© Leadership4Change, LLC.1
Facilitating Facilitating Change as HR Change as HR ProfessionalsProfessionals
LCAHRM BreakfastFebruary 12, 2008
Cindy Phillips, Ph.D.Cindy Phillips, [email protected]
717-572-6755Coaching & Consulting for
Successful Change
© Leadership4Change, LLC.2
4 Key Takeaways4 Key Takeaways
1.1. Re-emphasize importance of being a Re-emphasize importance of being a “Business Partner” in change efforts“Business Partner” in change efforts
2.2. Greater insight into the Greater insight into the HowsHows & & WhysWhys Change initiatives failChange initiatives fail
3.3. Understanding of Kotter’s 8-Step Change Understanding of Kotter’s 8-Step Change FrameworkFramework
4.4. Opportunity to Assess a Current Change - Opportunity to Assess a Current Change - How are you doing? What else is needed?How are you doing? What else is needed?
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Why does most Why does most ChangeChange go go wrong?wrong?
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Common Change Common Change De-De-RailersRailers1.1. Poor planning Poor planning
a)a) Too busy…Don’t “plan” at allToo busy…Don’t “plan” at all
b)b) ““No big deal”…Underestimate the impactNo big deal”…Underestimate the impact
c)c) Oops…Unintended consequencesOops…Unintended consequences
d)d) Limited employee involvementLimited employee involvement
2.2. Insufficient communicationInsufficient communicationa)a) Why? When? How?Why? When? How?
3.3. Insufficient training or skill developmentInsufficient training or skill development
4.4. Lack of proper tools/equipmentLack of proper tools/equipment
5.5. Rewards systems not alignedRewards systems not aligneda)a) Rewarding “no change”Rewarding “no change”
b)b) No consequences for not getting on boardNo consequences for not getting on board
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Roles of the HR ProfessionalRoles of the HR Professional
Change AgentChange Agent
Change FacilitatorChange Facilitator
Business PartnerBusiness Partner
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Kotter’s 8 Steps to Kotter’s 8 Steps to TransformationTransformation
1. Establish a Sense of Urgency 1. Establish a Sense of Urgency
2. Form a Powerful Guiding Coalition 2. Form a Powerful Guiding Coalition
3. Create a Vision 3. Create a Vision
4. Communicate the Vision 4. Communicate the Vision
5. Empower Others to Act on the Vision 5. Empower Others to Act on the Vision
6. Plan for and Create Short-Term Wins 6. Plan for and Create Short-Term Wins
7. Consolidate Improvements & Produce More 7. Consolidate Improvements & Produce More
8. Institutionalize New Approaches 8. Institutionalize New Approaches John Kotter - Winning at Change
Establish a Sense of Urgency
Form a Powerful Guiding Coalition
Create aVision
Communicate the Vision
Anchor New Approaches
in the Company Culture
Consolidate Wins & Push for More
Plan & Create
Short-term Wins
Empower Others to Act
© Leadership4Change, LLC.7
Establish a Sense of Urgency
Form a Powerful Guiding Coalition
Create aVision
Communicate the Vision
Anchor New Approaches
in the Company Culture
Consolidate Wins & Push for More
Plan & Create
Short-term Wins
Empower Others to Act
Phase I - PreparationPhase I - Preparation
© Leadership4Change, LLC.8
Assembling the Assembling the Guiding CoalitionGuiding Coalition
Consider members with:Consider members with:
Yield power and influence Yield power and influence Authority to make key decisions Authority to make key decisions Respect and credibility of massesRespect and credibility of masses Cross-functional experienceCross-functional experience Resources to support the effortResources to support the effort Recognition that people matterRecognition that people matter Change-related knowledge and expertiseChange-related knowledge and expertise Vested interest in the outcomesVested interest in the outcomes Potential to resist the effortPotential to resist the effort
© Leadership4Change, LLC.9
Establish a Sense of Urgency
Form a Powerful Guiding Coalition
Create aVision
Communicate the Vision
Anchor New Approaches
in the Company Culture
Consolidate Wins & Push for More
Plan & Create
Short-term Wins
Empower Others to Act
Phase II - DirectionPhase II - Direction
© Leadership4Change, LLC.10
Create a VisionCreate a Vision
John Kotter suggests 6 characteristics:John Kotter suggests 6 characteristics:
1. Describes a desirable 1. Describes a desirable
2. Is compelling 2. Is compelling
3. Is realistic 3. Is realistic
4. Is focused 4. Is focused
5. Is flexible 5. Is flexible
6. Is easy to communicate6. Is easy to communicate
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Communicate the VisionCommunicate the Vision
What Employees Want To Know:What Employees Want To Know:
1. 1. How is this relevant to what I do?How is this relevant to what I do?
