Change Management Readiness for New Supervisors

1. Change Management READINESS Overview for new Supervisors Scope & Objectives Plan Measure Updated August, 2016 Robin Weldon Cope

2. Summary Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager. Topics Covered: • Change Types & Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements

3. • Change Types & Roles • Assessment • Communications Planning • Sponsorship • Training • Identifying Change Measurements Scope & Objectives Plan Measure Section

4. Change Types Type Definition Organizational Change Largely people focused, manages enterprise change such as reorgs, culture shifts, sweeping process change or M&A. Communicating change reduces resistance persistence and can result in faster change. Program Change Management Controls changes to ongoing project(s) ensuring overall program goal attainment. There may be specific projects under a program. Project Change Management Controls change integration specifically into different project phases. Usually includes reporting and control of scope and schedules, cost, quality and risk assessments. Departmental/Team Change Management Manages desired improvements or changes such as changing priorities, new product introduction, changes to budgets and resources. Individual Change Management Enhance or correct specific employee behaviors using communication, feedback. Supervisors commonly use performance or peer reviews as one tool. These change types work together and can result in lasting, positive change for an organization and its employees. Supervisors are SO important to a positive outcome!

5. Supervisor Change Role Supervisor Communicate Change Respected Change Advocate Change Team Liaison Control Resistance To be successful you can’t passively disagree. You can’t say one thing and do another. You can’t agree in a managers meeting but disagree with your team. According to Mittal, (2011), when employees perceive Supervisor support of change, employees exhibit higher job satisfaction.

6. Your Change Activities Communicate to Staff • What’s in it for me (WIFM) • Why are we doing this? • Why do I need to be OK with it? • What will I have after the change I don’t have now? • Why should I support this? • How will I be measured during & after the change? Advocate the Change • Direct communication (talk, email, team meetings) • Active Support • Demonstrating Cooperation • Accessible • Accurate Information Liaison Up and Down • Provide facts and updates to staff • Participate on project teams • Provide design input • Gather and give employee feedback Control Resistance • Identify what resistance looks like for the change • Identify the source • Identify if the resistance is legitimate • Address resistance with facts • Check back to ensure correction

8. Assess Scope and Objectives • Sweeping Change? • Individual and Org Change? • Department Only? • Leadership style change? • Power Redistribution? • Conflicts with other changes for anyone? • Who perceives this as a risk? • Who is driving this change? Who? • Which Positions, Depts, Teams? • Internal & External Affected? • How are they affected? • Which policies Affected? • Perceived or actual Mission or Vision conflict? • Technology, Infrastructure, Product Affected? • Does perception differ from actual? What • Gradual or Radical Change? • Employees ready for change? • Supervisors and Managers ready to manage change? • Any other changes taking place now? • Any other changes planned for the future? • Any predisposition of change that influences timeline? When • What are the risks of NOT changing? • How does this change help us reach our mission or goals? • Are there changes after this necessary to reach our goals? • Is our culture or value system waiting for this change? • Why do I care and why should my staff care? Why

9. Who Assesses What Trust in the supervisors' competence, empathy and trustworthiness through change leads to employee loyalty and improved performance, (Smollan, 2013). Change Leader Supervisor Support • Enterprise change scope • Departments & Customers Affected • Change Type • Amount of change from where we are today • Supervisor’s Assessment of Readiness • Change scope for team, myself, & each person • Who is directly impacted and what indirect impact will arise • Type of change (process, technology, training, customer, job, management style) • Amount of change from where we are today • Culture and value system changes • Capacity for change • Leadership styles and power distribution • Residual effects of past changes • Middle management's predisposition • Employee readiness • Identify change leaders • How do I support the change & help my staff • Who are my non-management leaders, who is resilient, who likes to experiment, who follows rules • How will I vary my leadership style • Do past or current changes influence readiness • How do I feel about change • Assess and report team and staff readiness

