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Change Management Steps to Implement Change | Improve Communication | Instill Accountability

Change Management Steps to Implement Change | Improve Communication | Instill Accountability . Region 4 Dealer Development. Implementing Change The 9 Phases. Define the Change Define the Metrics of Success Define the Timeline Define the Stakeholders Develop Risk Management Plan

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Change Management Steps to Implement Change | Improve Communication | Instill Accountability

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  1. Change ManagementSteps to Implement Change | Improve Communication | Instill Accountability Region 4 Dealer Development

  2. Implementing Change The 9 Phases • Define the Change • Define the Metrics of Success • Define the Timeline • Define the Stakeholders • Develop Risk Management Plan • Develop Communication Plan • Gain Employee Commitment • Develop Accountability Plan • Develop Review Process Dealer Development Region 4 | 2010

  3. Phase 1: Envisioning the ChangeWhere are we going? • Write down a clear statement of what the change will be • Ask yourself… • What is the current state? • What is the desired state? • Why change? • What to change? • Whom to change? • How to change? • Is this change complimentary to the vision, mission, and culture of your organization? • 80% of companies fail to adequately understand what hinders their overall performance. Dealer Development Region 4 | 2010

  4. Phase 2: The Metrics of SuccessHow will we know we’re there? • Set Clear and Significant Goals (Begin with the end in mind) • Shoot for 3-6 overall goals • Develop milestone goals • Be SMART • Specific: Answer the Who, What, Where, When, and Why • Measurable: Place a metric to the goal • Actionable: Has to be something that can be carried out • Realistic: Make sure it can be achieved or close to it • Timely: Assign a time limit • Determine leaders and budget (if necessary) Dealer Development Region 4 | 2010

  5. Phase 3: Setting a TimelineHow quickly do you want to get there? • Plan for the long haul • Communicate the timeline to everyone • Don’t be surprised if you underestimate • Develop milestones • Don’t force the timeline…be willing to adapt Dealer Development Region 4 | 2010

  6. Phase 4: Define the StakeholdersWho do we want to take with us? • Any person with an interest in the process or the outcome of the proposed organizational change • Types of Stakeholders: • Decision Makers • People who approve the change and decide its scope and direction • Change Recipients • The people that will be receiving the end product of the change • Program Implementers • People responsible for implementing the change • Resource Holders • People responsible for releasing information to aid the change effort • External Parties • People who are not part of the process but are directly impacted by the change Dealer Development Region 4 | 2010

  7. Phase 5: Risk ManagementWhat if we take a wrong turn? • What if… • Stakeholder Issues • Accountability Problems • Wrong Vision • Timeline Issue • Communication Problems • Wrong Measurements Solution: • Root problem analysis • Ask Why 5 times Dealer Development Region 4 | 2010

  8. Phase 6: Develop the Communication PlanHow do we tell them? • What to communicate: • Communicate what the new vision is, and how it was determined • Consider preparing answers to the following questions: • What’s wrong with the way we’ve been doing things? • What will happen to me? • When? • What can I do about it? • What is expected of me? • What does it mean in my day-to-day job? • If I encounter problems, what do I do, to whom do I turn? Dealer Development Region 4 | 2010

  9. Sample Communication Plan Dealer Development Region 4 | 2010

  10. Phase 6: Develop a Communication PlanIdeas to Improve Communication • How to communicate? • Use the “bump into” factor: People cant help but bump into the message • Use “teachable moments” • Praise in public, but criticize in private • Make it tangible: Have examples • Tout your successes • Put it in their words… • Maintenance man at Cape Canaveral’s main job is to get a man on the moon! Dealer Development Region 4 | 2010

  11. Phase 6: Develop a Communication PlanSimple Ideas Dealer Development Region 4 | 2010 • Distribute an initial handout explaining the initiative • Strategically display laminated or framed statements around the organization • Run a series of articles in the newsletter • Create paycheck stuffers • Hang banners • Conduct employee meetings • Make it a topic at every meeting • Open door policy • Open to feedback • Walk the talk • Utilize a communication plan

  12. Phase 7: Gaining Employee CommitmentIs everyone ready to go? • Questions you need to be able to answer… • What is the case for change? • Why is it important to you and the company? What is so urgent about this change? • What are the challenges and opportunities ahead? • What will change for your employees? Your customers? • What is in it for them? • What is the impact of change? • How will the organization change? (Internally & Externally) • Can you maintain the momentum? • Are you willing to develop an incentive plan? • Are you going to develop a communication plan? • How about an accountability plan? Dealer Development Region 4 | 2010

  13. How will I contribute? What is my role? How do we get there? How do we know when we’re there? Where do we need to go? Where are we Today? Why do we need to change? Phase 7: Gaining Employee CommitmentHierarchy of Questions How canI help? FUTURE VISION TODAY’S NEED Compelling Urge to Achieve Defined Case for Action Dealer Development Region 4 | 2010

  14. Phase 7: Gaining Employee CommitmentMake them more than passengers • Now sell it… • Tell a story • Make it personal • Make change visible • Keep it in front of employees • Role Model • Walk the Talk • Give them time • Change doesn’t happen overnight • Keep Communicating • Incentives • Empowerment Dealer Development Region 4 | 2010

  15. Phase 8: Develop Accountability PlanWhat should we track along the way? • Expectation Leveling • How their work will be changed • What is expected of them during and after • How will they be measured • What success or failure means to you…and them • Training • Time to practice Dealer Development Region 4 | 2010

  16. Phase 8: Develop Accountability PlanWhat should we track along the way? • Satisfaction=Perception-Expectation • Money is the most expensive way to motivate people • Continental Airlines • Sent a $65 check to all employees for making a goal • Managers thought it to be a small token gesture, employees felt otherwise • Stay Focused: Keep your eye on the prize • Personalize the goal: People make it part of their everyday job to see the change succeed Dealer Development Region 4 | 2010

  17. Phase 9: The Review ProcessLets look at pictures of the trip Gilley, J., et al. The Manager as Change Agent.Perseus Publishing, Cambridge, MA, 2001. • Milestone Review • Review every 2 weeks to 2 months • Pay attention to where people are in the change process • Are you ready for the next big change? • . Dealer Development Region 4 | 2010

  18. Tips For a Successful Change Adapted from “Lessons From My Three Decades With The Change Monster” by Jeanie Duck • Be bold • Confidence is central to change management • Be utterly obvious • Subtlety doesn’t work • Be careful what you promise • Always do what you say you’re going to do • Make commitments stick • Use carrots and sometimes sticks if necessary • Forget happy • If it doesn’t hurt at some point, you are not changing • Be responsible and stay responsible • It’s not always someone else's job • Stay connected • It’s hard to be a leader if you don’t know where the followers are • Provide interpretation and meaning • Organizations look to their leaders to interpret events • Celebrate the accomplishments along the way • Look for opportunities to create early wins Dealer Development Region 4 | 2010

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