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SARAH OLSON DAN VOGT, PMP, CPEHR, CPHIMS, COBIT, LSSGB · 1974. john m. chandler, cpa managing...
Transcript of SARAH OLSON DAN VOGT, PMP, CPEHR, CPHIMS, COBIT, LSSGB · 1974. john m. chandler, cpa managing...
![Page 1: SARAH OLSON DAN VOGT, PMP, CPEHR, CPHIMS, COBIT, LSSGB · 1974. john m. chandler, cpa managing principal. and ceo. 37. principals. 340+ employees. portland. maine. bangor. maine.](https://reader034.fdocuments.net/reader034/viewer/2022052022/6037b6cd870f1e2dfa2bc5e2/html5/thumbnails/1.jpg)
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Managing Through Change: A Multi-Perspective Approach
April 25, 2018
SARAH BELLIVEAU, CPAPrincipal
SARAH OLSONDirector of Recruiting/HR Consultant
DAN VOGT, PMP, CPEHR, CPHIMS, COBIT, LSSGBSenior Manager
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SARAH BELLIVEAU SARAH OLSON DAN VOGT
PRESENTERS
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FOUNDED IN
1974JOHN M. CHANDLER, CPA
MANAGING PRINCIPALAND CEO
37PRINCIPALS
340+ EMPLOYEES
PORTLANDMAINE
BANGORMAINE
MANCHESTERNEW HAMSHIRE
GLASTONBURYCONNECTICUT
CHARLESTONWEST VIRGINIA
PHOENIXARIZONA
INTRO TO BERRYDUNN
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AGENDA
Introductions
What is Change?
Facilitating Successful Executive TransitionsSARAH OLSON
Working Effectively With Your Board in Times of ChangeSARAH BELLIVEAU
Networking Break
Building the Foundation for Effective Change ManagementDAN VOGT
Where to Find Us
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WHAT IS CHANGE?
WHY SHOULD YOU CARE?
WHY IS CHANGE HARD?
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THERE ARE CONSEQUENCES OF NOT MANAGING THE PEOPLE SIDE OF CHANGELower productivityPassive resistanceActive resistance Turnover of valued employeesDisinterest in the current or future stateArguing about the need for changeMore people taking sick days or not showing upChanges not fully implementedPeople finding work-aroundsPeople revert to the old way of doing thingsThe change being totally scrappedDivides are created between ‘us’ and ‘them’
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EXAMPLES OF CHANGE
PROCESSES
SYSTEMS
BEHAVIORS ATTITUDE
LOCATION
TEAMWORK
WORKFLOW
TOOLS
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DATA SUPPORTS THE CONNECTIONPERCENT OF STUDY PARTICIPANTS WHO MET OR EXCEEDED OBJECTIVES
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SUCCESSFUL EXECUTIVE TRANSITIONSARAH OLSON
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SUCCESSION PLANNING• Early and Often• Performance Management• Knowledge Sharing• Collaboration, Involvement• Identification• Outside Assistance
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He who fails to plan is planning to fail.
WINSTON CHURCHILL
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EARLY AND OFTEN• Begin today—review annually• Review mission, vision, and financial stability• Assess skills and competency of current and future staff
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PERFORMANCE MANAGEMENT• Setting expectations, performance system, and goal setting• ED/CEO, senior team, staff• Ongoing review and feedback
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KNOWLEDGE SHARING• Executive Director/CEO• Senior team• Staff• Board
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COLLABORATION AND INVOLVEMENT• Communication• Communication• Communication
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IDENTIFICATION• Executive Director or CEO plan• Key senior team plan• Formal plan
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OUTSIDE ASSISTANCE• Planning• Facilitating• Coaching• Interim• Formal search
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SO…..WHOSE RESPONSIBILITY IS IT, REALLY?SARAH BELLIVEAU
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What is, or has been, your biggest challenge working with your board through change?
