7.04 Running with Scissors handout

5/6/14 Running with Scissors: Leading Change is Risky Business (but even riskier if you crawl) Cheryl Duvall, FIIDA, MSOD ©2014 Avancé, LLC, Ellico9 City, MD cduvall@avancellc.com 410-­‐480-­‐9893 Why prepare people for the space? As facility managers, we prepare space for the people. As change managers, we prepare people for the space. Adapted from a quote by Frank Duffy, DEGW What consCtutes HUGE
cultural change? HanesBrands Inc. A Law Firm Huge ultural Change From 840 pCrivate offices to 11 From 30,000 lf to 10,000 lf © Cheryl P. Duvall, 2014. Wri9en permission is required prior to reproducCon or distribuCon. 1 5/6/14 Temporary Swing Space for a Local Government Change Management
DESIRED FUTURE STATE CURRENT STATE From 60% open to 100% open Making the Case
HowMaking
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Parallels Design and ConstrucCon Making the Case
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Discovery Schema/c Design Contract Design Development Documenta/on Bid/ Negot’n Contract Administra/on Change Management!
Video: 100 Days, 100 Nights Early = ideal. Pilot Projects can be key. Printables Pilot: 25,000 sf © Cheryl P. Duvall, 2014. Wri9en permission is required prior to reproducCon or distribuCon. Exec Suite Pilot: 8,000 sf 2 5/6/14 First step: Make your Business Case!
Consider Link to Business Goals and Mission 1  Minimal
Best PracCces HR Metrics To provide limited communicaCons regarding upcoming workplace changes due to renovaCons or moves. 2  Light
3  Moderate
C-­‐Suite Hot Bu9ons Conduct Research to Support CM 4  Intense
To communicate basic workplace changes when transformaCon in the workplace is minimal. To support workplace changes that may be regarded as new for many tenured staff, or mainstream in recent 10-­‐15 yrs. To support cultural transformaCon and/or swing space, where majority of workers will experience a “new way of working.” 5  Comprehensive
To support significant cultural transformaCon and/or fast-­‐track project, especially for organizaCons on the “cuAng edge.” Determine Scope and Scale of CM Lead the CM Program
Calculate Return on Investment © Cheryl P. Duvall, 2014. Wri9en permission is required prior to reproducCon or distribuCon. 3 5/6/14 Adapt Ko9er’s Begin Early! 8 Steps Establish Sense of Urgency An example Communi-­‐
caCon People Records RetenCon/
Elec Filing Physical Space Technology Create Guiding CoaliCon Develop Vision & Strategy Communicate Change Vision Empower Broad-­‐Based AcCon © Cheryl P. Duvall, 2014. Wri9en permission is required prior to reproducCon or distribuCon. 4 5/6/14 Generate Short-­‐Term Wins Consolidate/Build on Gains CriCcal Components: FM’s Guide to Success
Anchor New Approaches Senior Leadership Guiding Coali/on Guiding Coali/on Department Heads Change Agent CommiCee Staff Top Down/Bo9om Up Approach © Cheryl P. Duvall, 2014. Wri9en permission is required prior to reproducCon or distribuCon. Clear Vision and Goals for CM 5 5/6/14 Communicate
Communicate
Communicate!
Communicate
CM aligned with Project Schedule Engage your Change Agent Commi9ee Communicate Front-­‐line staff, cross funcConal, dept reps IdenCfy key personal traits Include a few resistors and early adapters Include HR, Corp Affairs, IT SelecCon of Change Agent Commi9ee Video: Compelling Examples Running with Scissors: Compelling Examples pre-­‐ and post-­‐move surveys pilot projects pre-­‐design facility tours mock-­‐ups web cams intranet site electronic newsle9ers FAQs focus groups town hall meeCngs virtual tours purge campaign Cme capsule hard hat tours beam signing topping out ceremony trivia contest furniture samples with voCng workplace eCque9e guidelines welcome package help desk crew on move day A few ideas re. CM Deliverables © Cheryl P. Duvall, 2014. Wri9en permission is required prior to reproducCon or distribuCon. 6 5/6/14 1. No CM despite huge change 2. Beginning CM too late Crawling with Scissors: Risks, and Lessons Learned 3. Lack of Sr. Leader endorsement 4. Not creaCng a separate Change Agent Commi9ee 5. UnderesCmaCng the significance of the change Crawling with Scissors: Top 5 A few minutes of Q&A before a brief closing The Savannah was changing. Cheryl Duvall, FIIDA, MSOD What will you do when confronted with Huge Cultural Change? © Cheryl P. Duvall, 2014. Wri9en permission is required prior to reproducCon or distribuCon. ©2014 Avancé, LLC, Ellico9 City, MD cduvall@avancellc.com 410-­‐480-­‐9893 Be sure to download the fable (proceedings paper) on the Facility Fusion website 7