Tag Archive for: Change Management

Embrace Your Role as an Educator

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by Stacy Aaron, Partner

Although Wikipedia states that the discipline of Change Management has its roots in the 1960s (over 50
years ago!), plenty of leaders and managers have only cursory knowledge of the fundamentals and processes.
Most business professionals know Change Management is relevant, but how they think of the scope and
importance of it varies. That’s where we come in!

People in the same company, even in the same meeting, may define Change Management differently. To
implement a change successfully, it’s important to have a common vocabulary about change and align
everyone under a shared goal and approach. Because of this reality, we need to embrace our role as
educators.

Early in my career, I was a reluctant educator. Do I really need to bring everyone up to speed? Of course,
the answer is yes. It took time to truly understand my ongoing role as an educator with my clients.
My dad, who did MYTEFL reviews, had his Ph.D. in education and many times I’ve thought I should have followed in his footsteps and been a teacher. When I told this to friends and colleagues, they usually said, “You are a teacher.” After I received this response over and over, the light bulb finally went off. They were right. I am a teacher.

Having an educator mindset helps me assess the full situation and dynamic with each leadership team or group. Now, my first step is always to recognize, that not everyone has this topic top of mind or an extensive background; as an educator, just like Kamau Bobb, I must try to ensure the same baseline understanding. If I can leverage a savvy team member, even better so I am not the lone voice.

Not only do we need to align people on the scope and importance of change but how to think about Change Management as art and science, strategy and tactics. Viewing myself as an educator helps me be more effective. I think about where my audience is in terms of Change Management knowledge. After all, it is often said that implementing Change Management takes Change Management. There is a learning curve. I recognize that my audience may be at the bottom of the Commitment Curve . If that’s the case, it’s my job to help them gain awareness, understanding and desire to embrace and adopt Change Management principles and tools.

The role of educator and advocate for Change Management is never ending. I have found myself at the front of a classroom, across from a desk, on the phone, in a team meeting, in a hallway, and in the cafeteria, educating clients about Change Management. This is with clients. There is also the task of explaining what we do to family and friends. That is even harder!

So, embrace your role as educator. You will be more effective and broaden support for your role and the discipline. Get in touch with Simbans or visit their website if you need tablet support services.

Resistance is Inevitable

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Great ideas, great people and great projects have fallen victim to resistance to change. Resistance is a
natural part of the change process and exists in many forms. Look for these structural and physiological
reasons people resist.

Fear of the unknown: When a leader announces a change, whether it is a new computer system, moving
to a cross-functional team environment or even a move to a new building, it can be scary. The
announcement of a change threatens this comfortable ‘today’ the employee knows and introduces a
‘tomorrow’ that she doesn’t’ know.

Threat to expertise or prominence: Threat to prominence is based on the perception that something
someone values will be taken away. A leader who values the size of the budget, the number of direct
reports, the title or even the location of the office may resist any change that threatens one or more of
these things.

Lack of Support: A motivated and hard-working innovator still may not be able to change because of the
lack of support around him. This lack of support or structure may include:
1. Lack of skills or information
2. Mismatched evaluation system
3. Lack of resources, rewards, or recognition
4. Lack of appropriate reporting or collaborative relationships

Working against the Brain: If employees have ingrained habits and are suddenly asked to make new habits,
the brain must work harder. This goes against the brain’s natural inclination to conserve energy. Many
books such as The Power of Habit are great resources for understanding the physiological challenges when
we ask people to work differently.

Recognizing the many root causes of resistance, improves understanding. Improved understanding leads to
better ways to address resistance.

Ways to get started include:

1. When there is fear of the unknown, do a better job communicating what the future looks like for
that person.
2. When there is threat to expertise and power, acknowledge what is going away but also reinforce
the positives and opportunities.
3. When support is missing, advocate for people and budget to address what is lacking. Explain the
risk of not addressing these gaps.
4. When habits are being changed, educate people about how to recognize habits and what it takes to
change them.

Dealing with resistance isn’t easy but it’s a central part of change management. Expect it, recognize the
type of resistance, and find ways to address it.