10. Assess Readiness • Impact analysis • Concurrent change considerations • Organizational resistance • Financial and HR analysis • Success measurement Should I get onboard with this? Can I do this? How will we know success? • Pros and Cons, Possible Consequences • Multiple Changes at the same time • Expectation of opposing the change • Have the $? Have the right people? • How will we know if change is good? What You Might Hear What It Means

11. Are We Ready Change Leader Supervisor Support • What do all groups believe? • What do my staff believe and how are they influenced by others? • How much change across the organization. Resource squeeze & team cooperation • Sufficient authority, responsibility, & staff to get my part done? How does change from different departments affect mine? • Resistance evaluation • Who in my team is a leader, resister, and how can I help staff get ready & accept change? • Costs or P&L • How does this change affect my workforce in terms of manpower, budget, productivity? • Resource Analysis • Do I have enough of the right resources to support me and my team? • Success Measurement • How will I know if we are moving in the right direction and how will I know if we succeed?

13. Communications Planning • This is YOUR chance to shine. Take it! • ALWAYS communicate from WIFM (What’s In It For Me) to your staff and to change leaders • Communicate in stages: • Awareness: What is happening? • Engagement: I want in! • Status: I know what’s going on! • Effect: I see how we are changing! • Communicate 2X: • Planned • Crisis • Communicate in all that you say and do.

14. Communications Examples Change Leader Supervisor Support • Who needs to communicate what? Sponsors, CEO, Managers, Supervisors, Change Team? Who decides? • When should an email or meeting come from me, my boss, change team, executive management and what if I’m not getting enough information? • When are updates planned? Handling ongoing updates, crisis, changes for understanding • How/when will I get information, and how will this update affect my other work? How will I handle change communications if I am busy? • What non-change communications could be squeezed by this change process? • What non-change communications could be squeezed by this change process? • How will we monitor communications and feedback? • How will I be sure that my staff understand what I tell them and have a real chance to be heard? • How will feedback be recognized, and incorporated into timelines? • How can I tell the difference between feedback and resistance? • How do we ease internal or external gossip, or resistance? • How do I see and what do I do about passive aggressive nonverbal communication, resistant peers or influencers, and resisters without creating a chasm between myself and my staff or peers?

15. Tricky Communication • Think about the most difficult communications BEFOREHAND • Talk to your boss or others about your likely response and consequences BEFOREHAND • Remember you never have to answer right away! “There's a difficult subject we need to discuss. It's come to my attention that…” “Can we talk about this at 2pm? I’m feeling some concern about this and I want to be calmer so I can give you my full attention…” “When you _______, I feel [powerless, angry, hurt, that you are saying one thing and doing another,” and that makes me [be less productive, worry, waste time feeling angry]. I need you to ______ so I can _______, OK?” “I know you think that _________. I think its OK for you feel that way, and its OK for me to feel differently about it. “ “My experience tells me that we need to take another look at how we are going to do _____. To be successful I think we could consider ________.”

16. How Do You Feel Think about a difficult time for you in the past when you made it through a change. • What did you do that helped you be successful? • What could the people around you have done that would have helped? • What happened that caused you the most frustration or worry? • What is the reason you didn’t ask for the help you needed? • How did it feel when you successfully made the change? • How did you feel about yourself after you successfully made the change? I forced myself to look at it and deal with it. I was forced to deal with it. People could have said “I’ve been where you are. I understand. Can I help?” Constantly changing plans. Poor communication. No management commitment. I didn’t want people to think I couldn’t do my job. I didn’t want to do it. It felt good. It wasn’t such a big deal after all. Exhausted. Closer to my team. Capable. Positive. Powerful.

17. Decision Making Change Leader Supervisor Support • Who decides what for this change? • Who decides what for my team and my peers? • Who can override the decision and what is the process? • How can my team or myself voice dissatisfaction with a decision without feeling at risk? • How will decisions be documented? • When do I involve my team in decisions and when must I take the decision? • How will decisions be communicated? • How, when, and to whom do I report that I implemented a decision? • How will we know that a decision has been implemented, and completed, and is successful: • How do I let my staff disagree, show them I have listened and taken their concerns into account, and made a reasoned decision that may not be what they want without creating resistance? • Who are the influencers but not decision-makers? • Who could resist if s/he is not involved in the decision and what will I do about this? Involving your team in decisions and helping them understand the reasons for change produces positive results, (Martin, 2015). Just remember that not all staff are equipped to understand everything and Supervisors are the front-line observers of resistance.

