PMAC May 14 presentation - Portfolio Management Association of

Transcription

Gale Force Winds of Change: Leading
Change May 14, 2013
The Gale Force Winds of Change:
The leader’s role in change management
All great changes are
preceded by chaos.
- Deepak Chopra
Annette Martell, ABC, MC, Fellow
PMAC: May 14, 2013 Amazing Conversations – Strategic Leadership – Extraordinary Results
Our focus
 Views from the top
 Basic change principles, key
factors, methodology
 The leader’s role
 Build your leader’s tool kit for
change
 Sail the winds of change
Who 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 management
training?
Annette Martell 416.800.0965 ext. 2848
amartell@tekara.com www.tekara.com
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Change May 14, 2013
Taking it from the top
Jacqui Allard
Head of Operations
& Chief Information Officer
Investment Division of Manulife
Financial
Taking it from the top
R. Denys Calvin
Chief Operating Officer
Nexus Investments Inc.
Role of change
“Definitely the pace of change is
dramatically faster than when I
started in this industry.”
“Financial products will continue to become
more complex and will require us to adapt
and change more quickly.”
Velocity of change in Ops
“Leading change accounts for a
big chunk of my day – maybe
one third or half.”
“Managing change is a little like being the
subway repair guy. You can’t ever take the
train out of service. I run from car to car,
moving passengers around so I can fix the
car. Change has to be delivered while the
Ops “train” keeps running.”
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Change May 14, 2013
Change management is not…
operational
problem solving
“…with change, the
task is to manage the
dynamic, not the
pieces”
Leading change
Jeanie Daniel Duck
HBR “Managing Change”
Amazing Conversations – Strategic Leadership – Extraordinary Results
Resisting change
Why change management
If we ensure….
Change management is inclusive using an
integrated approach
70%
of all
change
efforts
fail
Leaders understand their roles &have clear
accountabilities
Leaders are accessible & knowledgeable to
best lead change
Leaders clearly communicate the vision of
success
Actions & words role-model & inspire desired
behaviours
Employees understand their role in the change
& how to support business goals
Employees are skilled & have the knowledge,
tools & supports they need to achieve success
Source: HBR: Cracking the Code of Change, by
Michael Beer and Nitrin Nohria May-June 2000
We will develop….
Knowledgeable &
engaged employees
who actively support &
contribute to
business goals
Informed leaders
championing the
business & owning &
fulfilling their
accountability for
results
A culture of
engagement that
supports sustained
business success
Successes are recognized & celebrated
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Change May 14, 2013
Research shows…
Change commitment curve
Projects with
effective change
management are
6x more likely
to achieve results
Prosci Benchmarking Report
(latest: 2012)
1
3
Questions?
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Change May 14, 2013
Success 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 & build
enterprise-wide change capability
 Increase knowledge about leading change &
being effective
 Guided by strategy, apply consistent change
tools
Model & tools
 Understand, anticipate & plan for resistance
 Ensure volume & pace of change is manageable
for employees & support/equip them for adapting
 Monitor, respond to results; course-correct
 Celebrate milestones, successes
Sponsor paints picture
Change team & sponsor model
Project Exec.
Sponsor
“Do not under-estimate the role of the
leader in making change successful. The
role of the leader, first and foremost, is to
make that vision & goal well understood,
clear & consequential.”
Project Team
Jacqui Allard: Manulife
 Powerful vision drives change
 Building a powerful vision involves:
• Understand reasons for change
• Clarify intended benefits
• Draft compelling statement
• Create high level measures
Middle
Managers
&
Supervisors
Finance
IT Team
HR, L & D,
Corp
Comms
Operations
Primary voices for project
Project champions
Project subject matter experts
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Change May 14, 2013
Change within Ops
Change within Ops
“With its regular rhythm, the
investment management
business is a little like an
assembly line that runs
continuously.
“Implementing change
takes sustained effort
over time, and can’t be
done casually or “when
we can fit it in.”
R. Denys Calvin
Nexus Investments Inc.
Change map: 4-Phase
R. Denys Calvin
“Change management is
quite different – more “job Nexus Investments Inc.
shop” style – with each
change a “project” that has a
beginning, middle and end.”
Change map
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Change May 14, 2013
Common sponsor mistakes
Assess impact
