FROM HR CONSULTING TO LEADING: ACTIONABLE STRATEGIES TO LEAD ORGANIZATIONAL CHANGE Jes essic ica a Caldw dwel ell Nis issan North th Amer erica ica
Who I am..
What I do… Talent Management Leader for Nissan globally ■ Enable the strategic engagement, development, and placement of ■ Nissan people leaders globally Actively work to lead change & influence transformation ■
What do you think? ■ % of Organizational Changes that Succeed vs Fail? ■ Top Reasons Change Initiatives Fail?
Today’s Discussion Leading Change… ■ 4 Mindsets ■ 1 Story ■ 6 Dimensions ■ Go Accelerate! Lively and Interactive Learning Session !
FOUR MINDSETS ! Wri rite e the hese se down! wn!
Mindset # 1- No Perfect Playbook The approa oach ch flexes es to the initiativ tiative! e!
Mindset # 2 — Embrace Politics & Agendas Have you ever heard the following statements??
Mindset # 3 — Action Oriented Don’t wait around to be asked to join the conversation…
Mindset # 4 — Success is Achievable (or Failure is Not an Option) Believe you will Role model succeed! it!
REAL LIFE STORY
Nissan Mountain Region Denver, CO NCI Head Office NCI Eastern Region Mississauga, Ontario Toronto, Ontario Nissan NW Region Bellevue, WA NCI Quebec Region NCI Western Region Montreal, Quebec Vancouver, BC Nissan/ Infiniti Midwest NTCNA Farmington Nissan Mid-West Chicago, IL Hills, MI Region Herndon, VA Nissan/Infiniti East NNA HQ Franklin, TN Somerset, NJ Silicon Valley NNA Smyrna/ Decherd Sunnyvale, CA Smyrna & Decherd, TN NDA San Diego, CA Nissan/ Infiniti Southeast Atlanta, GA Nissan/Infiniti West Irvine, CA NNA-Canton Canton, MS ATC Stanfield, AZ NMEX Manufacturing NMAC Dallas, TX Civac, Morelos NMEX Head-quarters Nissan Central Mexico City, Mexico Dallas, TX NMEX Research and NMEX Manufacturing & Development Toluca, Finance Aguascalientes Mexico (1 & 2), Mexico 12 Design Build Sell Customer
My world… NISSAN NORTH AMERICA HEADQUARTERS • Typical Headquarters Functions • Beautiful, manicured campus • Gym, indoor/outdoor cafeteria, convenience store, Starbucks, covered parking, smart meeting rooms, onsite medical facilities and dry cleaning!
So what’s the deal? Fast st-pace paced, d, demand mandin ing g work rk envi vironmen nment Exciti citing, ng, but t challe llenging nging workloa rkloads ds Boomer omer mee eets ts Ge Gen X mee eets ts Millennial lennial Cros oss-cultur cultural, al, glob lobal al work rk requi uireme rement nts Di Diver erse se work rkfor orce ce at var varying ying life stages ages De Desir ire e to be #1 place ce to work rk in automo motiv tive I ne need ed f flexibi ibili lity! ty!!! !!
HOW WE OPERATE TODAY IF WE MAKE THE CHANGE….
Opportunity for HR Change Leader! What role does Jessica want to play in leading organizational change?
Cross Functional Team of Like- Minded Individuals
Remember our Four Mindsets… 1. No Perfect Playbook 2. Embrace Politics and Agendas 3. Take Action 4. Success is Achievable (Failure is Not an Option)
DAY 1 ME ME Change hange Op Oppor ortunity tunity Excited. Let’s Dive In!
Now what?
SIX DIMENSIONS OF CHANGE ! Wri rite e the hese se down! wn!
