Strategies for Grappling with a Changing Business Environment and Achieving Excellence Kathy Koehler Koehler Partners September 19, 2012

SESSION OBJECTIVE Learn how to be more thoughtful and deliberate about change in your organization, using practical tools and tips that you will begin to use in our session.

Agenda Introductions What is change management? What’s changing in your world? Change management planning activity Role of the leader & change agents Moving stakeholders through change How to do more Q & A

INTRODUCTIONS

What is change management? And, why does it matter?

CHANGE MANAGEMENT Planning for and communicating about an upcoming change to all affected stakeholders to prevent disruption and encourage a successful change

WHAT’S CHANGING IN YOUR WORLD?

CHANGE MANAGEMENT PLANNING ACTIVITY

Activity (Handout) 1. Choose a change in your organization 2. Anticipate benefits & challenges 3. Identify affected stakeholders 4. Plan communications

STEP 1: Identify change Choose a change in your organization that will significantly impact many people (preferably, both inside and outside of your organization)

STEP 2: Anticipate benefits & challenges Anticipate the benefits and challenges the change will or may bring ◦ Inside your organization ◦ Outside your organization ◦ What will happen if things go well? ◦ What will happen if things go badly?

STEP 3: Identify affected stakeholders Stakeholders could be individuals or groups Consider stakeholders within and outside your organization Identify leader(s) of groups, and the role of individuals

The role of the leader in change Envision ◦ Articulate clear vision ◦ Generate enthusiasm for the goal Energize ◦ Be excited! ◦ Communicate early successes Enable ◦ Provide resources needed ◦ Use rewards to reinforce change

The role of change agents Who are they? Individuals in affected stakeholder groups who help with the change Can be formal or informal, internal or external Motivated about, or at least interested in, the change Credible with stakeholder group

The role of change agents What do they do? Reinforce benefits and how to handle challenges Escalate problems and concerns to leadership Encourage understanding and participation in preparation activities (e.g., formal training)

The role of change agents How do you support them? Help them understand background and vision of the change Communicate regularly Provide support for ongoing questions and concerns Celebrate and appreciate

Moving stakeholders through change The ADKAR model was developed by Prosci and included in Jeff Hiatt’s book, ADKAR: A Model for Change in Business, Government and our Community. Awareness Desire Knowledge Ability Reinforce- ment ADKAR

STEP 4: Plan communications Plan activities throughout preparing for, and implementing, the change: ◦ Staff meetings ◦ Public meetings ◦ Newsletters (yours AND stakeholders’) ◦ Informal or formal training How will you communicate? To whom? When? What?

How to do more Change readiness assessments Individuals’ different preferences regarding change Pulse surveys

Change Readiness Assessments Collect information from stakeholders about readiness for change: ◦ Do they need training? ◦ What are they worried about? ◦ What benefits do they want to see? Select best method for audience: ◦ Focus groups or interviews: Key stakeholder group representatives ◦ Online or paper surveys: Large or geographically dispersed groups

Individual Differences regarding Change Personality preferences can influence individuals’ reactions to change For example, MBTI ® preferences for extraversion (E) or introversion (I): ◦ If prefer E, want to talk through change face- to-face, and want to be involved ◦ If prefer I, want time to reflect on written information, and to be asked for their input

Pulse Surveys What are they? Periodic surveys to gauge readiness for change, and impact of your preparation and communication effort Tips: ◦ Be as unobtrusive as possible; very few questions; online, if possible ◦ Can ask a sample of a large group

Q & A

THANK YOU! For more information, feel free to contact Kathy Koehler at