I MPLEMENTING E FFECTIVE C HANGE IN Y OUR B USINESS Gary L. Arnold - - PowerPoint PPT Presentation

IMPLEMENTING EFFECTIVE CHANGE IN YOUR BUSINESS

Gary L. Arnold

Sharpening Your Axe

Change Happens

Bullwinkle Bullhorns has been a family-owned and

• perated business since July 1, 1955. Its present
• wners strongly believe in continuing family

involvement and values, which have led to the company’s success. To continue this success, the succeeding generations, if they desire employment at Bullwinkle Bullhorns must prepare for employment and possible career there. This plan is to help define in general terms the recommendations for employment of members of the succeeding generations of the Blowhorn family.

Family Employment Policy

Mission Vision Goals Objectives Measures Why we exist What we want to be

Indicators and Monitors of success Desired level of performance and timelines Planned Actions to Achieve Objectives Specific outcomes expressed in measurable terms (NOT activities)

Strategic Plan Implementation Phase Evaluation Phase

Targets Initiatives What we must achieve to be successful

What’s Your Plan?

ENVIRONMENT STRATEGY CULTURE RESULTS SYSTEMS STRUCTURE

Organizational Model

SUPPORTING PROCESSES CORE PROCESS

Why Changes Fail

• Complacency
• Lack of Teamwork
• Don’t know where we are going
• Not understanding why
• Insufficient authority vs. responsibility
• Declaring victory too soon
• No plan or not sufficient

The Emotions of Changing

Change Needed Change Implemented Understanding

Denial Anger Shock Fear Frustration Depression Stress Skepticism Acceptance Impatience Anxiety Buy In Enthusiasm Energy Confusion Hope

• Loss of control/power
• Helplessness
• Loss or grief
• Risk
• Conflict or anger
• Lack of Trust

Resistance To Change

Having to “think differently”

Change Happens

The Boxes We Are In

Culture Beliefs

Procedures Policies Systems

Getting Out of the Box

True rue “Out ut o

• f t

the Bo Box T x Thin inkin king” comes fro rom o

• ur rig

ur right bra rain in. Our ur left b bra rain in guid uides us us t thro roug ugh t the logic ical seque quence o

• f m

makin king it it re realit ity. Logical Emotional

Thinking Out of the Box

Outside the Box Thinking

1. Connect all 9 dots with four straight lines 2. The lines must be continuous. (Where one stops the other continues.)

• 1. Besides our walls and lids
• 2. The Oh no, that idea won’t work
• 3. The yea, buts
• 4. I’m comfortable

Remove the Barriers

A desired common future. Our desired common future is based on trust.

Change Alignment

Straight Talk Transparency Loyalty Confront Reality Accountability

• Shared Values

Understanding Right your Wrongs Deliver Results Clarify Expectations Communicate Openly

Trust is Shown By

Shared values are about the culture we encourage, the standards we adhere to, and the principles that should underpin the organization’s mission.

Shared Values = Alignment

Management = Processes, Procedures and Systems Leadership = People

Management & Leadership

Leadership vs. Management

Transformation efforts can be successful for a while, but often fail after short-term results become erratic. All highly successful transformation efforts combine good leadership with good management. Transformation efforts go nowhere. Short-term results are possible, epically through cost cutting

• r acquisitions. Long

term change is rarely achieved. Leadership Management

• 1. Defining the “Why”
• 2. Building the “Change Team”
• 3. Developing a Vision and Plan
• 4. Implementing the Plan
• 5. Integrating the Change Vision
• 6. Making the Change “Stick”

Six Steps to Change

• 1. DEFINE THE “WHY”
• Examine the market and competitive realities.
• Identify and discuss crises, potential crises, or major
• pportunities.
• SWOT Analysis
• Internal vs. external
• Forced or planned
• Organizational Model:

Environment Strategy Structure Culture Systems Core Processes Support Processes Results

Six Steps to Change

• 2. BUILD THE TEAM
• Put together a group with enough power to lead the change.
• Ensure the team has a clear understanding of their mission.
• Get the group to work together like a team.
• Why - Mission
• What - Roles Responsibilities
• How - Relationships

Six Steps to Change

• 3. DEVELOP THE VISION AND CHANGE PLAN
• Create a vision to help direct the change effort.
• Develop plans for achieving that vision utilizing

SMART Goals.

• Achievable
• Understandable
• Inspiring
• Meaningful

Six Steps to Change

• 4. IMPLEMENT THE PLAN
• Ensure “Top Down” implementation of change.
• Revisit the “Plan” to make sure it is still viable.
• Make changes as necessary to ensure vision achievement
• Remove obstacles that may impede successful

implementation of the plan.

Six Steps to Change

• 5. INTEGRATE THE CHANGE VISION
• Use every system possible to constantly communicate the

new vision and expectations.

• Set the example
• Ensure all leaders models the

expected behavior/change.

• Celebrate every victory!!

Six Steps to Change

• 6. MAKE THE CHANGE “STICK”
• Ensure everyone realizes the connections

between new behaviors and organizational success.

• Develop ways to ensure employee development

and succession are part of the shared values.

• Integrate the expectation of :

“Changes are a requirement of our business.”

• Recruitment
• Promotions

Six Steps to Change

Habits of Success

• 1. Habits are learnable
• 2. Starting and completing important tasks
• 3. Positive addiction
• 4. Practice and repetition
• 5. No Shortcuts
• 6. 3 D’s
• Decision
• Discipline
• Determination

• 1. Defining the “Why”
• 2. Building the “Change Team”
• 3. Developing a Vision and Strategy
• 4. Implementing the Strategy
• 5. Integrating the Change Vision
• 6. Making the Change “Stick”

Six Steps to Change

Referenced throughout

“Let him who says it cannot be done, stay out

• f the way of he who is

already doing it.”

Final Thoughts