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Gale Force Winds of Change: LeadingChange May 14, 2013The Gale Force Winds of Change:The leader’s role in change managementAll great changes arepreceded by chaos.- Deepak ChopraAnnette Martell, ABC, MC, FellowPMAC: May 14, 2013 Amazing Conversations – Strategic Leadership – Extraordinary ResultsOur focus Views from the top Basic change principles, keyfactors, methodology The leader’s role Build your leader’s tool kit forchange Sail the winds of changeWho is here?Q: Leads an Ops team?Q: Supports CEO leading change?Q: Works with official CMO?Q: Regularly practices Change Management?Q: Applies formal change managementtraining?Annette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.coml1
Gale Force Winds of Change: LeadingChange May 14, 2013Taking it from the topJacqui AllardHead of Operations& Chief Information OfficerInvestment Division of ManulifeFinancialTaking it from the topR. Denys CalvinChief Operating OfficerNexus Investments Inc.Role of change“Definitely the pace of change isdramatically faster than when Istarted in this industry.”“Financial products will continue to becomemore complex and will require us to adaptand change more quickly.”Velocity of change in Ops“Leading change accounts for abig chunk of my day – maybeone third or half.”“Managing change is a little like being thesubway repair guy. You can’t ever take thetrain out of service. I run from car to car,moving passengers around so I can fix thecar. Change has to be delivered while theOps “train” keeps running.”Annette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.coml2
Gale Force Winds of Change: LeadingChange May 14, 2013Change management is not operationalproblem solving“ with change, thetask is to manage thedynamic, not thepieces”Leading changeJeanie Daniel DuckHBR “Managing Change”Amazing Conversations – Strategic Leadership – Extraordinary ResultsResisting changeWhy change managementIf we ensure . Change management is inclusive using anintegrated approach70%of allchangeeffortsfail Leaders understand their roles &have clearaccountabilities Leaders are accessible & knowledgeable tobest lead change Leaders clearly communicate the vision ofsuccess Actions & words role-model & inspire desiredbehaviours Employees understand their role in the change& how to support business goals Employees are skilled & have the knowledge,tools & supports they need to achieve successSource: HBR: Cracking the Code of Change, byMichael Beer and Nitrin Nohria May-June 2000Annette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.comWe will develop . Knowledgeable &engaged employeeswho actively support &contribute tobusiness goals Informed leaderschampioning thebusiness & owning &fulfilling theiraccountability forresults A culture ofengagement thatsupports sustainedbusiness success Successes are recognized & celebratedl3
Gale Force Winds of Change: LeadingChange May 14, 2013Research shows Change commitment curveProjects witheffective changemanagement are6x more likelyto achieve resultsProsci Benchmarking Report(latest: 2012)13Questions?Annette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.coml4
Gale Force Winds of Change: LeadingChange May 14, 2013Success factors Understand, fulfill your leadership role to be visible,active, sustained in sponsoring change Allocate sufficient resources: your skills & time,recruit other sponsors, support change lead & buildenterprise-wide change capability Increase knowledge about leading change &being effective Guided by strategy, apply consistent changetoolsModel & tools Understand, anticipate & plan for resistance Ensure volume & pace of change is manageablefor employees & support/equip them for adapting Monitor, respond to results; course-correct Celebrate milestones, successesAmazing Conversations – Strategic Leadership – Extraordinary ResultsSponsor paints pictureChange team & sponsor model“Do not under-estimate the role of theleader in making change successful. Therole of the leader, first and foremost, is tomake that vision & goal well understood,clear & consequential.”Project Exec.SponsorProject TeamJacqui Allard: Manulife Powerful vision drives change Building a powerful vision involves: Understand reasons for change Clarify intended benefits Draft compelling statement Create high level measuresAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.comMiddleManagers&SupervisorsFinanceIT TeamHR, L & D,CorpCommsOperationsPrimary voices for projectProject championsProject subject matter expertsl5
Gale Force Winds of Change: LeadingChange May 14, 2013Change within OpsChange within Ops“With its regular rhythm, theinvestment managementbusiness is a little like anassembly line that runscontinuously.“Implementing changetakes sustained effortover time, and can’t bedone casually or “whenwe can fit it in.”R. Denys CalvinChief Operating OfficerNexus Investments Inc.Change map: 4-PhaseAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.comR. Denys Calvin“Change management isChief Operating Officerquite different – more “job Nexus Investments Inc.shop” style – with eachchange a “project” that has abeginning, middle and end.”Change mapl6