18. The Process is Simple 4.2.1.5 Document the Change Request 4.2.1.6 Create Request for Change 4.2.1.7 CCB Review and Signoff 4.2.1.8 Authorize the Change 4.2.1.9 Plan the Change 4.2.1.10 Implement the Change 4.2.1.11 Post Implementation Review 4.2.1.12 Close Change Request 4.2.2 Emergency (Reversion) Change Process 2.2.3 Emergency Change 2.2.3.1 Emergency Change Authorization 2.2.3.2 Emergency Change Building, Testing Implementation 4.2.3.3 Emergency Change Documentation 4.2.3 Expedited Change Process 4.2.3.1 Document the Change Request 4.2.3.2 Create Request for Change 4.2.3.3 CCB Review and Signoff 4.2.3.4 Authorize the Change • Ask for the Change Management Process Document • Read it and Ask Questions • Enforce the Process Complicated-Looking Process Keeps Everything Simple

20. Sponsorship Initial Sponsor – Overarching Authority with power - “I authorize to spend money and time” Primary Sustaining Sponsor – Formal Sanction - “Let’s Do This” and “Report Progress” Local Sponsor – Directs communication and implementation responsibility– “This is how we will do this, why, and how is it going?” Change Agent – Facilitates/executes plan - “This is how we will do this… how we are doing… resistance management, reporting…. Target –Must change New job, changed duties, changes rules, changed technology…. Know where you and your staff lie within sponsorship at different change stages.

21. The Perfect Sponsor • Makes necessary announcements, and communicates conveying constancy • Acts in congruence with the change team message in private and in public • Makes necessary decisions • Drives change implementation with authority and abilities • Trains people that change is OK • Is absolutely consistent in- and outside of immediate team • Thrives on feedback • Uses objections to sell view • Does not flip flop or back track • Has a strong network • No avoidance of change or moving forward • Tracks and reports all milestones • Looks for feedback and manages resistance

22. The imPerfect Sponsor “I don’t like it either….” “It doesn’t really make sense to me but…. “Do it when you can. I know there’s a deadline but you have your own tasks.” “Change is no fun.” “Now that we are alone, what are they thinking?” “Look, questioning the new process isn’t helping. Let’s just move forward.” “We already decided how to do this. Don’t question them or we’ll get in trouble.” “I know I said that last time but….” “Geez I don’t want to start this new process today. I wonder what’s for lunch? How about coffee?” “We are making some progress and have done some stuff but we have a ways to go.” “Geez, that’s the 3rd time I’ve caught him complaining to her in the elevator. I’ll take the stairs from now on.” “The change team says that, yes, but that doesn’t mean we have to do it.”

24. Training About Change • How will Supervisors influence attitudes, beliefs, perceptions? • Will Supervisors have tools and support needed to train or re-train for change along the way? • Is training available specifically for passive aggressive, or active resistance management? • Make this FUN for your team! Attitudes Beliefs CustomsValues Perceptions

25. How Change Sticks Change Leader Supervisor Support • Introduce the change, process type, and why • This is a solid change process • Who is in charge of what, when, why? • I am in charge of… you are in charge of… • Why and what are we changing? • This means to us specifically… to you specifically…. • Sponsorship what it is and means • My role is to… your role is to … • Process specifics • We will be involved here… and here…. • How they fit into the change process? • This process makes sense (identify resisters) • How do they raise the red flag? • For example, if you see X happening, you can…. • What happens if the plan changes? • Our formal process for requesting a change is…. • How do their Supervisors fit into the process? • All of us management are responsible for… • What happens if we don’t do this? • With what do you agree or disagree? • Prove we understand the risks and opportunities • What do you think are the most important points we just covered? • Get confirmation of understanding • I heard him/her say…. • Next Steps and timeline • What else do you need to know?