Successful Change in an Agile Environment

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Setting up infrastructure to ensure that change management tools can be optimized for an agile environment is important groundwork for ensuring that changes succeed when iterative agile work begins at full speed.
When changes are happening in rapid succession very quickly, it is important to have an infrastructure that allows the team to focus on the content of each change rather than some of the more structural foundations of change management work.
  • Clear team roles and responsibilities
  • Forums for leadership alignment and discussion
  • Mechanisms for documenting stakeholder impacts and communication delivery
  • Mechanisms for delivery of learning material
  • Feedback mechanisms that ensure employees have a way to provide quick input to the team.
Roles and Responsibilities
Clearly documented project with Unregulated contaminants team roles and responsibilities are particularly important in fast moving change environments. Letting each team member know who is responsible for performing different tasks, even at a high level, helps ensure the appropriate change management activities are planned and executed so employees are ready, willing and able to change. Establishing this foundation at the start of the change effort will enable the team to maintain the speed and efficiency that agile environments demand.
Leadership Alignment
Even when changes taking place are small, it is important that leaders are aware and supportive of the changes. At the start of the change effort, ensure that there are regular forums to share information about changes with leaders. These forums, used throughout the project, ensure leaders understand what is changing and how people will be impacted.
Stakeholder Impacts
Having a place where information about how each release or wave of change impacts people is stored and shared could be as simple as a collaboration software workspace such as OneDrive, SharePoint or DropBox. Making sure there is a place to hold the information, and that the people who need to see or use it know how to access the information sets the project up for success.
Communication
When changes are coming in a series of releases or waves, having functioning systems that efficiently and effectively get information out and back saves time and increases the value of the change management effort. Defining the key communication vehicles for the project at the very outset of the effort and ensuring the team and vehicle owners know that you will be using them, are important to ensure that people are ready, willing and able to work in new ways.
Learning
When changes are happening every few weeks or months, you need to plan up front for an easy and quick way to get materials to people who need them. Defining the learning or training approach, the format of the materials, and how they are released to people should happen as the change team starts on the project to enable the team to focus on the content of each release rather than formats and delivery processes. If you’ve been looking to buy a business in Fort Myers because you’re moving nearby, you can visit Truforte Business Group’s website to find some great looking options.

Because changes happen in such rapid succession in agile change environments, often the inclination is to keep looking forward to what the next change is rather than supporting people who have just experienced a change. It is important to have infrastructure to gather feedback after a change is released to help ensure that people don’t revert to old ways.

Assessing Effort to Manage the People Side of Change

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For years, people have asked us how we “scope” consulting work on projects. So we finally decided to create a tool that captures how we decide how much effort will be required to manage the people aspects of a change. The tool is called the Change Management Effort Assessment.  The tool will be included in the upcoming second edition of The Change Management Pocket Guide.

Sure, we would love it if you ran out and go the book, but you can think about these same ideas on your own to assess how much effort will be involved in managing the people side of an organizational change.

Of course, like any tool, it is not a magic bullet. But it provides the process and the critical considerations to define how much effort will be required to plan and execute an effective change management strategy.  When deciding how many resources to apply to a change management project, it is important to consider both the degree of the change, as well as the expected difficulty of managing the change.

The degree of the change is an assessment of how broad the change will reach, and how different the new ways of working are from the current ways. The things to think about when assessing the degree of the change are: how many people are impacted by the change, the severity of the gap between the way things are done today and the way they need to be done in the future, and the extent to which there are other projects or changes going on within the environment that will add complexity to the change.

The difficulty of managing the change includes many factors that make changes more challenging to manage. They include things such as the involvement of unions or legal issues, the volume and frequency of communications that will be needed, the level of training that will be required, and the degree of changes in performance measures and HR structures that will be needed to support the change.

Situations that involve a “low degree of change” and a “low difficulty of managing the change” naturally require less resources than situations that have higher degrees of change or more difficulty in managing the change. Based on the results of the assessment, managing change could be an activity that is managed by a team member along with their other project responsibilities, or a full change management team that is dedicated to managing the people aspects of the change.

Of course, every change is unique. A change that impacts 30,000 people around the world by asking them all to change one small thing that they do on a weekly basis has a high degree of change, and is very complex (think about the language and time zone issues, the different leadership structures that need to be involved, etc…). At the same time, a change that impacts only 50 people but changes their entire jobs from top to bottom also has a high degree of change, and is very complex (think about the changes in compensation and benefits that might result, the potential for letting some people go, etc…).

