Catharine Wright - Mistakes that Derail Change

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How to Avoid the Mistakes that Derail Change Initiatives Catharine Wright, Chief Change Catalyst

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Transcript of Catharine Wright - Mistakes that Derail Change

Page 1: Catharine Wright - Mistakes that Derail Change

How to Avoid the Mistakes that Derail Change InitiativesCatharine Wright, Chief Change Catalyst

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The Four C’s of Change

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Time and FocusSpeculate where the percentage of time and focus is generally placed

Component % of Focus             % of Time

Articulating Case _______  _______

Deciding Content _______ _______

Managing Complexities _______ _______

Mobilizing Commitment  _______ _______

What would be a more ideal division of time and focus?

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Human Component of Change

• Managing Transitions • Proponents, 

adversaries and neutral majority

• Stages of resistance

• Focus on the “how”

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Top 10 Mistakes to Avoid1. Absence of solid sponsorship2. Resources not assigned to manage 

the change3. Insufficient planning and role clarity4. A culture of distrust; have a negative 

change history5. The context for change is not fully 

understood

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Top 10 Mistakes to Avoid

• Ineffective communication practices; lack of timely and effective feedback

• Little or no attention to transition; resistance not anticipated / managed 

• Too many changes too quickly• Lack of accountability

• Giving up too soon

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Best Practices – Sponsorship & 3Ps

• Highly engaged executive sponsorship– Cultural alignment– Clear case for change – Experience with coaching – Commitment of resources– Involved and visible 

• Plan, people and processes in place – 3Ps– Communicate more and more often

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Best Practices ‐ Communicate• Focus on silent majority• Use different channels of communication• Be careful how you use technology• Get out of your office; communicate directly• Resist email• Build/test for understanding; else no acceptance• Invite feedback and ideas – let people influence; maximize 

choice along the way• Use coercion; don’t abort

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Best Practices – Manage Resistance

• Plan for it• Target early wins• Uncovering resistance is good • Make it safe to express • Provide good coaching • Understand the source of their resistance• Don’t try to eliminate it • Different stages of resistance

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Best PracticeMeasurement

Survey – employees, customersReasons why important • Need to know if you are getting 

the results expected• Creates the case for further 

initiatives• Tells a story that reinforces 

change mindset

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Final Word

• Understand/manage endings and their impact on people

• Work from a mindset of “thriving in change.”

• Develop capacity and capability• Make accountability for results 

and coaching around people’s “humanness” the heart of your approach

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