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THE ORGANIZATION’S MISSION AND PURPOSE
ENSURE EFFECTIVE ORGANIZATIONAL PLANNING
SELECT THE CHIEF EXECUTIVE
ENSURE ADEQUATE RESOURCES
SUPPORT AND EVALUATE THE CHIEF EXECUTIVE
BOARD RESPONSIBILITIES
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MANAGE RESOURCES EFFECTIVELY
ENSURE LEGAL AND ETHICAL INTEGRITY AND MAINTAIN ACCOUNTABILITY
DETERMINE, MONITOR AND STRENGTHEN PROGRAMS AND SERVICES
RECRUIT NEW MEMBERS AND ASSESS ITS OWN EFFECTIVENESS
ENHANCE THE ORGANIZATION’S PUBLIC STANDING
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BOARD RESPONSIBILITIES
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CHANGE OFTEN IMPACTS MULTIPLE DIMENSIONS OF AN ORGANIZATION:
• Strategy• Structure• Culture• Technology
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Build your board for the change you can anticipate but with enough diversity and dimension for the change you can’t.
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Is change usually planned or unplanned?
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CHANGE = RISK
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HOW DO YOU ENGAGE YOUR BOARD TO BE THE CHANGE MANAGERS YOU WANT?
KEY FACTORS IN A SUCCESSFUL RELATIONSHIP:• Respect and trust• Open and clear communication• Transparency in voice and action; clear motivations• Inclusivity of ideas; everyone is heard• Others?
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COMMUNICATE, AND WHEN YOU’RE DONE? COMMUNICATE SOME MORE.
ENGAGE IN STRATEGIC PLANNING.
BUILD BUY-IN.INCORPORATE DISCUSSION OF RISK AT EVERY MEETING.
TELL THE STORIES (ENGAGE THE BOARD W/ PROGRAM STAFF).
COMMUNICATE.
ENGAGING THE BOARD IN CHANGE MANAGEMENT
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FIND THE BALANCE BETWEEN COMPLACENCY AND EXCESSIVE CHANGE
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NETWORKING BREAK
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HOW DO I GET TO SUCCESS?DAN VOGT
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WHAT DOES CHANGE LOOK LIKE?
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What Is Change Management?
Change management is the application of a structured process and set of tools for leading the people side of change to achieve the desired outcome
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ORGANIZATIONAL CHANGE CAN BE REPRESENTED AS THREE STATES OF CHANGE
How things are done today
How things will be done tomorrow
How to move from current to future
CURRENTSTATE
TRANSITIONSTATE
FUTURESTATE
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SUCCESSFUL CHANGE REQUIRES BOTH THE TECHNICAL AND PEOPLE SIDES
CURRENT TRANSITION FUTURE
TECHNICAL SIDE
PEOPLE SIDE
DESIGNDEVELOPDELIVER
EMBRACEADOPTUSE
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CURRENT TRANSITION FUTURE = BENEFITS
CURRENT TRANSITION FUTURE
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How I do my job today How I will do my job after the change is implemented
CURRENTSTATE
TRANSITIONSTATE
FUTURESTATE
CURRENTSTATE
TRANSITIONSTATE
FUTURESTATE
ORGANIZATION
INDIVIDUAL
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AwarenessA
DesireD
KnowledgeK
AbilityA
Reinforcement®R
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are a registered trademarks of Prosci, Inc. All rights reserved.
PROSCI ADKAR MODEL
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EFFECTIVE COMMUNICATORS
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PROSCI RISK ASSESSMENT GRID
CHANGE RESISTANT
CHANGE READY
ORGANIZATIONAL ATTRIBUTES
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35
SMALL,INCREMENTAL
LARGE,DISRUPTIVE
MEDIUMRISK
HIGHRISK
LOWRISK
MEDIUMRISK
CHANGECHARACTERISTICS
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Applied to Your Project
Prosci® PCT™ Model
PROSCI® PROJECT CHANGE TRIANGLE™
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WHERE TO FIND US
SARAH [email protected] | 207.541.2269
SARAH [email protected] | 207.541.2237
DAN [email protected] | 207.541.2279