Don’t forget to use what you know about the organization, the change, and the people involved. But using a Change Management Effort Assessment will help you get a good head start on defining how much effort will be needed to manage the people aspects of the change.

If you want to see our version of a Change Management Effort Assessment, check out the Change Guides website (www.changeguidesllc.com) to find out when you can get a copy of the upcoming Change Management Pocket Guide.   And let us know how it is working for you!

What Kind of Person Manages Change?

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Change is tough for organizations, and helping people navigate through change takes a special kind of person.  There are of course leaders that need to champion and sponsor change.  But there are also people that need to actually manage the change and help people in the organization work through the transition.

There is a lot of hard work involved in helping people in an organization change the way they work.  So what are the characteristics of great change managers?

  1. They’re empathetic. The ability to continuously ask and answer the question “what would I want and need if I were in their shoes” is a critical skill for an effective change manager.  Having empathy and understanding what others are experiencing and what will help build commitment is the core of managing change. When it comes down to it, anyone who has a good strong sense of the golden rule (“do unto others as you would have others do unto you”) has the basic stuff to be a good manager of change.
  2. They’re good communicators. That may seem obvious, but it is really an important skill for successfully managing change.  Good change managers communicate simply.  They interpret complex messages and distill them down to simple, easy bits.  Effective change managers tailor their message to their audiences, and they use lots of different communication vehicles well.
  3. They are naturally influential and generate informal authority.  Effective change managers naturally draw others to them.  They don’t need formal authority to have influence over others and they are able to leverage their networks to make things happen.  They are persuasive and likeable.
  4. They have courage. It is not always easy being on the front lines of an organizational change.  Change managers are often times put in a position to be “representing” the interests of the people impacted by change with the people who are creating change.  That can put the change manager in situations where they need to say and do things that are unpopular.  They may need to tell leaders and or associates things that they don’t want to hear.  Change managers need to be willing to call things like they see them, even if it is unpopular and not typically expected in an organization.
  5. They are discreet and maintain confidences.  Change managers can be put in positions of having sensitive information.  During focus group meetings, interviews, or just hallway conversations, it is not uncommon for people to share specific information about specific individuals with change managers.  If a change manager divulges information that they have agreed to keep private even once, they lose credibility and trust.  It is imperative that change managers know how to keep a secret.
  6. They’re organized.  Some people assume that managing change is mostly art and little science.  But managing change usually requires tremendous exercises in logistics and orchestration.  Being organized is a critical skill for effectively managing change.
  7. A bias for action.  Change management has a bad reputation among people who think managing change is only about asking questions and analyzing people.  Managing change is both art and science.  While questions should be asked and assessments made, real change comes when action takes place.  If someone doesn’t actually do something with the results of assessments, the exercises are moot.
  8. They get their hands dirty.  Change managers can be speaking to executive committees in the morning, and stuffing envelopes in the afternoon. Good change managers are not afraid to roll up their sleeves and get stuff done.  Anyone who is not able or willing to dig into the nitty gritty (editing a poster, developing talking points for leaders, editing an agenda for an important meeting) is not going to be as effective managing change as someone who is.
  9. They are subject matter experts in the field of organizational change management.  They understand the human and organizational dynamics of change, as well as the many methodologies that describe ways that change can be managed.  In addition to general change management understanding, great change managers have experience in several different change environments to see how change unfolds.  Having “stories” to share is always helpful when managing change.
  10. They are personally comfortable with ambiguity and change.  An effective change manager can navigate through ambiguity relatively well, and is more comfortable than others working in a changing environment.  Being part of a change project is by its very nature an environment of change.  But it is also true that most changes are not linear, stable activities.  There are ups and downs, periods of acceleration and periods of deceleration.  People who are not comfortable with the ebbs and flow and the ambiguity of change (scope changes, a new leader that enters the picture, changes in direction) will have a tough time effectively managing change.  An effective change manager quickly assesses a shifting situation and adapts to the new environment.  And they don’t get upset or anxious about it.