26. Training Development and Delivery for New Process or Product/Service 1. Identify required skills for the changed environment/process/structure 2. Perform a complete skills assessment 3. Identify new indirect affects when the change is implemented 4. Prepare to train again for gaps or changes 5. Consider job alternatives for employees’ whose skills or personality do not match the new process or method. Be respectful. Be mindful of their needs! 6. Create training materials to share skill, knowledge, belief and behavior to • Make the transition • Retain the information • Recognize when the change does not work or has a negative downstream or upstream effect 7. Alert affected people that change will come and why – as soon as possible! DON’T WAIT UNTIL THE LAST MINUTE!

28. Identify Pre-Change Measurements Examples of some measurement questions to answer. Ask your change team to share their measurement ideas with you and give them your feedback! Change Leader Supervisor Support • Define Overall Project Success • How do I know I am successful today? How do my staff know they are successful today? How will we know this before, during, and after the change? • Review User Adoption Current State – Technology and User Compliance • Do we use “workarounds” or do we skip steps now? How does this affect measurement? • Review Current Tangible Measures • Look at speed to completion, cost per transaction, cycle time, speed of processes without workarounds, your employee engagement. • Review Current Change Capability • Just how good are we at identifying the need for, and implementing/measuring change? How do I measure it? • How do we measure productivity, employee moral, customer satisfaction today? • How do I listen to my staff and customers today and measure what I hear?

29. Identify Post-Change Measurements Change Leader Supervisor Support • Define measures we will use during and post change • Measure definitions & which stakeholders to review and/or approve them? • Who approves the measurements and how do we implement measurement changes? • How do my agreed upon measurements align with the business objectives? • Confirm we have baseline data • Pre-change data meet my needs? Was data defined so we collect exactly information needed? • Define crystal clear objectives (reduce customer churn from X to X – give precise calculations for measurement • When is data quality more important than deadline? Expectations realistic? Who do I notify if I may be late? • How will we consistently collect data • Timing for regular measurement? Manual vs system? Combinations of both? • Establish report and chart formats, and distribution lists • To whom will I report results, frequency & format? Do I have the necessary training & time? How will successes, issues and challenges will be reported? Reduce cancellations by 5% Reduce cancellations to 5% for new customers Reduce cancellations from 10% to 5% for first-time customers Precision Counts

30. Resistance Persistence • PLAN FOR RESISTANCE – Where to look and how to manage it • LOOK AT OTHER DEPTS Resistance Plans • Change takes your time, and effort PLAN FOR IT • Innovators and Early Adopters are different, not better – shape plans that give all employees opportunities for success. (Change Adoption Portion - Everett Rogers, Stanford University (1995).) Innovator Early Adopter Early Majority Late Majority Laggard Early Adopter Early Majority Late Majority Laggard Change and Resistance Persistence Adoption Resistance

31. Conclusion Ready yourself for the upcoming change by evaluating how you and your staff currently handle change, identifying your baseline performance measures, and getting the training and understanding you need to support your team. Give your time to the process if you want to be successful. Remember this could be your chance to be seen and heard by upper management. Be courageous and voice your ideas and concerns when you have them. Communicate! For more information about this presentation, contact: Robin Weldon Cope 808.457.2779 robin@weldoncope.com https://www.linkedin.com/in/robinwc Scope & Objectives Plan Measure

32. References Martin, L. (2015, Leading and motivating peer teams. Library Leadership & Management (Online), 30, 1-5. Retrieved from http://search.proquest.com/docview/1733872395?accountid=458 Roy K. Smollan, (2013) "Trust in change managers: the role of affect", Journal of Organizational Change Management, Vol. 26 Iss: 4, pp.725 – 747 Steven M. Elias, Rakesh Mittal, (2011) "The importance of supervisor support for a change initiative: An analysis of job satisfaction and involvement", International Journal of Organizational Analysis, Vol. 19 Iss: 4, pp.305 – 316

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