIn, Management Consulting, Planning, Projects, Readiness, ROI, Sponsor, Strategy, Transformation
“If we always do what we always did, we’ll always get what we always got” – True and so what?
Well, often (usually) we need to move ourselves and our people out of comfortable situations in order to achieve different (hopefully better) results. And as ‘easy’ as this looks when we put together analysis and business cases - then convince ourselves even more as we buy into the initiative vision statement – we often have a nagging doubt that implementation and benefits realization are rarely that ‘easy’.
What are the, often fatal, assumptions that could free us – could liberate our approach to do things differently? That we ignore at our own peril? continue reading here
Filed under: - Organization Change Management, - People Change Management, - Project Management | Tags: Adoption, Change Management, Effectiveness, Leadership, LinkedIn, Organization Design, Planning, Projects, Readiness, Resistance, ROI
This question, posted on LinkedIn, prompted some very interesting debate. My full response follows. Perhaps, more important than “mistakes”, the dialogue points to great OPPORTUNITIES for leaders and organizations who seek to become masters of change.
Firstly, there is an important distinction between ‘change management’ (CM) and Organizational Change Management (OCM). The question of “mistakes” resonates in both arenas. For context, we break it down this way: continue reading here
Filed under: - Organization Change Management, - People Change Management | Tags: LinkedIn, Planning, Projects, Readiness, ROI, Transformation
Recently, in several global Communities of Practice, many different interpretations, and mis-interpretations, of Change Management have been debated. The breadth of definitions is quite incredible (from “Leadership” to “Implementation Metrics”) as is the depth of any single component (such as “Change Communication”). However, the “ah ha”, for me anyway, is that the past does not yield the Killer Value Proposition – that lies in the future: change is changing and Change Management must change.
All of us reached back – into our education, reading, experience. And there is a treasure trove of value there. But I cannot help thinking that the problems we need to solve – helping organizations anticipate, prepare for and optimize change – have changed. Not to be coy, but “change” has changed. Faster, deeper, etc. Added to the extraordinary and increased complexity of organizations today ….
I wonder if these conditions add up to making our old tools are inadequate – either alone or even, in some cases, combined. Certainly, in most cases, any ‘change management’ is better than none – but what would be optimal? Leadership + communications + training + + + +. Would that be enough?
I mentioned “Glimmer” (Warren Berger) in a previous post but just want to reference a quick quote: “What I’m hearing from top Fortune 500 executives is that they know how to make just about anything—but they don’t know what to make.”—Patrick Whitney, design and business strategy guru.
If the goal posts are moved from ‘implement this change’ to ‘develop an organizational capability to let go of the past, imagine and reach for the unknowns in the future, develop the fortitude to experiment ….’ What would we call this? It is more than ‘leadership’ and more than ‘management’ – it is culture + process change + + …. There is no single role in an organization today responsible for this – many roles have an important part to play, including every leader, but I am reminded of the story of “Whose job is it? (Everybody, Somebody, Nobody)” (available here http://gailseverini.wordpress.com/2009/07/01/who-makes-change-happen/)
If this is the kind of thinking required to move our economies forward then as change practitioners we too need to adapt. Using old, sometimes too familiar, names and catch phrases does not convey the value that needs to be driven. I certainly don’t propose to know the answer but I am intrigued to know if anyone else is thinking along these lines – what would you call this organizational competency?
Filed under: - People Change Management, - Personal Reflections, - Project Management | Tags: Adoption, Burning Platform, Effectiveness, LinkedIn, Planning, Readiness, Resistance, ROI, Vision
Jan 1st 2010. Toronto, Ontario. Wonderful. There is nothing like a blank slate at the beginning of the year. No mistakes, yet, to regret and 365 days of promise ahead.
New Year’s Resolutions are drafted, firming them up today.
Some excellent pragmatic tips from a UK coach here: “Set yourself EXACT 4P goals you will WANT to keep and achieve all you aspire to!” http://bit.ly/6xIaTv
And a perspective on leveraging the thin edge of the wedge here: ”Deviation…New Habit” Leading from the Future Blog – http://shar.es/a94HG
As an agent of change I continue to find it fascinating why we do, and don’t do, all the things we do, and don’t do.
Onward and upward in 2010. Wishing you success and happiness.
Filed under: - Personal Reflections, - Strategy and Imperatives | Tags: LinkedIn, Planning, Readiness, Vision
Dec 31, Toronto, Ontario: D-day. Have you completed all or some of your 2009 resolutions? Have you made progress? And perhaps a back-door: do you allow yourself to carry them forward?