Changing for the Workforce of the Future

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Can you imagine fully half of the people who work for your company being either contractors such as the best roofing company in Denver, CO, temporary workers, or freelancers?  That may very well be the future we face.

A 2012 Economic Intelligence Unit Study shows that by the year 2030, 50% of the workforce will be made up of contingent workers.  The U.S. contingent workforce is made up of self-employed individuals, independent service firms, entrepreneurs and temporary workers. By 2020, 40 percent of American workers, or nearly 65 million people, will be contingent, and shortly thereafter that percentage is expected to rise to 50 percent.

Others confirm that the use of contingent workers is already on the rise, and will continue.  The Bureau of Labor Statistics as well as reports from the Staffing Industry Analysts, a research and advisory firm focused on staffing and contingent labor, have demonstrated that the number of contingent workers has been increasing year over year for a few years.  And in June 2011, over 34% of the 2000 organizations surveyed by the McKinsey Global Institute said they plan to use more temporary labor in the next five years.

The trend is clear.  But are organizations ready for it?

Work in the future will be more collaborative, flexible, and goal oriented.  Temporary workers will need to be sharp, and stay sharp, to keep their jobs.  An organiztaion with more and more people flowing into and out of it will need to be radically different than today.

A current client of ours is working on a large project that requires a lot of consultants.  A full time staff person spends over 80% of her time giving out and tracking computers that are given to consultants.  Can you imagine if half of their workforce was contingent?  If the task of managing assets is so cumbersome now, the process and technology implications of a 50% contingent workforce would be astounding.

We have several large clients that are working on becoming more “digitally enabled” in order to meet the needs of their customers.  But with all we have heard from clients about embracing technology to meet the needs of future customers, we have not heard any talk at all about how to be more digitally enabled to meet the needs of their future workers.   The shift to more temporary workers will change how an organization works with its people in profound ways.

Current technology certainly makes workers more “plug and play” ready.  But it will need to make significant strides to meet the needs of a future more transient workforce.

Our clients will have to re-think how they manage people, how groups form and disband to tackle work, how people are on-boarded and rolled-off, how corporate cultures are built and maintained, how they attract and evaluate temporary workers.

They will also need to embrace technology and new digital technologies in an entirely new way. More digital maturity can help organizations build stronger connection to their staff… especially temporary staff.  Not only allowing access, but also targeting communication, facilitating relationships between roles, connecting people to other people and ideas.

Organizations that will win with workers of the future will be more mobile, and will be more agile by providing more personalized or customized needs for each temporary worker.  They will flex based on the work, the location, the worker, and the required interfaces with other people within the organization.

If you are thinking about where your organization will be in 20 years, think about your customers, your products, and your markets.  The demands they place on your organization will certainly challenge you to change.  But also think about your staff.  You might be surprised at the magnitude of change that meeting their unique needs challenges you to also.

Organizational Muscles to Manage Change

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We have been working with several large organizations lately that are trying to build their internal ability to manage ongoing change.  Change is the new normal for many organizations.  Managing how people adapt and adopt change is something that many are seeing as a critical competency.

Change Management is the discipline of helping people in an organization get ready, willing, and able to work in new ways that are required by a change.   Many leaders that see a long string of changes ahead of them are looking to build an internal Change Management competency.  They, in effect, are trying to build their change muscles so that they can handle the seemingly endless series of changes headed for them.

Organizations that build a Change Management competency do a few things.

First, they foster leadership sponsorship for employing Change Management.  Leaders at the highest levels know what Change Management is and why managing change will help them change more successfully.  And they are committed to making Change Management a strong capability in the organization.  They are willing to stand up in front of the effort,  to put money where their mouth is, and walk the talk.

Second, these organizations use a common methodology and model  for managing change.  Having a common Change Management framework across the organization builds a common language that shapes the way people think and talk about change.  A common model also introduces methods and tools that can help people in the organization actually do the work of managing change.

 

Third, organizations that have a Change Management competency have a broad based understanding of the value of Change Management throughout all levels of the organization.  Everyone has a baseline understanding of why people make the difference between successful organizational change and unsuccessful change, and why managing change is important.

