How to be Resilient in the Face of Massive Change

PMI –SAC CONFERENCE – NOVEMBER 24 By:

Razina Visram, MBA, PMP, CMA, CEC & Patricia Morgan, MA, CCC

Life  is  change.    Growth  is  op3onal.    Choose  wisely.     - Karen Kaiser Clark

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Objectives Of Today’s Session

•  Importance of Project Managers understanding Change Management

•  Understand Resilience

•  How to manage change using the ADKAR Model

•  Have 5 Strategies to strengthen your resilience and your team

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Importance of Project Management and Change Management

Prosci’s 2014 Best  Prac*ce  in  Change  Management

Project Management

Design, Develop, Deliver Solution Effectively

Change Management Solution is Embraced, Adopted and Used Proficiently

Processes  And it mattered: “Good” or “Excellent” CM

DID DIDN’T

People   Tools  

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71% Integrated CM & PM

?  

Did  Didn’t

Correlation of Change Management to Project Management

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What Skills do Project Managers Need To be Effective at Managing Change?

•  People & leadership skills are critical •  Understanding change management •  Coaching & managing resistance •  Leading change through influence •  Assisting people through the transition •  Being resilient

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The five building blocks for successful change

Prosci® ADKAR® Model

Awareness

Desire

Knowledge

Ability

Reinforcement

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Change begins with understanding why

Prosci® ADKAR® Model

What is the nature of the change? Why is the change needed? What is the risk of not changing?

Awareness

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What is Resilience?

The ability to persist, cope with or recover from change. . .

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Why Being Resilient Matters

•  Today’s economy: MASSIVE challenges •  Distressed team members •  More work and fewer resources •  Leadership skills needed

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Desire

Change involves personal decisions

Prosci® ADKAR® Model

What’s in it for me (WIIFM)? A personal choice. A decision to engage and participate.

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What if you are not resilient?

•  Less able to deal with unwanted change •  Decreased productivity and problem solving •  Unable to meet the Three Critical Success Factors—scope, schedule and cost •  Increased health issues •  Disgruntled attitude

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Change requires knowing how

Prosci® ADKAR® Model

Understanding how to change. Training on new processes and tools. Learning new skills.

Knowledge

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Understand How To Be Resilient

Me, lead the way?

Really?

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1. Internal Resources: Locus of Control

The last of human freedoms is one’s ability to choose one’s

attitude in a given set of circumstances.

Viktor Frankl

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2. Resilient Role Model

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Adaptability Assertiveness Authenticity Confidence Compassion Creativity Determination

Discipline Enthusiasm Focus Honesty Imagination Motivation Persistence

Resilient Role Model Strengths

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3. Optimism

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OPPORTUNITYISNOWHERE

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4. External Resources

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Seven  *mes more likely to be: •  engaged in their job •  better at engaging stakeholders •  produce higher quality work •  have higher wellbeing •  less likely to get injured on the job - Gallop Poll

WORKPLACE BEST FRIEND

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5. Communication Pattern

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Victim or Survivor/Thriver

Rescuer or Coach

Persecutor or Challenger

SolutionsForResilience.com/store

Adapted from the Stephen Karpman

Triangle

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Communication Pattern CONTINUED

Ability

Change requires action in the right direction

Prosci® ADKAR® Model

The demonstrated capability to implement the change.

Achievement of the desired change in performance or behavior.

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Demonstrate Resilience

1.  Focus on your internal locus of control 2.  Ask , What would my role model do? 3.  Use optimism to open possibilities 4.  Access support 5.  Avoid or get out of the Triangle

Acknowledge your team!

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Change must be reinforced to be sustained

Prosci® ADKAR® Model

Actions that increase the likelihood that a change will be continued.

Recognition and rewards that sustain the change.

Reinforcement

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Reinforce Resilience

1.  Use self-compassion (awareness). 2.  Ask, What did I learn? 3.  Ask, What will I do next time?

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Prosci® ADKAR® Model

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ADKAR® Model SUMMARY

•  Key building blocks for managing successful change – professional or personal

•  ADKAR® can be used to -  Manage personal transition -  Prescribe what is needed for successful change -  Focus conversations -  Diagnose gaps (which building block is missing)

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Speed of Change Process

Timing and Integration of PM/CM P

hase

s of

a P

roje

ct

Required Elements of Change for Employees

Failure A

Ineffective Change Management

Ineffective Project Management

Failure B

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Tactics for Engaging Project Teams in Change Management

1 Work collaboratively (bidirectional)

2 Make a compelling case for the value of change mgmt

3 Provide training and education

4 Make change management “real” to the project team

5 Integrate change management activities in to the project plan

6 Leverage sponsor involvement

7 Communicate

8 Document roles and responsibilities

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Thank You! •  Come Visit Us at Our Booth. •  Find out more about our Change

Management Training. Win Free Tuition. •  We can assist you with all your consulting

needs (PM,BA,CM), Training and Coaching •  Get insights into your future –

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Consulting • Coaching • Training 32

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