Well, my personal answer to all is “yes” – and that is why I make resolutions.
The process works for me – the focusing on ‘what do I need to do this year’, both personally and professionally, as well as tracking the progress. In fact, really it is the sense of progress that really motivates, not always the deadline. The personal truth is that if I don’t complete the whole list, it’s okay. What is important, directionally, to be making progress at a feasible pace. The professional truth is somewhat more ruthless – dollars don’t lie. However, there are always extenuating circumstances to be weighed in – and over all, it was a good year.
Perhaps equally interesting: have you prepared your 2010 resolutions? I am working on it. In this I am very deadline-driven. My mind will focus at roughly 11:59pm Dec 31st. Sound familiar? And if it doesn’t, the process is a journey – I allow myself to add only.
And, by the way, this process intuitively leverages many of the best practices of classic change management – it works when we work it.
And, if you’d like to participate in a survey, just for fun, to see how many of us set New Year’s Resolutions have a look here: http://polls.linkedin.com/p/71161/wfern .
In the journey, all the very best to you and yours in 2010. My favorite wish for you – a variation of the traditional Irish toast:
“May the wind always be on your back, the sun upon your face and may the winds of destiny carry you aloft to dance with the stars.”
Cheers.
Filed under: - People Change Management, - Personal Reflections | Tags: Adoption, Effectiveness, LinkedIn, Readiness, Transformation
Dec 29, Toronto, Ontario: For the past several years I have challenged myself with New Year’s Resolutions. True, this game is not for everyone. Currently I am running a poll on my LinkedIn – granted not a representative sample group and the number of respondents is not representative either – but this is really intended as experimental amusement, not science. Have a look, here: http://polls.linkedin.com/p/71161/wfern and go ahead, vote. It’s anonymous and no one will get hurt.
The question is “Do you make New Year’s resolutions to change your behavior?” Of course that opens up a world of follow-on questions for which this may become the forum … ? What kinds of resolutions? Do you write them down? Do you think about them after January? Is it a positive leading approach or a guilty push?
Surely the notion of a blank slate is intoxicating – a year ahead where anything can happen – a year of potential for miracles big and small. On the small side, is the promise that I can find more work / life balance, lose a little weight and maybe even make a little difference in this huge world.
Curious to how others, from different walks of life, perceive the new year … can we change the trajectory of our lives? Of the lives of those around us, near or far?
Is a personal promise compelling? Effective? Do we benefit from accountability – from telling others? from having others tell us?
I will be mulling this over during the next couple of days and will update this blog post. Do you have comments? Come on and play along – tell us what YOU think about New Year’s Resolutions.
Looking for some inspiration? One of my colleagues on LinkedIn was ahead of me and has written and published her ‘Christmas Wishes’ here http://synergetic-solutions.com/my-wishes/ – thanks for sharing Faith. Me, I need accountability … more on that later.
Filed under: - Organization Change Management, - People Change Management | Tags: Adoption, Burning Platform, Change Management, Effectiveness, LinkedIn, Planning, Projects, Readiness, Resistance, ROI, Transformation
Thought leadership continues to advance the discipline. And occasionally, we dare to challenge the ‘sacred cows’ of our own discipline. In this post we look at the “burning platform” and “Who Moved My Cheese”. This is done respectfully, in recognition that these were advances in their time (but times change) and that every situation is different (just because we have a hammer does not mean every protrusion is a nail). So here we go.
“Burning Platform”
The “burning platform” (1) is often used to suggest that people must fear change in order to move forward. Likewise, Kotter’s “sense of urgency” (2) is referenced to drive people into the future.
However, considering the pace of change that teams are required to deliver today, operating with this level of ongoing anxiety is a state that is not sustainable. It is the equivalent of idling a car at 5000 rpm for weeks on end – the engine will burn out no matter how well maintained. Instead, a different social contract is required of the employer – employee relationship. Such that expectations are re-set.
A different, measured pace is appropriate – quicker perhaps a speed walking marathon (with all the attendant training and support), but not a sprint marathon.
[Of note, this was NOT the original intent of the phrase "burning platform" –this phrase was coined by Daryl Conner in 1998. Since this post was published Daryl has published his original interpretation here "The Real Story of the Burning Platform" which is still valid today. Focusing on commitment, resolve and resilience are still revolutionary mindset shifts for many change leaders and practitioners.]
“Who Moved My Cheese?”
“Who Moved My Cheese?”(3), let’s first remember that for its time this book was insightful. However, it was written more than 20 years ago (1998). The reality is that the intuitive message in this seminal work is that it stinks to have change forced on you with no explanation. That was always true but is not helpful enough. Explaining the change is still not enough.