2. What specifically, should I do?2. What specifically, should I do?
3. How will I be measured? What are the3. How will I be measured? What are the consequences or rewards? consequences or rewards?
4. What tools and support are available?4. What tools and support are available?
5. What’s in it for me? For us?5. What’s in it for me? For us?
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• Which employeesneed to be contacted?
Who should be contacted
first?
Environment
• What activities need to be
conducted to communicate effectively?
Activities
• How often do theseactivitiesneed to beconducted?
Frequency
• When should the activity be
conducted?
Timing
• What channels
should be used to
communicate the
information?
Channel
• Who is responsible
for communication?
Ownership
Sample: Communication PlanSample: Communication Plan
© Leadership4Change, LLC.13
Establish a Sense of Urgency
Form a Powerful Guiding Coalition
Create aVision
Communicate the Vision
Anchor New Approaches
in the Company Culture
Consolidate Wins & Push for More
Plan & Create
Short-term Wins
Empower Others to Act
Phase III - InvolvementPhase III - Involvement
© Leadership4Change, LLC.14
Handling ResistanceHandling Resistance
• InternalInternal (I won’t) resistance (I won’t) resistance - change at a personal level- change at a personal level. .
• ExternalExternal (I can’t) resistance (I can’t) resistance - more structural, and tends - more structural, and tends to impact all employees.to impact all employees.
© Leadership4Change, LLC.15
Establish a Sense of Urgency
Form a Powerful Guiding Coalition
Create aVision
Communicate the Vision
Anchor New Approaches
in the Company Culture
Consolidate Wins & Push for More
Plan & Create
Short-term Wins
Empower Others to Act
Phase IV – Build Phase IV – Build MomentumMomentum
© Leadership4Change, LLC.16
Measuring ProgressMeasuring Progress
• Forces us to identify what we Forces us to identify what we are trying to change or fixare trying to change or fix
• Keeps momentum goingKeeps momentum going
• Maintains management’s attentionMaintains management’s attention
• Platform for recognition effortsPlatform for recognition efforts
© Leadership4Change, LLC.17
Establish a Sense of Urgency
Form a Powerful Guiding Coalition
Create aVision
Communicate the Vision
Anchor New Approaches
in the Company Culture
Consolidate Wins & Push for More
Plan & Create
Short-term Wins
Empower Others to Act
Phase V – IntegrationPhase V – Integration
© Leadership4Change, LLC.18
Evaluate SystemsEvaluate Systems
• Organizational StructureOrganizational Structure
• Decision Making/AuthoritiesDecision Making/Authorities
• Operational ProcessesOperational Processes
• Policies and GuidelinesPolicies and Guidelines
• Key Goals & Measurements Key Goals & Measurements
• Knowledge Sharing SystemsKnowledge Sharing Systems
• Work Environment (Safety, Work Environment (Safety, Cleanliness, Fun)Cleanliness, Fun)
• Ceremonies and EventsCeremonies and Events
• Leadership StyleLeadership Style• Strategic PlanningStrategic Planning• Rewards & RecognitionRewards & Recognition• CommunicationsCommunications• Training & DevelopmentTraining & Development• Performance FeedbackPerformance Feedback• Hiring/ Job SelectionHiring/ Job Selection• Promotion/ Succession Promotion/ Succession
PlanningPlanning• Risk-Taking/InnovationRisk-Taking/Innovation
Organizational Systems or ProcessesOrganizational Systems or Processes
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Tables DiscussionTables Discussion