These organizations also each have a strong and capable Change Management team.  A group of people in the organization who are focused on supporting the organization as they begin incorporating Change Management into their projects and change efforts helps the new practices take hold.  The Change Management group has highly capable team members, clear roles and responsibilities, and an appropriate or organization structure.

Lastly, organizations that have a strong Change Management competency reinforce effectively managed change.  When projects succeed because teams have helped people in the organization engage and adopt new work, they are celebrated and rewarded.  Leaders eagerly to put effective changes in the limelight, and the organization learns what successful change looks like.

If you see change coming at your organization like a speeding train, don’t hide.  Instead, develop a change management competency.   That way, you can face change head-on now, and you will be ready for all of the changes to come in the future.

How to secure your network

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There are many ways to secure a network but the starting point is only allowing network access to authorized people. If you have a proxy server with access, you can’t be hacked. It’s not a wise idea to publish it or disclose the IP address of the proxy server. Also, don’t include a secret password or other security of the site. The HIPAA compliance on GCP is what is needed for proper security. Protect your personal data and privacy, look at this helpful resource for further details.

Cybersecurity - secure your systems with Expleo

Be careful with your cookies.

A common mistake is to save all your cookies with the server. That is not a wise practice. Even the most common and obvious use case for a website that saves your data for you is potentially a privacy threat. We can’t use the same account for multiple websites that store private data. It’s not hard to construct an infrastructure for a site that keeps all data in a cookie that can be read by the server.

If you run a video production business, having dedicated storage servers will provide more storage and better transfer speeds and tackle post-production tasks without any lags.

The next step is to move to encrypting all data, or create a public-key encryption of all data and use the key for all data. This is easier said than done. Hashing is a little harder because we don’t know the salt of the hash. It’s difficult to put the data into an asymmetric encryption scheme (such as AES). These problems make it pretty hard to turn a service into a practical provider of decrypted data.

Use good encryption.

According to companies like Fortinet, it is recommended to create an encrypted store like a pen-drive or a special hard drive for highly sensitive data, like financial transactions, . That would have to be kept with different keys from all other keys. Keeping both cloud and physical storage for sensitive data is a good idea. You can go to site to find more details.

Don’t provide incorrect passwords.

Password management is an area of security that can be a nightmare. Remember to use different passwords for different purposes. For example, for a job where you may have to login often, use a different password for each of the dozen different websites you use. So if someone tries to brute force your password, you’re still protected.

There’s an industry of password reset services (for example see Password land) that provide a customer service to assist you in resetting your password. Many applications also provide integrated password management. It’s never easy to remember all the different combinations of letters, numbers and special characters. Don’t use the same password on your bank and email accounts. Never share your computer’s password. Don’t be lazy and use a password manager, it’s not enough that you use the same password for every site. Hiring a Cyber Security Company can also offer you several benefits and help provide you peace of mind, knowing you’re protected.

A caveat here is that there’s nothing in the manual that shows you how to create or use a password manager. Most vendors will not even recommend you to use one. When you combine that with the difficulty of remembering those passwords you should make a decision about how valuable you think it is.

Ensure you are also safe with access to your email accounts, accounts on other sites. One of the biggest problems is hackers pretending to be you. They usually pretend that you work for the service, have your credentials and so on. So if you are using any services, please be aware of the fake email/password. To prevent this, you can hire managed IT services to protect your data. Visit sites like https://tvit.net/managed-it-services-in-homedale-id/ to know more about how this can help your business. Or, you can set up a managed wifi for you business. You can click here to learn about managed wifi.

Fact and Fiction about Change

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In today’s business environment, there’s no such thing as “steady state”.  Getting accustomed to making change happen quickly is an integral part of building and leading an effective organization.  Whether responding to customer demands, making course corrections when a strategy is running off the rails, or quickly integrating a new product or service line when the perfect opportunity drops in your lap, organizations need to change fast.

When it comes to organizational change, there are some things that leaders should know, and some common misconceptions that should be dispelled.  Here’s what you should believe, and what you should not believe.

FACT:  Organizational changes happen when individuals within the organization change.  Organizations are essentially groups of individuals.  New processes, structures and rules can be put in place, but if people are not committed to new ways of thinking and acting, the changes are not likely to be successful.