Six Dimensions to consider… 1. Goals – What do I want to achieve? 2. Leadership – How will I engage leadership & key stakeholders? 3. Focus – Systems & Process? People and Culture? 4. Project Mgmt – What is my plan and how will I achieve it? 5. Incentives – How will this change reward my organization? 6. Measures of Success – How will I measure my wins? ! Take a mo mome ment t to i o ide denti tify a change ge proj oject ct you ou want t to o dr driv ive, writ ite it it do down! Source: Harvard Business Review
BACK TO THE DRAWING BOARD
Dimension 1: Goals Creat eate e a f a fle lexi xible ble work k envir vironment onment for Ni Nissan san 1 emplo loyees es Fost ster er tr trust t bet between en emplo loyee ees s an and ma managem agement ent 2 Give e emplo loyee ees s a t a tool l to ma manag age e workloads kloads – 3 working king differen erently tly, , not t le less! s! ! What t goa oals ls do do you ou want t to o acc ccom ompl plish ish wit ith you our change ge in init itia iati tive?
Dimension 2: Leadership d the po politics itics , in bu buy-in in , lever ur st stakeholder eholders Understand Und , ga gain erag age e your • Who will influence decisions? Nissan • Who may be an obstacle to progress? • Who fears the possible change? • Who benefits from it? • Who has cultural credibility and who doesn’t? ! What t is is th the cl clim imate in in y you our or organiz izat atio ion? n?
SIDE BAR! So how do you influence key stakeholders anyway?? Work behind the scenes ■ Test your ideas and listen for openings ■ Ask questions (Socratic method!) ■ Create awareness, plant seeds ■ Bring together stakeholders and push? ■ Help them envision what will happen if they don’t change ? ■ Listen, listen, listen ■ Be patient…
Dimension 3: Focus My example mple: Peo eopl ple Peo eopl ple= e=Cultur Culture Wh Why do does es it it matter? er? • Hardw dware vs Softw tware re • Tangib ible vs Abs Abstract ract • Imme medi diacy cy vs Pa Patie ience ce Ide denti tify y you our foc ocus. s. !
Dimension 4: Project Mgmt Nissan san Flexib xible e Work Arrangemen ements ts 1. Build the business case 2. Stakeholder Buy-in 3. Structure a Pilot Program 4. Report Results 5. Create Roll-Out Plan 6. Launch Culture Campaign Refle lect ct on on s som ome hig igh le level l proj oject ct steps. ps. !
SIDE BAR! Key elements I learned to include in a change project plan: Always build your business case – it is the best way to gain buy-in ■ Roles & Responsibilities – you can’t be the only one running the ■ show Bake in extra time, always – it’s better to take the long road and ■ get everyone on board Don’t discount the benefits of a pilot! ■ Invest in your communication plan ■
Dimension 5: Incentives Giv ive th them a m a reaso son n to c o change! ge! What is your org’s ! in incenti tive to chang nge?
Dimension 6: Measures of Success Universum Workplace Key Talent Attrition Rankings Employee Survey Br Brain instorm orm potenti tial l me measu sures es of of succ ccess. ss. !
GO ACCELERATE!
Accelerating change • Create momentum and inertia • Leverage the power of multiple teams • Find co-conspirators • Work through leaders or teams with a strong voice • Network, network, network — give away your ideas • Connect team agendas to the future state
Take calculated risks
Coach Leaders to tell the change story…
How can you accelerate change? Who are your co-conspirators? ■ Which team or function has a strong voice? ■ Is there a calculated risk you can take? ■ What do you need to do before acting to stay safe? ■ What story will you tell? ■ Jot d t down you our acc ccele lerat atio ion n id ideas! !
RE RESOU OURCES ES
Case studies, books, educators, consultants, practitioners, zealots……
John Kotter Identify and gain support from important people who can influence others in the organization
Dale Carnegie ENHANCE RELATIONSHIPS GAIN COOPERATION Be a Leader der BE A LEADER: Change People Gain Cooper operatio ation Enhance ance Relati lations onship ips
In Closing…. Leading change can be stressful, it can also be rewarding and fun Remember our Mindsets and Dimensions…..
Call to Action…. What is the one thing I commit to doing as soon as I return to work Monday? Go forward and change the world….
Please share your story & stay connected!
Recommend
More recommend