Both external and internal environments of organizations have changed dramatically and Change Management thought leadership has advanced with them. The notion that change happens “to us” is often still true. However, current prevailing thought leadership advocates toward the continuum of engaging users in the solutioning process and earning their commitment as the optimal way for expediting adoption (reducing resistance).
The world is moving forward and Change Management is advancing with it – are you?
References:
(1) The concept of a burning platform is comes from the Piper Alpha oil rig catastrophe, a massive explosion and fire in the North Sea off Scotland in 1988. 167 of 229 men died. All that survived had jumped into the frigid North Sea from a height of more than 100 feet. The choice was that of certain death vs potential death.
(2) “Leading Change”, John P. Kotter, Harvard Business School Press, Boston, MA, 1996. “Creating a Sense of Urgency” is the first of eight principles of leading change. Of note, Professor Kotter continues to publish and expand the body of knowledge on Change Management since this publication.
(3) “Who Moved My Cheese”, Spencer Johnson, Penguin Putnam Inc, New York, 2002. This is a wonderful management parable of four characters – Hem and Haw are resistors while Sniff and Scurry are early adopters – who hunt around a maze for cheese. The cheese is not always in the same place so they have to adapt. The one who adapts most quickly documents his insights in ‘the writing on the wall’. It illustrates different reactions to unsolicited change and provides some advice on how to adapt.
Filed under: - People Change Management, - Project Management | Tags: Change Management, Effectiveness, LinkedIn, Planning, Projects, Readiness, ROI
Are you launching a transformational project that demands cross-functional participation or adoption for success?
If your organization’s track record at such projects is less than stellar, or this is bigger than any other similar project the organization has undertaken, then you might want to consider how to improve engagement and commitment – traction.
People Change Management (PCM) describes the discipline of helping people change how they think about their work (in this application) and how they deliver. It encompasses culture (at the macro level) as well as models, processes and tools (at the tactical level) for improving the evolution.
How do you know if your organization is ready to benefit from these best practices? These questions are directional and are intended to undercover expectations and readiness:
1. How risky is the project(s)? How complex?
- Has the organization attempted this, or similar projects, before? How did they go: on time, on budget, on ROI?
- Do people have to change the way they work? New technology, new processes, new standards?
- How will you know if the organization meets the initiative objectives? Do you have success metric s? Are you prepared to track, analyse, report and review?
2. Who is the Sponsor? Is he/she prepared to be active and visible? Does he/she have influence with the stakeholders? Does he/she have dedicated support?
3. Have all of the affected employees, suppliers, business partners etc (stakeholders) collaborated on the solution?
- How important is the stakeholders’ involvement, support or conversion? Are the stakeholders changing the way they work or are there others, e.g. front line employees? Will adoption (speed, quality and duration) of the new ways affect ROI?
- Is there a shared vision statement? Is it clearly aligned to the desired strategic outcomes?
4. How much impact will employee (or other stakeholders’) engagement make to your ROI? How much impact will resistance make? What are you prepared to do to get to your ideal adoption rates?
5. How much change is the organizational current undergoing? How much change has the organization experienced in the past 3-5 years? Re-orgs, systems, etc. How do employees feel about change?
6. Have you assessed the organization’s, these stakeholders’, current readiness for change, i.e. PCM readiness assessments? What kinds of results do you see on Employee Satisfaction Surveys, employee turnover / absenteeism?
7. What will success look like at project end? 1 year post? 5 years post?
8. Have you considered building this competency for re-use in other initiatives?
9. Are there any other factors that would shape the success of this scope of work?
10. Are there any questions we have not asked that you wish we had?
These typically uncover the tip of the iceberg. Few organizations in North America have developed beyond a level 2 Maturity Model: “Some elements of change management are being applied in some isolated projects” (Prosci Research).
There is great opportunity to capture ROI benefits earlier and more deeply (thus aggregating more of the benefits) by leveraging the three factors that most positively affect ROI (Prosci content used with permission www.change-mangement.com):
- Speed of Adoption: How quickly are people up and running on the new systems, processes, and job roles?
- Proficiency: Are individuals performing at the level expected in the design of change?
- Ultimate Utilization: Of the total population, how many employees are demonstrating “buy-in” and are using the new solutions?
This is about far more than communications and training, although they have important roles. It is about getting people past the failure to see, failure to move and failure to finish (“It Starts with One”, J. Stewart Black and Hal Gregersen, Wharton School Publishing, New Jersey, 2008).
It is about fully realizing the vision efficiently and effectively and moving on to the next major opportunity.