FACT:  The human reactions that occur during any given change are at least as important as any other aspect of implementing change.  People naturally and inevitably react emotionally when we ask them to think and act in new ways.  The behavior of the people who make the organization work changes as individuals move through their individual transition process and develop commitment.

FACT:  The more involved people are in a change, the less negative their inevitable reactions will be.  People naturally support what they help create.

FACT:  The emotional response people will have to a change intensifies as the speed of change increases.  If you want change to happen fast, you can expect there to be stronger resistance than if you are on a “we’ll get to it when we get to it” timeline.

FACT:  The longer a group, individual, or situation has remained static, the greater the investment in the status quo and the greater the resistance to change.  The fact that people are proud of what they do and how they do it is a great thing – except when you want to change it.

While there are basic truths that leaders should believe about change, there are also some little-white-lies about change that they should not believe.

FICTION:  Time takes care of everything.  People are able to think and act in new ways by moving through the human process of transition and developing commitment – not through sitting and waiting.  Without intervention, that process can take weeks, months, years, or may never fully happen.  (William Bridges, Managing Transitions, 1991 & 2003 William Bridges and Associates)

FICTION:  Everyone who isn’t on board with a change has something wrong with them.  New neuroscience research confirms that it takes more physical energy to do new things than it does to do things the same old way.  And the natural human reaction is to conserve that physical energy. Resistance is a natural response to change.  (Rock and Schwartz, “The Neuroscience of Leadership”, Strategy + Business, Issue 43)

FICTION:  The reasons for the change will be seen in a rational manner and will therefore be easy for people to go along with.  People are not singularly rational beings.  There is an emotional connection that people need to make to really commit to the new way.  (Lee Colan, Passionate Performance, 2004 Cornerstone Leadership)

FICTION:  If communication is done “right” the first time, it is enough.  People generally need to “hear” a message anywhere from eight to ten times to really get it.  And “right” is different during a change process for each person.  While there are times that a company-wide meeting and presentation is what people need, there are also times when they need a one-on-one conversation with a boss or a roundtable conversation with peers.

FICTION:  Change happens at or on a scheduled discrete event.  While new processes, structures or rules can be scheduled to start or take place on a specific date, people travel through their individual transition over some period of time.

Based on the facts and fiction, it may seem that we should all throw our hands up and go home.  But luckily there are proven ways to manage change that can deal with the challenges that are presented with changing organizations. Pay attention to the facts, ignore the fiction, and make your change successful!

Organizational Learning… It’s Not Just for Hotel Ballrooms Anymore

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Truly exceptional organizations facilitate continuous learning and
transformation.  In order to bring about effective organizational change, individuals within an organization needs to be ready, willing, and able to work in new ways… over and over again!  That means that the individuals who make up the organization continuously learn and transform.

Organizational learning is tricky business these days.  People are busy.  Budgets are tight.  And adults are not really programmed to learn in the same ways that most of did when we were in school.

Adults at work learn in lots of different ways.  There is of course experiential learning that takes place every day through interactions, mentoring relationships, and on the job activity.  But there are also crafted learning experiences like training and workshops that are critical components of a continuous learning strategy.

Continually educating the workforce so they can work smarter, leaner and faster can be very expensive if we think about learning from our traditional viewpoints.  Everyone in a classroom.  Days away from the job.  The dreaded hotel conference or ball room.  These models can still work, but there are other options.  With geographically dispersed workforces, as well as ongoing demands of our jobs, looking at virtual options for learning only makes sense.

One concern that comes to mind when looking to virtual forms of learning is the loss of the benefits of interactions with a trainer and classmates.  With live virtual events (“live” meaning that the training takes place with a live teacher and classmates, “virtual” meaning that the group does not sit in the same physical room but shares an electronic or virtual room), the benefits of live training can be paired with the benefits of virtual training.

When facilitating organizational change, there is almost always the need to help people learn new ways of working.  Being creative about the way training is delivered (in one shot or broken up into small bits over time, in one location or from disparate locations) can reduce resistance to training and even improve the effectiveness of the learning.

If people in your organization need training to be effective at whatever change
you are trying to implement, think about how to best deliver that training so that you can meet the demands of the learners as well as the change.

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