Change Tools “In Use” Workforce Readiness
Leading Change Profile 5 (Exceptional)
4 (Good)
3 (Fair)
2 (Problematic)
1 (Roadblock)
Leading Change
Creating a Shared Need
Shaping the Right Vision
Mobilizing Commitment
Communicating Relentlessly
Monitoring & Adapting
Aligning the Infrastructure
Sustaining Momentum
Diagnostic Profile Key Actions Leading Change Having a champion who sponsors the change. Engaging leaders who provide resources, remove obstacles, and take accountability for success
Creating A Shared Need Establishing a compelling case for change. The need for change must exceed its resistance.
Shaping the Right Vision Establishing a vision so that the desired outcome of change is clear, legitimate, widely understood and shared.
Mobilizing Commitment Involving and informing all relevant stakeholders to obtain ownership and support
Communicating Relentlessly Ensuring an ongoing flow of information shared in a timely manner and in a way the audience responds to.
Aligning the Infrastructure Ensuring the management practices are used to complement and reinforce change.
Sustaining Momentum/Monitoring and Adapting Ensuring that once change is started, it endures, flourishes and learnings are transferred throughout the organization.
5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us
Diagnostic Questions 1. Is there clear ownership and a mandate for change from leaders? 2. Do all leaders understand their role and the actions they must take? 3. Do leaders pass the “calendar test” (devote enough time)? 4. Are leaders fluent in the issues, problems, and solutions? 5. Are leaders accountable and willing to hold others accountable? 1. Have we gathered/created data that demonstrates the need? 2. Have we framed the need as threats/opportunities and short/long-term? 3. Have we defined the benefits/consequences of changing/not changing? 4. Is the team aligned around the need and do they feel a sense of urgency? 5. Do key stakeholders understand why this is important and why now? 1. Is the scope thoroughly defined and agreed on by all? 2. Can we concisely, compellingly, consistently describe the outcomes in terms of behaviors? 3. Have we created alignment around the “rightness” of the direction? 4. Do stakeholders understand how their processes and behaviors must change? 5. Do we have clear timeframes within which results will be achieved? 1. Have we identified all relevant players necessary for success? 2. Do key implementers clearly understand what is in it for them? 3. Do we have a plan for leveraging support and minimizing resistance? 4. Do we have a plan for regularly communicating with key stakeholders? 5. Do we have a viable plan for removing roadblocks? 1. Have we identified the key message for this change? 2. Do we know the important audiences to communicate with? 3. Have we identified appropriate channels of communication? 4. Do we have a plan to deliver the communication in a credible way? 5. Do we have a plan that extends beyond the initial implementation? 1. Do we have the right people and capabilities to succeed? 2. Do we have the right rewards to reinforce the change? 3. Do we have sufficient financial resources to implement successfully? 4. Do we have the right data/information and technology to succeed? 5. Is the organizational structure (roles, authority, etc.) aligned for success? 1. Have we identified learning from previous successes/failures? 2. Have we applied principles from our experiences to improve? 3. Have we visibly celebrated successes? 4. Do we have specific milestones for measuring our progress? 5. Have we adjusted our strategies, action plans, behaviors?
Score (1-5)
Diagnostic Profile
TOOLS Team Alignment
In & Out of Frame Instructions: 1. Using post-its, have the team brainstorm all potential aspects and components of the initiative (i.e. end results, timeframe, product lines, geographic, org/teams involved) . 2. As a group, place post-its either in the frame, outside of the frame, or on the frame if uncertainty or disagreement exists. 3. Discuss “on the frame” items in more detail to establish consensus. 4. Review the team’s understanding of the scope with the project sponsor.
In and Out of Frame
In and Out of Frame
In and Out of Frame
Tool: In & Out of Scope Instructions: 1. Brainstorm with the team, all of the things they consider in and out of scope. 2. Review the ideas and identify points of disagreement. 3. Establish consensus on what is in and out of scope. 4. Review decisions with the project sponsor to confirm.
IN scope… What: Where: When: Who: Time:
NOT in scope…
In & Out of Scope
TOOLS creating a shared need
Threat Opportunity Matrix Instructions: 1. Identify external and internal drivers that build the case for the change or imitative. 2. Discuss the questions provided to begin identifying how to frame the need for this change most effectively so that people really hear it. 3. Use this information as input to frame or customize your communications to different stakeholders based on THEIR perceptions about relevant threats and/or opportunities.