Gale Force Winds of Change: LeadingChange May 14, 2013Common sponsor mistakesAssess impact1. Assuming the change trickled down Did not monitor or check2. Not ensuring fellow leaders knew howto lead change Failed to equip them3. ‘Dictated’ with little effort for inviting2-way communication or feedback4. Not celebrating milestones Resulting in loss of momentum* From the 2012 Prosci Best Practices in Change Managementbenchmarking reportHow roles fit togetherAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.comChange mapl7
Gale Force Winds of Change: LeadingChange May 14, 2013Organizational readinessWhy do we resist change?Biggest reason is fear Influenced by: History of implementing change Amount of other changes underway Extent to which changealigns - or doesn’t - with culture Extent to which current businesspractices & processes supportthe change of unknown of failure of commitment of disapproval of successSponsorship assessmentReacting to change.Legend: Supportive of project; absent CM training Supportive of project; received CM training UnconfirmedAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.coml8
Gale Force Winds of Change: LeadingChange May 14, 2013Stakeholders of changeGroups, individuals essential to your changesucceeding, because they: are affected by it & must buy into it must work differently because of it must learn new skills, behaviors, or technology toimplement & sustain it possess the expertise essential to its success or, likely to impede your success if they do notchange.Leading from the top Change within Ops“Big change projects are likeeating salami. You can’t eat itwhole or sideways. You have totackle it one slice – or step – at atime, so that each slice takes youin the direction you need to go.“Communication is very, veryimportant.”“Change is difficult for people.People have differentcapacities for absorbingchange & different degrees ofcomfort with a changingenvironment.”Change mapJacqui AllardHead of Operations & CIOManulife FinancialAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.com“With multi-year projects, you needpayoffs long the way. It cannot besome glorious, Roman–candle-likeburst of results only at the end.”R. Denys CalvinChief OperatingOfficerNexus InvestmentsInc.l9
Gale Force Winds of Change: LeadingChange May 14, 2013Questions?Communication is keyAmazing Conversations – Strategic Leadership – Extraordinary ResultsKey messages: communicateLeading from the top “Communication must be multipronged & use varied media &approaches. It might be one-on-onemeeting, team meetings or email.”“You need to make communicationmeaningful for people. They want tosee how their part fits into the biggerwhole. They want to be connectedto the change & see what is in it forthem; knowing that they have skin inthe game.”Jacqui AllardHead ofOperations &CIO: ManulifeAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.comMessageThemesProof PointsMessage 1 Evidence of statementMessage 2 Evidence of statementMessage 3 Evidence of statementl10
Gale Force Winds of Change: LeadingChange May 14, 2013High-level change planToolCommunication ponsorPlanMarchProject Team Recruit and/or confirmproject sponsor team Confirm roles andresponsibilitiesCoachplanMarchLeadership Change managementtraining Preparing team to leadchangeCommPlanMarchInternal andExternal Key activities forsuccess Integrated communicationsIssuesPlanAprilInternal andExternal Identify, develop,approve issuesmanagement plan Proactively identify,assess, prepare for issues;readied with mediatraining, approvedmessaging,communicationsOther models: ADKARThe ADKAR Approach to changeLeadWhat people need to know?Plus: J. Kotter J. LaMarsh L. AckermanAnderson or, DIY model What’s the business case?How does this change affect me?What are the details about “how”?How does this benefit me?What tools, resources, support provided?Who else is collaborating? How?How & when can I give input about making thisan even better change? What happens if there’s no change?Proof points: effective change On boarding Leadership development programs Regular educational offerings, programs(coaching teams through change) Strategic plan features change component Sponsors/leaders request – starting projects Accountability built into mandates Performance management incorporates it Enterprise-wide methodology Regular metrics on effectively managingSource: change-management.comAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.coml11
Gale Force Winds of Change: LeadingChange May 14, 2013Leading Change &Organizational RenewalChange resourcesSource: exed.hbs.edu/programs/lcorCornell University: ship-certificate/crt/Annette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.comRotman executive program .The program is aimed at senior executives,including those at the vice president anddirector levels, in both private and publicsector organizations.Details: el12
Gale Force Winds of Change: LeadingChange May 14, 2013In-house change capabilityYour life does notget better by chance,it gets better by change.– Jim RohnPlus: Association of Change ManagementProfessionals www.acmp.infoAnnette MartellABC, MC, IABC 5ext. 2848Questions? Feedback?Amazing Conversations – Strategic Leadership – Extraordinary ResultsAnnette Martell 416.800.0965 ext. 2848amartell@tekara.com www.tekara.coml13
* From the 2012 Prosci Best Practices in Change Management benchmarking report Assess impact How roles fit together Change map . Gale Force Winds of Change: Leading Change May 14, 2013 Annette Martell 416.800.0965 ext. 2848 amartell@tekara.com www.tekara.com l8 Influenced by: . J. LaMarsh L. Ackerman .
