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Business Analyst, Project Manager and Emotional Buy-in Fabrizio Bolle, Project Leader – Global Ops. Finance EU GE Global Growth & Operations NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13
Business Analyst, Project Manager and Emotional Buy-in
Fabrizio Bolle, Project Leader – Global Ops. Finance EU
GE Global Growth & Operations
NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13
© International Institute of Business Analysis
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Buy-in vs. Emotional Buy-in
BUY-IN: We all know what it is
How do we do that?
Business Case! Numbers, numbers and numbers.
GOOD! WE GOT THE APPROVAL!
IS THIS ENOUGH?
© International Institute of Business Analysis
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The emotional side of Buy-in (Part I)
© International Institute of Business Analysis
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PM and BA Roles
A joint game plan is key to success
The Project Manager and the Business Analyst should partner during the stakeholder analysis which is key to identify who’s the target of the emotional buy-in efforts.
Deliverables
Stakeholder list, roles and responsibilities
Definition of the project tasks in which the emotional buy-in will require a specific effort (e.g. solution validation and approval, communication plan, etc.)
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Who’s our target?
Who’s the target?
Project Team
Biz Departments
Employees
INTERESTPO
WE
R
MonitorKeep
Informed
Keep Satisfied
Manage Closely
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Who’s our target? (Revised)
Who’s the target?
Project Team
Biz Departments
Employees
IMPACTINTEREST
CH
AN
GE
AG
EN
TPO
WE
R
MonitorKeep
Informed
Keep Satisfied
Manage Closely
Can we apply Roger’s model to project and change management?
Innovation Adoption (E. Rogers)
Innovators
1,5%
Early Ad.
13,5%
Early maj.
34%
Late maj.
34%
Laggards
16%
1,5% of our target population
Not our target
Stakeholders Analysis
Innovators
1,5%
Early Ad.
13,5%
Early maj.
34%
Late maj.
34%
Laggards
16%
Early Adopters
not our main target
Stakeholders Analysis
We don’t have to spend to much time on them, however we should use them as “INFLUENCERS” for the early and late majority
Innovators and Early Adopters
Stakeholders Analysis
Early+Late Majority
Our main target
Here is where we play the game: if we succeed in getting them “on board” we’ll have a booster effect on the overall project!
Early and Late Majority
The driver’s seat
How can we make sure we proactively drive the change?
We can leverage different studies and apply them to our activity:
Communication
Brain physiology
Golden Circle – S. Sinek
Human Interactions
7 Habits – S. Covey
5 stages of grief – E. Kübler-Ross
The emotional side of Buy-in (Part II)
It demonstrates how the function of our limbic brain and the neocortex directly relate to the way in which people interact with each other
We all know WHAT we do
Some know HOW we do it
Very few knows WHY we do it
Golden Circle (S. Sinek)
Human Interactions (S. Covey)
Win/Win Win/Lose Lose/Win Lose/Lose Win Win/Win or No Deal
Win/Win It's not your way or my way; it's a better way, a higher way
Six Paradigms of Human Interactions(S. Covey)
The 5 stages of grief (E. Kübler-Ross)
1. Denial — "I feel fine."; "This can't be happening, not to me."
2. Anger — "Why me? It's not fair!"; "Who is to blame?"
3. Bargaining — "I'll do anything for a few more years."
4. Depression — "I'm so sad, why bother with anything?"; "I'm going to die soon so what's the point?"
5. Acceptance — "It's going to be okay."; "I can't fight it, I may as well prepare for it."
© International Institute of Business Analysis
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Understand each other we open the doors
of creative solutions and third alternatives
THE KEY TO EFFECTIVE INTERPERSONAL COMMUNICATION
WIN-WIN!
Empathic Listening
4 level of listening: Ignoring, Selective, Attentive, EMPATHIC
© International Institute of Business Analysis
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The booster effect
“(Customers) perceptions of an interaction…are influenced powerfully by considerations such as its sequence of painful and pleasurable experiences” Source: Using Behavioral Science To Improve The Customer Experience McKinsey Quarterly, January 2012
Thank youFabrizio Bolle, Project Leader – Global Ops. Finance EU
GE Global Growth & Operations