Threats & Opportunities
Threat & Opportunities
Tool: What’s In It For Me? Instructions: 1. Review the business drivers supporting the need for change (rationale for change). 2. Think of the people impacted by the change. What’s in it for them? Brainstorm the benefits to your user community by answering “What’s In It For Me?” from their perspective. 3. Discuss any connection between identified benefits and business drivers. For example, a business driver of increasing productivity would equate to a simpler process for the end user (saving time and money).
WIIFM/ Business Drivers
WIIFM
TOOLS shaping the right vision
Backward Imaging Instructions: 1. As individuals, picture a point in the future, where the project or initiative has already been implemented, and is very successful. 2. Individually record descriptions of what you would see, as you observe key constituents functioning in the changed state. 3. Discuss individual pictures, debate, and modify as necessary. 4. Determine what critical actions, decisions, and new assumptions it will take to attain the future you have described.
What do you see?
What will it take?
________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________
________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________ 20
Backward Imaging, Part 1
Backward Imaging, Part 2
Bull’s Eye Chart Making A Vision Actionable Vision Mindset Actions & Behaviors
Stating the vision in actionable, behavioral terms, helps the team gain commitment and identify sources of resistance.
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Bull’s Eye Chart Instructions: 1. Identify the mission and vision for the initiative. 2. Discuss what changes in attitudes and perceptions are necessary to support the change. 3. Identify specific actions and behaviors that will create or reinforce the mindset to achieve the mission.
VISION Mission & Vision
MINDSET Attitudes & Perceptions
ACTIONS & BEHAVIORS More of Less of
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Actions and Behaviors: More Of/ Less Of
Actions and Behaviors: More Of/ Less Of
Elevator Speech Instructions: 1. Imagine a chance meeting with a key stakeholder in an elevator. 2. The key stakeholder asks: “I heard you are working on the ____________ initiative. What’s it all about?” 3. Prepare and practice a short answer to that questions that can be delivered in 30 seconds or less.
GUIDELINES
What it’s about Why it’s important What success will look like
How we need your help
My Elevator Speech:
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Elevator Speech
Elevator Speech
TOOLS mobilizing commitment
Stakeholder Identification 1.
Who will be impacted by the project?
2.
Who will be responsible or accountable for the project?
3.
Who will have decision authority on the project?
4.
Who can support or obstruct the project?
5.
Who has been involved in this type of project in the past?
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Stakeholder Matrix 1.
Categorize the list of stakeholders based on their relative power and interest.
2.
Brainstorm the specific messages each stakeholder needs about the initiative.
3.
Discuss strategies for engaging stakeholders in meaningful ways.
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Stakeholder Matrix
Key Constituents Map Instructions: 1. Prioritize which group’s work and/or operations will be most impacted by the initiative 2. Prioritize which group has the most people affected by the change 3. Prioritize which group is expected to be most resistant of the change 4. Use the output of this tool as input for communications planning
Impact ___
___
Number Affected ___
___
___
___ ___
Resistance ___
___
___ ___
___
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Key Constituents Map
Stakeholder Analysis Instructions: 1. Identify all stakeholders as specifically as possible 2. Record your perception of their current position regarding the initiative (X) & reasons for current position 3. Draw an arrow to where each stakeholder needs to be in order to succeed 4. Identify actions required to influence critical stakeholders Stakeholders’ Positions on the Initiative Key Stakeholders
ex. Joe Smith
-2 Strongly Against
-1 Moderately Against
0 Neutral
+1 Moderately Supportive
X
Note: Key Stakeholders = Units, functions, and/or individuals
+2 Strongly Supportive
Reasons for Current Position Doesn’t understand initiative
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Stakeholder Analysis
Stakeholder Analysis
TOOLS communicating relentlessly
Analysis of Audience Needs In developing the communication strategy, it is critical that we recognize what we want each audience to understand, consider and do. The following chart helps outline that information: If I am…
I need to UNDERSTAND…
I need to CONSIDER…
I need to DO…
Senior Leadership
Business Unit Leadership
Employees
Etc
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Analysis Audience Needs
Key Messages by Audience 1. 2. 3.
List various audiences impacted by the change. Identify messages that are common for everyone. Identify key messages for each audience/ stake
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Key Messages by Audience
Communication Plan Goal:_________________________________________________
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Communication Plan
TOOLS aligning the infrastructure
Force Field Analysis 1. 2. 3.
Brainstorm the driving forces supporting the change. Brainstorm the restraining forces opposing the change. Develop a strategy to strengthen the driving forces or weaken the restraining forces.
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Force Field Analysis
TOOLS additional project work
Identifying Actions
Prioritization of Impact (2x2)
Prioritization of Impact (2x2)
Goal Planning
Mid‐Year Reviews