Gaining the Commitment of Others

1. Gaining the Commitment of Others

2. AchieveGlobal Canada Operating in Canada since 1964 Research Based Training in: • Leadership and Management Development • Customer Loyalty • Sales Development Customers from Coast to Coast in all industry segments

3. We help Improve Your Organization’s Performance by Helping Your People to: Overall we help Improve Productivity, Engagement, and Morale

4. Business Realities Radar

5. Systems, processes & infrastructure Performance or Results GAP “Strategy to Results” Current state Desired state People’s attitudes, skills & behavior

6. Successful Transfer of Training Before During After Leadership Trainer Participant Transfer of Training Broad & Newstrom

7. Successful Transfer of Training Before During After Leadership 1 8 3 2 4 9 Trainer 7 5 6 Participant Transfer of Training Broad & Newstrom

8. Pragmatist 34% Skeptic 34% Traditionalist 16% Innovator 2.5% Change Agent 13.5% The Change Adoption Continuum

9. Critical Mass The Organization 33%

10. Leadership Signalling • How they spend their time • How they react to things • How they behave • What they focus on • What they measure • What they are seen to reward

11. Executive & Management Behavior and Organizational Change Results Permission Lip Passionate Involved Integration Service Lip Service Leadership

12. Reaching Critical Mass Active, enthusiastic executive involvementis thekeyto reachingCritical Mass

13. The Main Question is How? How do you get your senior people committed to the change or improvement project but also to their role in the success of the project?

14. AchieveGlobal’s Offer

15. New Initiative Implementation

16. The Case for Change or Action: Quantify if You Can SHRM, the Society for Human Resource Management, estimated that it costs $3,500 to replace one $8.00 per hour employee when all costs — recruiting, interviewing, hiring, training, reduced productivity, etc. were considered. SHRM’s estimate was the lowest of 17 nationally respected companies who calculate this cost!

17. Quantify if you Can Other sources provide these estimates: It costs 30-50% of the annual salary of entry-level employees, 150% of middle level employees, and up to 400% for specialized, high level employees!

18. Measures to consider when making the case for action • Employee Engagement • Union Grievances • Health and Safety costs • The Benefit of Customer Loyalty • The Degree of Market penetration or Market share • Reduction in waste and rework • Reduction in cycle time • How much time is spent in reactive activities or fighting fires? • Projects completed on time on budget?

19. Some Examples • A 1% increase in customer satisfaction score nets FedEx $100M in additional revenue. • Employee engagement of 62% at an organization with a $30M payroll • An organization has a 33% CSAT score

20. Some Examples • An organization with a net promoter score of 20% • An organization with some labour issue daily in a unionized environment • The cost of director level managers spending 90% of their time on reactive activities.

21. Measures of Improvement Improvement in Financial Performance Improvement in Image of the Organization Improvement in Operational Performance

22. Hold a Commitment Conversation or Meeting • Set out and confirm the case for change or action • Define the change in terms of what needs to happen and what resources are required • Consider everything else that is happening that is taking up peoples efforts and thinking. Ensure this project is doable given this reality • Establish a rough timeline • What do the leaders need to do and be seen to be doing • Establish a project team even if it is only two people (A operational leader and HR) • Decide and commit to specific actions

23. A Successful Implementation Compellingreason ClearVision KnowledgeSkills Reinforcement I Care I Do I Can I Know It’sSuccessful Leaders demonstratecommitment Value to Learner

24. Compellingreason ClearVision The Consequences Model I Know I Care I Can I Do It’sSuccessful Leaders demonstratecommitment Value to Learner KnowledgeSkills Reinforcement It’s not permanent Compellingreason Leadersdemonstratecommitment Value to Learner KnowledgeSkills Reinforcement It’s not urgent Reinforcement ClearVision Leadersdemonstratecommitment Value to Learner KnowledgeSkills It’s notimportant ClearVision Compellingreason Value to Learner KnowledgeSkills Reinforcement It’s notworth it Reinforcement ClearVision Compellingreason Leadersdemonstratecommitment KnowledgeSkills It’s notpossible Reinforcement ClearVision Compellingreason Leadersdemonstratecommitment Value to Learner It’s noteffective ClearVision Compellingreason Leadersdemonstratecommitment Value to Learner KnowledgeSkills

25. In Summary • Define the business case and quantify as much as you can • Have your own offer for the organization and the leadership team • Hold your own commitment meeting. Discuss why the organization is taking this on, how it fits with other priorities and the role of leadership in the success of the implementation. • Plan using the consequences model and use sound project management principles • Ensure a communication plan is part of the overall plan – before, during and after the project • Hold the leaders to their commitment of involvement

26. Thank You