1. Assuming the change trickled down
•
Did not monitor or check
2. Not ensuring fellow leaders knew how
to lead change
•
Failed to equip them
3. ‘Dictated’ with little effort for inviting
2-way communication or feedback
4. Not celebrating milestones
•
Resulting in loss of momentum
* From the 2012 Prosci Best Practices in Change Management
benchmarking report
How roles fit together
Change map
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Change May 14, 2013
Organizational readiness
Why do we resist change?
Biggest reason is fear…
Influenced by:
History of implementing change
Amount of other changes underway
Extent to which change
aligns - or doesn’t - with culture
Extent to which current business
practices & processes support
the change
of unknown
of failure
of commitment
of disapproval
of success
Sponsorship assessment
Reacting to change
.
Legend:
 Supportive of project; absent CM training
 Supportive of project; received CM training
 Unconfirmed
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Change May 14, 2013
Stakeholders of change
Groups, individuals essential to your change
succeeding, because they:
are affected by it & must buy into it
must work differently because of it
must learn new skills, behaviors, or technology to
implement & sustain it
possess the expertise essential to its success
or, likely to impede your success if they do not
change.
Leading from the top…
Change within Ops
“Big change projects are like
eating salami. You can’t eat it
whole or sideways. You have to
tackle it one slice – or step – at a
time, so that each slice takes you
in the direction you need to go.
“Communication is very, very
important.”
“Change is difficult for people.
People have different
capacities for absorbing
change & different degrees of
comfort with a changing
environment.”
Change map
Jacqui Allard
Head of Operations & CIO
Manulife Financial
“With multi-year projects, you need
payoffs long the way. It cannot be
some glorious, Roman–candle-like
burst of results only at the end.”
R. Denys Calvin
Chief Operating
Officer
Nexus Investments
Inc.
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Change May 14, 2013
Questions?
Communication is key
Key messages: communicate
Leading from the top…
“Communication must be multipronged & use varied media &
approaches. It might be one-on-one
meeting, team meetings or email.”
“You need to make communication
meaningful for people. They want to
see how their part fits into the bigger
whole. They want to be connected
to the change & see what is in it for
them; knowing that they have skin in
the game.”
Jacqui Allard
Head of
Operations &
CIO: Manulife
Message
Themes
Proof Points
Message 1
•
Evidence of statement
Message 2
•
Message 3
•
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Change May 14, 2013
High-level change plan
Tool
Communication choices
Timing
Audience
Action/Medium
Sponsor
Plan
March
Project Team
• Recruit and/or confirm
project sponsor team
• Confirm roles and
responsibilities
Coach
plan
March
Leadership
• Change management
training
• Preparing team to lead
change
Comm
Plan
March
Internal and
External
• Key activities for
success
• Integrated communications
Issues
Plan
April
Internal and
External
• Identify, develop,
approve issues
management plan
• Proactively identify,
assess, prepare for issues;
readied with media
training, approved
messaging,
communications
®
Message/Purpose
Lead
What people need to know?
•
•
•
•
•
•
•
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 this
an even better change?
• What happens if there’s no change?
®
Prosci ADKAR Model
Other models: ADKAR
The ADKAR Approach to change
Plus:
•J. Kotter
•J. LaMarsh
•L. Ackerman
Anderson
•or, DIY model
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 managing
Source: change-management.com
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Change May 14, 2013
Leading Change &
Organizational Renewal
Change resources
Source: exed.hbs.edu/programs/lcor
Cornell University: certificate
ecornell.com/certificateprograms/leadership-and-strategicmanagement-training/changeleadership-certificate/crt/
Rotman executive program
….The program is aimed at senior executives,
including those at the vice president and
director levels, in both private and public
sector organizations.
Details: rotman.utoronto.ca/ProfessionalDevelopment/ExecutivePrograms/CoursesWorkshops/Programs/Leading-Change
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Change May 14, 2013
In-house change capability
Your life does not
get better by chance,
it gets better by change.
– Jim Rohn
Plus: Association of Change Management
Professionals www.acmp.info
Annette Martell
ABC, MC, IABC Fellow
amartell@tekara.com
www.tekara.com
416.800.0965
ext. 2848
Questions? Feedback?
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PMAC May 14 presentation - Portfolio Management Association of

Transcription

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