Implementing Change

1. Implementing Change Tips for Implementing Transformative Change in Your Business Phillip Rosebrook JR, CR

2. Perspective

3. Premise • The world is changing • The new normal – more with less • The business world shifted • Certainty is a delusion • Competition is different • Our clients are different • CHANGE IS NEEDED!

4. “The other day I got out my can-opener and was opening a can of worms when I thought, ‘What am I doing!’” - Jack Handey, Deepest Thoughts from “Saturday Night Live”

5. Common Thoughts about Change • Difficult • Uncomfortable • Uncertain • Confusion • Frustrating • Unknown • Fear • Frustration

6. Perspective • Necessary • Livelihood • Opportunity • Success • New paradigm • Freedom • Liberating • New markets • Upward mobility

7. Inspiration • “You belong to a small, select group of confused people.”-Message in a fortune cookie • “If you define cowardice as running away at the first sign of danger, screaming and tripping and begging for mercy, then yes, Mister Brave Man, I guess I am a coward.” -Jack Handey, Deep Thoughts from “Saturday Night Live”

8. Overview • Prioritization and strategy • Understand the Change process • First things first • Creating a system • Managing the process

9. Change Process • Step forward into growth or back into safety • Abraham Maslow • Are you a victim or are you you driving it? • Managing change is important • Dream big start small • Vague plans create vague results • Just good enough is not

10. Ask Yourself

11. What is Truly Important? • Telling time or watchmaking • Focus on the customer • If you cannot measure it you can not manage it – if you measure it then manage it. • Chose wisely

12. Long Term Thinking

13. Behind the Scenes • Just wait it out – will return to • “Our company changes like the tides” • Changing underlying assumptions • Lack of clarity • Subversion – “I like things the way they are” • Discipline • Lack of conviction

14. The Change Process Virginia Satir - Satirchange model

15. Critical Steps • Move strategic thinking to strategic doing • Ability to quickly detect changes • Ready, fire, aim with an adaptable plan • Communication is essential • Consider it done and culture of accountability

16. The Leader’s Role • Pick other leaders • Set strategic direction • Conduct operations

17. Rules for the Leader “It is a question of whether we’re going to go forward into the future or past to the back.” • Vice President Dan Quayle • Operate with highest integrity • Customer comes first • Got to understand and manage 3 processes • People • Strategy • Operations

18. Clarity and Simplicity • Pick top 5 items to work on not top 20 • Understand that you are fighting nature • Clarify benefits to all – or simply the need – don’t change for the sake of change • Need to win the hearts and minds of your team? • Involve stakeholders in planning process

19. Switch Process • Find “bright spots” • Script the process • Unwavering top down commitment • Shrink the change • Grow your people • Build habits • Rally your team

20. Exercise • Think about challenges in your company • Follow through with this process • Create and enable leaders in your company

21. Bright Spots • Human nature is to fix problems by studying problems • Recognize outliers and exceptions • What happens here? • How can we do more of this? • Report card – 1 A, 3 B’s and 1 D

22. Script Critical Moves • More choices create analysis paralysis • Ambiguity is the enemy • Complex problems don’t need complex solutions – simple gets done • Moments of Truth

23. Point to the Destination • Black and white goals may be necessary • Emphasize emotions • Create destination postcards from the future • Achieve long term goals through short term victories • Clear, simple, achievable but out of reach,

24. Find the Feeling • Link paycheck to purpose

25. Shrink the Change • Debt snowball • Monthly components of annual goals • Engineer early success • Start acting in a way that fulfills goals • Meaningful • Within reach

26. Grow Your People • The Leader with no title • Education • Involvement • Listen to your staff – Valuable members of your team. • High standards • Expect learning moments

27. Tweak the Environment • Change company culture • Professionalism • Results • Exceptional performance • Respect closed doors • Reduce hallway meetings • Mornings are “golden” • Put production on a pedestal • Change email habits

28. Build Habits • Eat that frog • Start and finish on time • Daily and weekly routines • Start the day positively with challenges for the day • Implement checklists and standardize procedures

29. Rally the Herd • Strong orientation • Victory meetings • Mentorship programs • Best practices reports • Benchmarking

30. Continuous Change • The need for change does not reside • Positive reinforcement • Routine strategic planning • Industry networking • Raise the bar

31. Assessment • Review strategic plan • Any changes to fundamental assumptions • Review key activities • What is working well • What should we do more of • What can be learned from failure • Celebrate achievement

32. “If you are losing a tug of war with a tiger, give him the rope before he gets to your arm. You can always buy more rope.” - Max Gunther

33. Changing Culture • What get’s celebrated • Strong orientation program • Reward, reinforce, penalize • Language

34. Accountability • Who, What, How • Mentoring program • Board of directors • High standards and expectations

35. Have Fun! ”Looks like the upper hand is on the other foot.” • Leslie Nielson, in “Hotshots! Part Deaux” • Enjoy success • Work should be more fun than fun • Business ceases to be work when you are chasing a dream that engorges you • Lighten up and stop taking yourself too seriously • Be a good finder and cheerleader!

36. “Somebody has to do something, and it’s just incredibly pathetic that it has to be us.”Jerry Garcia – Grateful Dead

37. Thank you!Phillip@businessmentors.netwww.businessmentors.net